Posts Tagged ‘Learning

19
May
15

If companies build (capability), greatness will come

approach-buildingWe all know professional development is important. To thrive, companies need to have highly skilled and knowledgeable employees.

So the WHY is covered. But the HOW….that’s a different story. Although companies’ PD needs have increased, most seem to be pursuing the same traditional methods – and many are getting less bang for their bucks.

According to a recent survey by McKinsey and Co., a global management consulting firm, companies are struggling with the best way to build capabilities. (Institutional capabilities are all skills, processes, tools and systems that an organization uses as a whole to drive meaningful business results. Individual capabilities refer to training, learning or specific skills.)

In the study, companies cited customer demand and strategic importance as the top reasons for building capabilities. McKinsey and Co. says executives most often identify skills in strategy, operations and marketing and sales as most important for business performance, focusing efforts mostly on frontline employees.

Despite recent technological advances and the advent of e-learning, on-the-job training is still the No. 1 vehicle companies use to better their workforces. And while experts have proven that informal or formal coaching is an effective PD tool, only 33 percent of respondents engage in mentorship. And even fewer companies use methods such as experiential learning or digital (mobile exercises or group-based online learning).

“These leading-edge training methods could enable all organizations to replicate or scale up their learning programs quickly and cost-effectively across multiple locations,” the authors wrote. “But currently, companies tend to plan and execute large-scale learning programs with a train-the-trainer approach or with help from external providers to roll out their programs.”

mentorAt the same time, executives reported struggling with how to measure the ROI of capabilities building. At least according to the McKinsey and Co. report, companies lack a clear vision for how to link capability building to the overall business. They also indicate a lack of resources for developing programs and implementing efforts. More than half the survey respondents said they’re not sure if their capability-building programs have met their targets – or whether such targets exist.

And so….what does this all mean?

McKinsey and Co. offers some tips:

  • Diagnose systematically. Companies are best able to build strong capabilities when they systematically identify the capabilities, both institutional and individual, that can have the most positive impact on the business. Objective assessments are an important tool in this process — and few respondents say their companies use such assessments now. These diagnostics not only help companies assess their skill gaps relative to industry peers but also help them quantify the potential financial impact of addressing capability gaps.
  • Design and deliver learning to address individual needs. The core principles of adult learning require that companies tailor their learning programs to employees’ specific strengths and needs, rather than developing a one-size-fits-all program for everyone. The most effective approach to adult learning is blended — that is, complementing in-class learning with real work situations and other interventions, such as coaching.
  • Align with and link to business performance. To be effective and sustainable, capability building can’t happen in a vacuum. Learning objectives must align with strategic business interests, and, ideally, capability building should be a strategic priority in and of itself. Making human resources functions and individual business units co-owners of skill-building responsibilities and then integrating learning results into performance management are effective steps toward achieving this alignment.

What do you think? Have your PD efforts led to better company and/or individual performance?

17
Jun
14

MOOCs: A myth for the masses? Not so much

MOOC infographic

An infographic by Online-PhD-Programs.org summarizing MOOCs.

Massive Open Online Courses – or MOOCs – seem to be all the rage. And why not, when learning is just a click away?

MOOCs are online classes that are available to anyone with a computer and/or Internet access. Some MOOCs are free, but others aren’t. It’s a bit confusing as MOOCs are still trying to find their place among social media, 24-7 access to news and a society that thrives on convenience.

It seems higher education has embraced MOOCs as a way to foster global education, but what about other industries?

According to Online-PhD-Programs.org, 4.7 million people participate in MOOCs through Coursera. But only 8 to 10 percent of those enrolled actually complete the class. So is it worth it?

It’s a constant source of debate, which may explain why associations have been reluctant to enter the MOOC market.

Tagoras recently released a whitepaper on fringe trends, and MOOCs were included in the report. “Fringe” refers to the fact that based on Tagoras’ research, only 10 percent of participants have adopted burgeoning trends.

“MOOCs aren’t just disrupting how training is delivered; they are changing how companies interact with their employees and others on a much grander scale,” said Bryant Nielsen, founder of corporate training firm Your Training Edge.

Throughout the last few weeks, Nielsen has written about 13 megatrends of MOOCs. Perhaps most relevant to associations is lifelong learning.

“One of the biggest impacts MOOCs have had is to make education available to people of all ages,” Nielsen said. “As a result, lifelong learning has become one of the biggest trends in recent years: In their spare time, people who once might have flipped on the television are now booting up their computers to learn and accessing learning resources on their mobile devices whenever they have a few minutes of downtime. Companies can capitalize on this lifelong learning trend both by offering engaging courses to the public and by recognizing their employees’ independent learning endeavors.”

But how does an association know if a MOOC is a right fit?

The key is to decide what it wants to accomplish, Tagoras says.

online-educationThe massive nature of MOOCs makes them incredible marketing tools. A MOOC can establish an association as an expert in a topic or field, while also turning curious learners into members. But a word of caution: As with anything new, there’s risk. Associations are often leery about giving away their content for free, but that’s the name of the game when it comes to MOOCs.

The key to creating successful MOOCs, according to Tagoras, is to make content general – to appeal to the masses. While it’s a good idea to showcase your best experts, a MOOC may not be the best option for a specific professional development topic.

In addition, MOOCs probably aren’t going to generate revenue, at least not at first. So it’s best to think of a MOOC as a long-term investment. Rather than making money, an association can build upon a brand while creating ambassadors, who will eventually help recruit members.

Finally, associations need to remember that completion of a MOOC isn’t a sign of its success, Tagoras says. Instead, associations should focus on the takeaways participants get from a MOOC and on the importance of educating the masses.

“While only 6.6 percent of respondents offer MOOCs and only 4.6 percent more plan to begin offering MOOCs in the next year, according to the survey behind our 2014 Association Learning + Technology report, we’re excited about the massive models enabled by MOOCs and expect more associations to embrace it in the coming years, as they realize the ready-built audience of their profession or industry could benefit from a MOOC offering,” Tagoras says.

This is just the tip of the iceberg when it comes to MOOCs. You’ll continue to hear about them as more people embrace online learning, and as such, I’ll be doing a couple follow-up posts.

So if your organization offers a MOOC, please contact me. Or if you’re an expert on the subject, please reach out. Have you ever participated in a MOOC? Tell us about it.

22
Apr
14

Life goes on…and so does learning

AlbertEinstein-001As some of you may know, in addition to my role with Event Garde, I work for Michigan State University’s central communications office. I love working with students. They’re brilliant. They’re ambitious. They’re overachievers. And some of them are old, well, older.

I’m amazed by the nontraditional students I encounter on campus. Some are undergrads and some are grad students. And others are lifelong learners. MSU, like many universities around the country, offers lifelong learning credits. In fact, I took my first graduate class as a lifelong learner because it was so much cheaper.

Lifelong learning seems to be on the upswing as curious minds look for answers. But sometimes, universities don’t fit the bill, which is where associations should step in.

“With the short- and long-term value of traditional degrees increasingly in question, the number of people looking for alternatives will grow,” said Jeff Cobb, co-founder of the consulting firm Tagoras. “As a result, certification programs, assessment-based certificate programs, digital badging and competency-based education are likely to be areas of significant growth for continuing education and professional development providers.”

Why? Globalization.

Even mom-and-pop businesses are dabbling in international business. It’s safe to say that in today’s global economy, employers require skills that go beyond a degree. They want trend-savvy employees, so professional development is a must.

Jeff Cobb and Celisa Steele

Jeff Cobb and Celisa Steele, co-founders of Tagoras

And so, Cobb said, associations should beef up their education staffs. Cobb recommends hiring in-house subject matter experts to address increasingly complicated global issues. Their specialized industry knowledge and stakeholder connections are invaluable to creating lifelong learning materials. Remember this as your association competes with cheap, easy-to-find educational resources a la the web.

That said, associations should capitalize on technology, not shy away from it. For example, if an association offers online certification, it can easily incorporate a YouTube video or podcast. Crowdsourcing is also key. Associations should provide a platform to allow their members to share virtual resources.

At the same time, technology provides incredible tools to measure the effectiveness of your association’s lifelong learning opportunities.

“A variety of tools – from web and social media analytics to e-mail statistics to low-cost feedback systems like iPerceptions – can be used to extend and strengthen traditional, less agile market research methods,” Cobb said. “Organizations need to get more adept at using these tools, testing new ideas quickly and moving to full implementation with decisiveness.”

Tagoras has produced a list of tips for associations that want to compete in a global market for continuing education and professional development.

Simply put: Learning doesn’t stop after high school or college. And your association can easily meet the demand.

So now I’m wondering, where do Massive Open Online Courses fit into this equation? If you know of an expert on MOOCs, or if your association uses MOOCs, please contact me. I’d like to write about this in the near future.

25
Feb
14

That’s so…2013

Each month, we’re asking editors and content producers to share with us what they’re writing about, upcoming trends and other behind-the-scenes must-haves for the association industry.

Julie Shoop

Julie Shoop, editor of Associations Now.

If you’d like to contribute, please contact Kristen Parker, digital content manager for Event Garde LLC, at Kristen@eventgarde.com.

This week’s guest blog post includes excerpts from “What’s Out, What’s In: Association Edition,” by Julie Shoop, editor of Associations Now.

Rebranding

Out: Aging brands
In: New names, fresh logos

Globalization, digital technology, shifting markets, regulatory change—with so many disruptions in the business environment, it’s no wonder that a slew of associations remade their brands and aimed to broaden their reach in 2013. Cases in point: Lobbyists became government relations professionals; recording merchandisers became Music Biz. Associations in the fashion, mobile, supply chain, marketing and recycling industries hopped on the rebranding bandwagon as well. We’ll be watching for who’s up next in 2014.

Conferences

Out: Lavish meetings and events
In: Slim federal conference and travel budgets

There’s a new reality for associations serving industries that interact heavily with the federal workforce: Government meeting attendance isn’t what it used to be. The wave of scrutiny that started in 2012 with revelations about a lavish General Services Administration conference in Las Vegas grew higher this year as reports of excessive spending on meetings by the IRS and Department of Veterans Affairs came to light. With slimmer conference and travel budgets now written into law, association events will continue to take a hit. Associations will need to drive home the value of face-to-face meetings to government agencies that will be footing the bill with fewer dollars and congressional watchdogs looking over their shoulders.

Workplace Culture

Out: Constant collaboration
In: Time and space for solitude

This was the year when a “whole world of secret introverts” was exposed, and being quiet was suddenly cool. Thanks largely to Susan Cain, author of the bestselling “Quiet: The Power of Introverts in a World That Can’t Stop Talking,” momentum is building for greater understanding of different personalities and work styles to leverage every staffer’s strengths in pursuit of business goals. It was an eye-opening message for associations, where collaboration is king. Remember the buzz around open workspaces to promote teamwork? Now, not so much.

Volunteers

Out: Long-term commitments
In: Micro-volunteering

Plenty of dedicated association volunteers share their time and talents in abundance year in and year out—but that’s probably a small group of your hard-core enthusiasts. Micro-volunteering is emerging as a smart way to expand your volunteer pool and build engagement among your less connected members. Got people who can’t commit to helping plan your annual meeting, but can spend a few hours being a conference greeter? This is for them.
Editor’s note: See a related blog post for more on this.

Advocacy

Out: Bemoaning congressional gridlock (was this ever in?)
In: Putting pressure on Washington

The government shutdown in October highlighted the power of associations to show policymakers the consequences of their actions—or inaction. From air traffic controllers to businesses to Head Start and Meals on Wheels, nonprofits sent volunteers, activists and cold, hard data to D.C. about the effects of the shutdown. Their collective message: This hurts everyone. Fix it.

Learning

Out: Expert-driven education
In: Peer-to-peer learning

With competition heating up from for-profit providers offering free or low-cost alternatives to association education programs, pressure to innovate in association learning mounted in 2013. While we don’t expect to see the traditional keynote address fall by the wayside anytime soon, associations are experimenting with decentralized learning formats where peers interact in smaller groups and more casual settings. Is a “learning village” right for you? Or if you need to beef up your online offerings, digital credentialing may be the ticket. You might be surprised at how motivating a digital badge can be.

11
Feb
14

Goodbye e-learning

TechStockPhotoAs a former journalist, I love data. And trend data are even better.

So when I came across “Association Learning + Technology 2014,” a recent report by Jeff Cobb and Celisa Steele, founders of consulting firm Tagoras, imagine my delight!

Young or old, technology has redefined the way we learn and work. As 8-to-5 days at the office have slowly turned into 24-hour social media networking from the car and virtual meetings during the kids’ soccer practices, social media has filled in the gaps.

“The world of continuing education and professional development has changed dramatically in the past few years,” Cobb and Steele said.  “To meet member needs and stay out in front of the competition, you need to arm yourself with real data targeted to help you grow your programs.”

The 52-page Tagoras report provides such data, which were collected based upon a survey of 200 trade and professional associations. “Association Learning + Technology 2014” is designed to help association leaders strategize for a new learning landscape, while meeting their members’ needs for convenient and quick access to information.

There’s a goldmine of information in the report, which you can get for free if you subscribe to Tagoras’ free e-newsletter.

I’m sure the trends and data provided in the report will provide future blog fodder. But for starters, Cobb and Steele have abandoned the term e-learning and instead use the term technology-enabled or technology-enhanced learning.

Nearly all survey respondents – 88.7 percent – indicated they use some form of technology-enabled learning. The most popular form of such learning, according to the report: webinar.

As for social media, 33 percent of respondents reported using YouTube for learning programs, followed closely by Twitter (32 percent). Facebook was next, followed by LinkedIn. Nearly 37 percent of those surveyed indicated they have a mobile learning platform, and live streaming – rather than virtual conferences – seems to be an upcoming trend.

Another key takeaway: The majority of all respondents report technology has increased their revenue from educational offerings, but less than a quarter have a strategy in place to launch new learning platforms.

Cobb and Steel found organizations that consider themselves to be very successful:

  • Report increased net revenue from their education offerings as a result of their use of technology for learning.
  • Have a formal, documented strategy for their use of technology for learning.
  • Have formal, documented product development and pricing processes that cover their technology-enabled and technology-enhanced learning.
  • Offer facilitated online courses, gamified learning, virtual conferences and at least some mobile learning.
  • Use a learning content management system (LCMS).
  • Offer a formal credential (e.g., a certification or license), regardless of whether the credential is their own.

As the association industry transitions into technology-enabled learning, other trends will emerge, the report said. There will be:

  • Growth in implementation of learning platforms and their integration with other key systems, like association management systems.
  • A continued focus on professional instructional design to help ensure educational products are effective.
  • The slowly growing use of social media for learning and increased dabbling in emerging products, like microcredentials and massive courses.
  • An increase in competition that will, in turn, drive experimentation as associations look at how best to deliver more value.
  • The professionalization of the education function overall, as the adoption and integration of sophisticated technologies increase the demand for savvy, experienced leaders in the continuing education and professional development business.
Jeff Cobb and Celisa Steele

Jeff Cobb and Celisa Steele

“We want to see more associations develop and use a strategy to guide their use of technology for learning,” Cobb and Steele said. “Gut-level governance can work, but more consistent approaches empower staff all over the org chart.”

While all this may seem overwhelming, “Associations Learning + Technology 2014” is an incredible measurement tool for associations, regardless of size and budget. As associations plan educational programs, sessions and conferences, it’s becoming increasingly important that technology take center stage.

But it’s O.K. to start small. Maybe the answer is a hybrid conference – in-person and live stream. Or maybe it’s establishing a professional group on LinkedIn. Or perhaps smaller associations can establish a YouTube channel and provide “tips of the day.” (By the way, this is a great project for interns, who love to create videos and are social-media savvy.)

The point is: Don’t be afraid to taste technology. And don’t leave your clients and members hungry or with a bitter aftertaste in a world full of ripe and delicious technological treats.

So, tell us, are you embracing technology-enabled learning? How do you incorporate technology into your matrix of educational opportunities?

18
Dec
13

Strategic meeting audits: Leveraging data to improve ROI

Are you under the impression that all associations are experiencing diminished attendance at their in-person events? Has your organization’s meetings function experienced a year-over-year revenue decline – however slight – since the 2007 recession?

If you’ve answered yes to one or both of these questions, 2014 may be a great opportunity for your organization to conduct a strategic meeting audit. We need only look to ASAE to learn that at least two signature in-person events were stronger than ever this year:

So I’m sure you have some questions. For example:

  1. What does a strategic meeting audit look like?
  2. What is the first step in initiating this type of audit?
  3. Who should be involved in the process?

Let’s start by identifying the key players. In my opinion, this isn’t a job only for the senior management team. Nor should the meeting professional conduct an audit in isolation. Rather, the association CEO/executive director, senior executives, meeting professional and anyone else responsible for the successful implementation of programs or events should be invited to the table.

Additionally, I’ll advocate here for supplier participation. Although this individual – or team of individuals – may not be involved during the preliminary discussions, I believe it’s important to include industry partners early on both to encourage diversity of thought and to promote better collaboration and decision-making during the planning and implementation of programs.

Next, let’s identify step one. After all, getting started is generally the greatest barrier to the implementation of most projects. As a CMP (certified meeting professional) preparation course facilitator, I’ll borrow a page from our participant reading materials: Identify event goals and objectives. For those who know me, this has sort of become my mantra.

It seems simple and obvious, but this very important first step is often overlooked. Many meeting professionals simply do not take the time to set goals and objectives for events they inherit (they tend to focus more on program maintenance), nor do they comprehensively evaluate these events using a variety of financial and non-financial indicators.

It’s not that they don’t want to; they either don’t know how, don’t feel empowered or have limited resources. And while a handful of industry tools already exist to support these planning and evaluation efforts, they are tedious. And let’s be honest – this often prevents adoption. Unfortunately, failing to set goals and/or evaluate success perpetuates the status quo and inhibits organization growth and member ROI.

If only we could leverage the right data to elevate the quality and sophistication of our programs, build the reputation of our signature events, improve our bottom lines and enhance member outcomes. Believe it or not, there’s a way. When establishing goals and objectives, there are at least four key indicators that should comprise the strategic meeting audit:

  • Onsite experience – What experience do you hope to deliver to attendees, exhibitors, sponsors and speakers onsite? What must you implement to make this happen?
  • Financial performance – What are your revenue and expense targets? Does event pricing reflect the projected profit margin?
  • Relationships/engagement – How will you create opportunities before, during and after the event to create meaningful relationships among participants?
  • Transference – How will you help ensure information and knowledge presented onsite is retained by attendees and applied to their workplaces?

Following each event, meeting professionals should evaluate actual performance and identify areas of opportunity for the future. Quarterly, meeting professionals should then use the aggregate results to drive continuous quality improvement efforts and annually this data should be used to help draft the organization’s meetings budget.

Ultimately, it’s about improving ROI both for your organization (i.e., financial performance, member engagement and alignment with the organization’s mission and strategic plan) and for your members (i.e., learning, networking and value).

Tell us in the comments about your experience conducting a strategic meeting audit. What key indicators did your organization emphasize?




meet aaron

Association learning strategist & meetings coach. Founder & president of Event Garde. Passionate about cooking, running, blogging, old homes, unclehood & pet parenting (thanks to Lillie the pup).

meet kristen

Writer, editor, public relations professional. Digital content manager. Proud mom of three. Total word geek. Spartan for life.

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