Conference 2010 >
Track 2
| Let the business define 'value'
|
|
|
David Beckett, Assistant Director Organisational Development, Identity and Passport Service |
A general formula for training's value does not exist - it is different for each organisation. At the Identity and Passport Service, David Beckett has worked with the business to understand and specify a complex training programme for some 600 staff. Success criteria were defined at the start and exceeded at the end - that's quantifiable success, in the business's own terms.
From 'training on process' to 'developing behaviours'
Continued post-training evaluation and improvement
Moving L&D from 'production' to 'performance' |
| Delivering e-learning for all learners
|
|
|
Steve Coe, E-learning Manager, Boots UK |
When UK retailer Boots began their e-learning roll-out in August 2008, their 65,000 learners were based in 2,500 stores across the UK. 20% of them were over 50 years old, and many had not used a computer before. With meticulous attention to detail, Boots piloted and launched the programme, and ensured that staff members had the time, space and confidence to start learning on a PC. The result: a year later, 84% had completed at least one e-learning module.
Project planning for success
Crucial to success: user-friendly, clear training that is useful
Using the management structure to 'cascade down' training
Sustaining the momentum
Linking the learning to sales and customer satisfaction figures |
| Creating content across time zones
|
|
|
Andrew McNeill, Global Learning & Development Manager, Fugro NV |
The Fugro Group consists of over 200 operating companies in over 50 countries. Their field - oil and gas exploration - requires great technical expertise. How do they build and maintain it across more than 13,000 employees? The answer: by a collaborative, web-based approach. SMEs and trainers, often split over several time-zones, create high-quality technical content that shares best practice and weeds out misconceptions.
Getting SMEs enthusiastic about sharing their expertise
Maintaining quality with de-centralized production
Overcoming the hurdles: technical and cultural
Why good project management is essential
Shifting to a collaborative culture |
