Conference 2011 > Track 3
|Bringing learning to all|
|Johanna Sadoudi, Director - Learning Development, L'Oreal|
How do you integrate an online learning environment in an organisation that is very focused on classroom and informal learning? What role do digital tools play in supporting access to learning to every employee? In this presentation, we examine how L’Oréal began that journey in 2010, taking 30,000 employees into e-learning and social learning. What challenges did they face, and how is L’Oréal ensuring that the benefits of digital learning support the development of each individual within the company?
• Creating a vision of learning and making the most of your technology.
• Understanding the culture of the organisation – why it is essential.
• Answering the needs of individuals, teams and the organisation.
• Making it real: challenges to overcome.
• How to launch your learning system with style – and impact.
|Creating a successful global learning environment|
|Justin Dunn, Head of Learning, RSA Group|
RSA’s ‘global learning environment’ really is just that. Covering 24,000 people spread over 32 countries, it is an enormous undertaking that Justin Dunn took from concept to launch in just 9 months. How do you go about such a massive process, and what issues are you likely to face along the way? What technical help and other resources are you likely to need? In this presentation, Justin takes us through the key stages of the process, including:
• Pitching the case to win your budget for learning software
• Selecting enterprise-wide software step-by-step
• What skills do you need in your L&D team?
• Why local learning champions are crucial to your success
• Maintaining use after launch
|Building great learning on a solid foundation|
|Carlos González Alonso, Director of Training, Caja Madrid|
As a large commercial bank, Caja Madrid relies on training to ensure that employees are competent and meeting compliance requirements. In today’s demanding, fast-changing environment, that means both that content production and delivery must be efficient and the learning must be enjoyable and targeted to business needs. Over the past two years, Caja Madrid’s training team has shifted the bank’s learning to this approach, with some 550,000 hours of training now delivered online annually, representing 75% of the total training hours. In this session he explains how to set a learning strategy where the learning is both efficient and exciting:
• Tracking learning usage and focusing on business need.
• Producing enjoyable learning content.
• Widening participation and collaboration in learning.
• Using a single system for fast, smart content production.
• Using learning objects effectively.
|Implementing learning strategy successfully|
|Sarah Parr, Head of Learning and Development, Liverpool Direct|
Since 2002, Liverpool Direct – a joint venture between BT and Liverpool City Council – has delivered training to the council’s 10,000 employees, a set of learners including cleaners, office workers and executives. In this session, they share their lessons of eight years’ technology-supported learning to this diverse population, with a focus on delivering high quality blended learning to identified business needs and against tight budgets and timelines.
• Raising the profile of learning and development onto everybody’s agenda.
• Greater access and choice to training opportunities.
• Evaluating the impact of learning. • Using an LMS effectively as a single point of contact and administration.
• The key lesson of experience for successful delivery.