Conference 2009
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| Enterprise-wide structured learning | |||||||||||||
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Jim Fingland, Development Manager, City of Edinburgh Council | ||||||||||||
 How do you ensure that learning is linked to strategic objectives and to the competencies required by the organisation? And how do you do it when your organisation has 11,000 potential learners, from dustmen to directors, and several, conflicting, competency frameworks already in place? Jim Fingland used experience gained in the private sector to ensure learning is linked to organisational-wide behavioural competencies at City of Edinburgh Council. The result: widely available learning used by all level of the council's workforce. - Making e-learning work with a competency approach - Assigning learning interventions to a framework - Amalgamating several existing competency frameworks into one - Ensuring buy-in from all - from unions to management - 'Socialising' competencies so that they get used! |
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| Scaling up for big e-learning challenges | |||||||||||||
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Gail Sadler, Director of Training (CD/IT), Hilton Hotel Corporation | ||||||||||||
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Few training challenges are as big as those faced by Hilton: 15,000 users to train in over 70 countries, in 8 languages, requiring the creation of over 55 hours of new online learning materials. How do you set up your department to deliver great training that meets these needs? With over 100,000 modules successfully completed so far, Gail Sadler can point to several valuable lessons learnt in gearing up for a big e-learning challenge. - Preparation is key - Coping when reality proves different to theory - The ability to react: the practical steps - Why your team is so important - Building the 'well-oiled machine' |
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| Overcoming the barriers to effective organisational learning | |||||||||||||
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Mike Cawood, e-Learning Manager, BP International | ||||||||||||
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What barriers stand in the way of the successful up take of learning in an organisation? Mike Cawood had to overcome plenty of obstacles when deploying a global learning programme for BP - and not all of them were about reluctant learners, or were even predictable. In this presentation, Mike shares some of the lessons he learnt in his successful learning implementation, including: - Identifying barriers, prioritising and dealing with them - How much is IT a help, and how much a hindrance? - Dealing with vendors and their agendas - Organisational and managerial stumbling blocks - Learning tools to simplify and accelerate learning |
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| Making e-learning stick | |||||||||||||
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Laura Overton, Managing Director, Towards Maturity | ||||||||||||
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Drawing on research into 400 organisations over 4 years, Laura Overton presents an overview of what makes e-learning stick and the role that learning technologies play in making learning more successful in the workplace. This session is a must for anyone looking for examples of good practice in successful learning adoption. - The six secrets of adoption success - Stake holders - identifying and working with them - Why context and culture are crucial |
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| Winning over the management | |||||||||||||
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Jon Aveling, Implementation Manager, NCALT | ||||||||||||
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With 250,000 potential learners across the nation's police forces, audience engagement is key to the success of National Policing Improvement Agency training. Jon Aveling, Police chief inspector and implementation manager, will explain how he and his colleagues - by applying a range of strategies - have convinced 180,000 of these learners that using online training programs is an effective way to learn. - Focusing initial attentions on cultural resistance and technology barriers - Maintaining momentum by engaging users and creating user groups and online social networks - Continual assurance and management of high-quality learning content |
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| Planning for learning adoption | |||||||||||||
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Zbigniew Wojciech, Training and Support Manager, Learning Technologies Group , Toyota Motor Europe | ||||||||||||
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Toyota Motor Europe faced a challenge in speeding up the 'time to knowledge' for dealerships in over 27 European countries. It deployed an LMS, but how could it be sure that staff and distributors would use it? Toyota's adoption strategy included a clear, well-designed communication plan, and agility in dealing with the issues along the way: - Planning right from the start - Anticipating and dealing with obstacles - Sustaining adoption |
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