Professional Documents
Culture Documents
It makes a difference if an employee must search actively for a learning module that he or
she needs, or that the module is offered at an appropriate moment in the workflow, based
on real time observations of the behaviour the employee. If there is a meeting with
company X in your diary, you personal learning aid might ask: “Do you want to learn more
about company X?”. If you are stuck in designing a difficult Excel macro, the Excel chatbot
asks you: “Can I help you to design the macro?”. If you have a meeting scheduled with an
employee with a low performance rating (the computer get this information in the HRIS),
you are offered a short module “how to deal with under-performing employees”.
The solutions become even better if your individual learning style and the level of your
capabilities are considered.
3. Content is everywhere
The availability of good learning content seems to be less of an issue. There is an abundance
of learning material available. The problem is how to find it, how to match content to your
needs and how to get an indication of the quality of the content. Various learning platforms
are available that can help people to find the most appropriate content (such
as Edcast, LinkedIn Learning, Coursera and Degreed).
Football clubs track their players almost 24/7. On the field, during the training, and while
they are sleeping. The data is used to give the players feedback they can use to improve
their performance. The combination of data gathered by intelligent devices combined with
the observations of the trainers, increases the quality of the feedback. Gathering realtime
data on the individual performance of employees is still not widely used. There are privacy
issues, and if the data is misused by the employer the trust of the employees goes down.
Making sure the data is only used for development can help. Using individual trackers in the
workplace will increase, and if the organisation does not provide them, employees will bring
their own (like the FitBit and the iWatch). Some tools that show a glimpse of the direction
learning tech tools can take are Joonko and Rescuetime.
5. Employees in the driver’s seat
Many learning and development initiatives are initiated by the organisation. Often the
approach is top-down. What do new employees need to learn? What is the knowledge we
expect all the people on this level to have? How can we disseminate the global health &
safety standards? Often the approach is not only top-down, but also very generic. Learning
solutions are designed for groups of people, and not tailored to the individual needs, wishes
and learning styles of individual employees. In our article “8 major HR trends for 2018” we
noted two trends that are relevant in this context. We called them “Power to the People”
and “From Please the Boss to Employee Intimacy“. Employees will start to look for solutions
that can help them to become better. Not only for their current assignment, but also for
future assignments (maybe at another employer).
Maybe there is a reason that developments in Learning Tech are slow. It has always been
difficult to calculate the ROI of investments in learning and development. Currently there is
more focus on productivity. Innovative Learning tech should be able to help to drive
productivity up.
Onboarding is typically an area where the benefits can be calculated relatively easy: the
steeper the learning curve of new employees, the faster they are reaching the required
productivity level. The investment in clever innovative onboarding tools is quickly earned
back.
CASE STUDIES
1. Implementation of Compliance Training Within Blended
Learning Programs
For Energy companies, equipment reliability and unit uptime are paramount to delivering
electricity to their customers. At leading power companies, blended learning training
programs help equip leadership, operations, maintenance, human resources, and other
functional areas with the knowledge and skills to make better decisions that lead to that
desired reliability and uptime.
The Challenge
Fluctuating fuel prices and environmental constraints have led to many power companies
diversifying their generating portfolios to a mixture of coal-fired facilities, combined cycle
plants, and renewables. With this new mix of job positions and types of facilities to manage,
leading companies are motivated to maximize their return on investment (ROI) within the
area of training by seeking cost-effective solutions that can be deployed to their entire fleet.
This requires a wide range of courseware that not only covers technologies of the various
facilities in the fleet, but also compliance courses in the areas of human resources, soft
skills, environmental, and occupational safety & health.
Business Impact
This global energy company currently has 5,011 seats on GPiLEARN+. Last year alone, the
client averaged 3,361 course completions each month with 2,783 of those being
web-based training (WBT).
The impact of GPiLEARN+ on this global powerhouse company includes:
Provides a cost effective means for providing fundamentals training for entire global fleet
that includes many different technologies and types of employees
Reduces the administrative burden of manually tracking training programs
Effectively implements site-specific qualifications programs by blending site-specific training
items with WBT fundamentals to create centralized location of taking and tracking plant
level-training
Easily schedule and track instructor led training courses
Easily tracks compliance course completions, such as OSHA courses, for audit purposes
2. Mastercard Motivates New Hires With Sleek Digital Learning
Model
The Challenge
From the minute a new hire steps through the front door, they’re forming an impression of
their new employer. Too often, they’re simply handed a binder full of documents to read
alone in a barren cubicle, put through a meeting or two and are then expected to hit the
ground running without an understanding of their place in the organization.
According to employee recognition company O.C. Tanner, 60 percent of organizations fail to
set concrete goals or milestones for new hires. In a separate analysis, Harvard Business
Review found that almost a quarter of organizations have no onboarding process at all. How
an organization presents itself to new hires in the critical first few weeks on the job can spell
the difference between an engaged, loyal worker and one that walks back out that door in
six months. A lack of onboarding processes can cost an organization time and money
through lower productivity and morale.
GP Strategies® Solution
The “Welcome to Mastercard” onboarding pathway is a concise, interactive introduction to
the company that offers new hires a broader understanding of their roles and vision of their
future at the organization.
“We needed to stick to essential information with the goal of keeping the material bite-sized
for better retention,” said Jawanda Staber. “It was also imperative that we presented the
information in a way that sparks curiosity and aids retention. GP Strategies understood the
importance of these requirements and made sure that all content was clear, interesting and
vivid.”
An additional aim was ensuring the delivery of the program was sufficiently engaging and
could effectively convey the essence of the Mastercard brand and the intangible spirit of the
organization.
With these goals in mind, GP Strategies helped keep each element short and sweet, paying
close attention to the length of videos and articles used while ensuring the overall layout
was consistently concise and engaging.
Business Impact
Mastercard saw a dramatic increase in employee engagement and alignment to the overall
mission after just four months.
According to post-program surveys, conducted after the first week and the fourth month of
the employee’s hire date, 89 percent of respondents felt the “Welcome to Mastercard”
pathway supported business learning, while 85 percent felt confident in their ability to
contribute after four months.
Further, respondents indicated that the pathway helped them feel equipped for success,
prepared to add value in their new roles and aware of the career possibilities during their
future with Mastercard.
Embodying this philosophy, the Caspers Company McDonald’s restaurants in Florida have
long offered high school completion and scholarship programs. And in 2001, the franchise
established a tuition reimbursement program for managers and crew. But as Executive Vice
President and Risk Manager, Ed Shaw knows, tuition assistance is only valuable when
employees pursue a degree program that engages them and provides a good return on the
investment.
“Since we started offering tuition assistance, I’ve seen more and more of our employees
gravitate toward private institutions, which are very expensive,” said Ed. “In some cases,
one class at a private institution was the same price of an entire semester of community
college, so frankly, I was getting disenchanted.” His point of view is a common one among
the 76 percent of employers that report offering a tuition reimbursement benefit.
Higher education meant for working adults
A call from the McDonald’s Corporation touting a new education partnership changed
everything. At the time, it was a newly launched program called College for America. As one
of the most affordable nonprofit educations of its day, he said that program not only
provided better value than many other education options but also would be a good fit for
his employees.
“We think that College for America offers a good way to encourage our people to pursue
higher education.”
—Edward Shaw
“A few years ago, we started an Internet-based program […] which helps managers better
track activities, events, and responsibilities within a restaurant [but] quickly realized that
there was a tremendous spread of knowledge among managers, with many of them lacking
some key skills,” explained Ed. “We thought College for America would be a good and
convenient way to encourage people to increase their knowledge. And our people were
already used to learning online, so in a way, College for America just added more elements
to our learning system.”
“In my experience, the better educated people are, the more confidence they have and the
better they feel about their job. We also want something from an education investment, of
course, which is better and more loyal leaders.”
—Ed Shaw
Taking employees to the next level
According to Ed, the great thing about the College for America program is how relevant the
program is to his staff’s day-to-day activities. “Our management teams have to get together
a lot in person and over the phone, so they have to know how to work together. Many of
the [program] competencies directly address collaboration. You don’t get this with any
other program that I’m aware of,” Ed explained. He also pointed out that it’s nice to see
immediate returns on the educational investment. “You don’t want to wait two years to see
if an employee graduates. It’s better when you can help someone do a better job right now
and progress quicker.”
“If you can reduce your turnover and make a more loyal employee, one that would go the
extra mile for you because of what you’ve done for them, it’s a win-win all the way.”
— Ed Shaw
Ed said that as Caspers Company McDonald’s rolled out the College for America program,
the feedback was very positive. “Our people were telling me how great it made them feel
that we were investing in them,” said Shaw. He added that he was delighted to hear this
because he knows how important employee happiness relates to loyalty.
Multiple levels of value
Ed is encouraged by the early results of the partnership. Historically, Shaw has seen a lot of
employees abandon education programs because of costs and other factors. “Everyone I’ve
talked to who is in the program was very enthusiastic—and in the case of one of our
supervisors, even passionate—which was great to hear,” he said. “What we’re looking for is
a better-educated workforce, including better leaders and people who can move the
company forward,” explained Ed. “College for America is not only affordable, it seems to
have taken a leap forward in using technology for improving education in a way that a lot of
schools aren’t delivering.”