Format:
1 online resource (248 pages)
Edition:
1st ed.
ISBN:
9781107027008
,
9781107333314
Content:
Shlomo Ben-Hur examines the nature of corporate learning, suggesting what it might be and how it can be successfully integrated into a company's strategic management system to deliver real business results
Note:
Cover -- The Business of Corporate Learning -- Epigraph -- Title -- Copyright -- Dedication -- Contents -- Figures -- Tables -- Acknowledgements -- 1 The weight of history: an introduction -- A Big Bang with little impact -- Two lessons from history -- About this book -- 2 Creating a corporate learning strategy: how to align components to create coherence and impact -- Mapping out a learning strategy -- Mandating the mission -- Identifying the mission -- Wording the mission -- Defining your scope -- Defining who: the target populations -- Defining what: the learning outcomes -- Defining how: the learning function's role in the global learning landscape -- Positioning the function -- Reporting directly to the board -- Reporting within the HR function -- Reporting within another central function -- Choosing an operating model -- Identifying your value proposition -- Producer (selling the development of learning products) -- Distributor (selling the delivery of learning products) -- Provider (selling support services) -- Broker (selling consulting services, knowledge and advice) -- The glory of functionalism -- Choosing a structure -- Choosing a business model -- Building a portfolio -- What to prioritise in the portfolio -- How to structure the portfolio -- How to present the portfolio -- Concluding thoughts -- 3 Developing learning solutions: linking learning objectives with the methods used to achieve them -- Four hidden threats -- Confusing methods and tools with objectives -- Failing to focus on behaviour change and the application of learning -- Failing to promote stickability -- Missing business context -- Ensuring alignment -- Order management -- Proposal making -- Product development -- Concluding thoughts -- 4 Delivering learning solutions: technology and pedagogy explained -- Why is the learning delivery landscape changing?
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Avoid poor selection decisions -- Test your selection decisions -- Leverage market forces in managing suppliers -- Beware closed systems -- Onboard your suppliers -- Plan for change -- Invest in vendor management skills -- Communication is key -- Have an exit strategy -- Concluding thoughts -- 6 Demonstrating the value of corporate learning: answering the evaluation conundrum -- What are businesses currently doing? -- Why is so little formative evaluation being done? -- Moving forward -- A (very) brief history of evaluation -- Kirkpatrick's achievement -- Limitation 1: a limited range -- Limitation 2: liking does not produce learning -- Limitation 3: the ROI obsession -- It's not as easy as it looks -- Principles for action -- Commit to evaluate impact -- Agree in advance with the business which measures to use -- Use measures linked to business objectives -- Keep it simple and use existing metrics if possible -- Plan ahead to use your data -- Own the evaluation, but share the work -- Reporting corporate learning -- There is more, and there is better -- Establish regular reporting mechanisms -- Have different reports for different purposes and different audiences -- Report only what you need to -- Provide some context -- Have an end in mind -- Don't make an industry of it -- Presentation is key -- Concluding thoughts -- 7 Branding corporate learning: eliciting desire and engagement -- What is a brand and why should you care? -- How corporate learning functions use branding -- Brand components -- Strategy -- Products -- Looks -- Names -- Places -- Behaviours -- Developing a learning brand -- Be clear on your value -- Define your customer groups -- Identify how you are currently seen -- Define your ideal image -- Align behind the brand -- Test your creations -- Create an engagement calendar -- Deliver on your promises -- Support sustained behaviour
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Increasingly distributed and diverse workforces -- Generational change in the workforce -- The changing nature of work -- Downturn-driven innovation -- The spread of cost-effective, accessible technologies -- The coming change -- How we got here: From e-learning to m-learning -- Evolution and revolution -- The importance of being pedagogical -- Collaborative learning -- Informal learning -- Self-directed learning -- Using pedagogies to make the most of technology -- Question 1: which method or tool is best? -- Question 2: how do we blend learning most effectively? -- Question 3: how do we ensure employees engage with the learning offered? -- Concluding thoughts -- 5 Resourcing learning solutions: people, people, people -- The changing challenge of corporate learning delivery -- From knowledge acquisition to performance-enhancing change -- From aligning with businesses to helping businesses make money -- From being technology-led to leveraging technology -- Meeting the resource challenge -- Key skills required -- Business acumen -- Strategic planning -- Data analytics and reporting -- Performance consulting -- Behaviour change -- Delivery -- Process management -- Content management -- Vendor management -- Technology skills -- Competency implications for key roles -- The chief learning officer -- The career path of the CLO -- Implications for other roles -- Learning manager -- Learning designer -- Learning deliverer -- Learning administrator -- New and additional roles -- Key resourcing considerations -- Buy or grow -- Relationship to HR -- Geographical and cultural differences -- Internal versus external -- The lowdown on outsourcing -- Who is outsourcing? -- What are they outsourcing? -- Why are they outsourcing? What are the potential benefits? -- Why should they not outsource? What are the potential risks? -- What works best? -- Be clear
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Monitor and adapt -- Concluding thoughts -- 8 Governing corporate learning: ensuring oversight and accountability -- The benefits of good governance -- The challenge of good governance -- Implementing governance -- Creating the governance group -- The role of the governance group -- Strategy -- Planning -- Financial stewardship -- Operational support -- Risk management -- Monitoring -- Making the governance group work -- Concluding thoughts -- 9 A way forward: creating a context for learning -- What we need to do -- Focus on functionalism -- Focus on corporate learning, not academic learning -- Step in and out of the business -- Apply market forces -- Bring the business to bear and to account -- The tipping point -- References -- Index
Additional Edition:
Print version Ben-Hur, Shlomo The Business of Corporate Learning New York : Cambridge University Press,c2013 ISBN 9781107027008
Language:
English
Keywords:
Electronic books
URL:
FULL
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