Elearning! Magazine: Building Smarter Companies via Learning & Workplace Technologies.
Issue link: http://elmezine.epubxp.com/i/102793
nationsmostsuccessful the Learning! 100 are investing in external stakeholder development: 59 percent are training customers, 30 percent are training suppliers, and 67 percent serve other external partners. Just 11 percent serve only internal employees. Priorities seem to be compliance, new supervisors, leadership development, product training, sales training and development of high-potential employees. In order to afect their enterprise learning, the companies surveyed leverage (in descending order): >> Classroom based training (39%) >> E-learning (30%) >> Self-paced learning (16.7%) >> Virtual instruction/virtual worlds (10.7%) >> Simulations (8%) >> Social learning (6%) >> Mobile learning (3%) >> Serious games (3%) FUTURE INVESTMENTS Te most popular new learning technologies into which institutions are ready to invest are: >> Cloud-based collaboration/tools (35%) >> User-generated content (22%) >> Social learning (13%) >> Augmented reality (13%) >> Immersive learning (9%) >> Crowd-sourcing (4%) >> Collaborative workspaces (3%) (Assessment constructed by David Coleman, principal, Collaborative Strategies. For more info: www.collaborate.com) STAGE THREE: EVALUATING SUBMISSIONS, SORTING CATEGORIES Scoring rubrics help us to tier the fnalists into A, B, and C categories, representing 20, 30 and 50 percent of the successful applicants. Tese rubrics and weights are recommendations of the experts we've used to construct the survey questions, and are Te smallest company surveyed employed just fve people, but the largest had 1.6 million. reviewed yearly. Below is an example of how a scoring rubric works for two single questions from our learning culture section: On a scale of 1 to 5, 5 being always, and 1 being never, rate your organization on the following elements: 1. Employees at all levels ask questions and share stories about successes, failures and what they have learned. 2. Managers share information on a needto-know basis. As you can easily determine, 5 is the best answer for the frst question, and would receive the most points, while a 1 in that question would lose points. In the second question, the point values reverse. A 5 would indicate a very secretive culture, while a 1 would show a very open culture. (We made these examples obvious for effect, but the intent is to show you how scoring rubrics work.) Armed with this knowledge, let's look at how companies compared. Overall ratings ranged from a -6 to a +32.7, with the average score at 18.5 in the scoring rubric. In the top third of those categories were enterprises like the American Heart Association, the Defense Acquisition University, MTR from China, the Navy Federal Credit Union, the Dept of Veteran's Afairs, and medical non-profts Vi, and Scripps Health. Learning culture scores ranged from a -.1154 to +.9654, with the average coming in at 0.55. In the top third of this category in the public sector were the Defense Acquisition University, ViaSat, Morrison Management, Cash America, the Department of Veterans Afairs, Vi, Polaris Global, Navy FCU, and MTR. Learning collaboration scores ranged from -3 to 11, with the average score being 7.4. Te top third in this category included the Ofce of Personnel Management, the Dept of Veteran's Afairs, the Defense Acquisition University, CA Tech, Dunkin' Brands, Colonial Ins, JifyLube, Care Learning, Via Sat, Polaris, MTR, and the Navy Federal Credit Union. —If you think your company is ready to compete in this year's Learning! 100 Award program, please go to http:// www.2Elearning.com/L100 to begin the process. 50 December 2012 /January 2013 Elearning!