Elearning! September


Elearning! Magazine: Building Smarter Companies via Learning & Workplace Technologies.

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Page 46 of 52

Tips Tips Content 46 September / October 2014 Elearning! YOUÕRE MISSING THE BOAT IF ITÕS NOT PART OF YOUR LEARNING STRATEGY. BY LINDA GALLOWAY When Andi Campbell joined LAZ Parking in 2010 as director of learning and development, she started with a blank slate. Te company had few learning resources and no consistent strategy for grooming new managers — a key business imperative, given the company's rapid growth and commit- ment to hiring from within. Te company's 7,500+ parking employees, most of whom work out of 1,900 parking locations across the country, had no way to access learning resources or collaborate with each other. Many did not even have corpo- rate emails, although most had personal cell phones. In less than two years, Campbell found ways to dra- matically strengthen employee engagement, improve manager collaboration and processes, and build a pipeline of high- potentials for new management opportunities capable of sus- taining the company's growth — all with minimal fnancial investment and staf support. Campbell, who is now vice president of human resources, cites three key ingredients for success: 1 a business-aligned strategy with buy-in from all senior executives; 2 the implementation of an integrated LMS and social networking platform that was very easy to administer and use, was designed to manage all types of resources, including video, and ofered an excellent mobile experience; and 3 a reliance on content cura- tion to build out the com- pany's learning resources and provide a dynamic learning experience for all employees. Campbell's team regularly seeks out podcasts, TED Talks, YouTube videos, and other web-curated content to add to the LAZ U Learning Center and to share on the company's two social networks: LAZ Na- tion Tribe, open to all LAZ employees, and LAZ Parking Manager Tribe, for current managers and executives and those involved in management development. Tese resources are complemented with inter- nally-created learning objects on topics such as leadership de- velopment, business processes and acumen and professional development; monthly virtual, instructor-led classes on a vari- ety of actionable topics, most of which are conducted by com- pany executives and managers; and select purchased courses (on Microsof Ofce training, for example). Campbell is one of many ex- ecutives recognizing the valu- able role of content curation for learning and development and for fostering employee engage- ment. When content curation is incorporated into a learning strategy, learning organizations save time and dollars, better keep pace with ever-evolving learning needs and business change, ofer more relevant, personalized experiences for diverse employee audiences — and gain some much-needed street cred as business and topic experts. In general, content curation is the process of collecting, orga- nizing and sharing information relevant to a particular topic, an area of interest and a specifc audience. In his book "Curation Nation," Steve Rosenbaum talks about a three-legged stool for efective content curation: gath- ering links and articles from the Web, which are then fltered for relevance and quality; inviting others to share their own con- tent; and supplementing curated content with your own content. Content Curation

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