Purpose
The purpose of this document is to
o Outline a basic strategy for the IRC to implement learning technologies specific to
supporting employee capacity building
o Outline initial steps that the IRC should take in supporting this strategy.
o Define how the IRC can best utilize LINGOs (Learning International NGOs)
resources.
Background
In the document “Bridging the Gap”, training needs included training in the following
topics:
Orientation
Logistics
Security
Program Framework
DM&E
Operations
Finance
Human Resources
Media and External Relations
As noted, currently these gaps are significant with up to 90% of all employees not
receiving Orientation Training, a majority not receiving training on security, etc.
Technology can help the IRC reach more people in a timely and cost effective manner as
long as appropriate basic principles are applied (See Appendices A: Basic Principles of
Technology). Awareness of these basic principles, as well as the tools and content, can
be acquired through LINGOs (Learning International NGOs.)
What is LINGOs?
Learning International NGOs is a consortium of NGOs focused specifically on advancing
learning for field staff, with an emphasis on utilizing technology. This consortium could
help jump start the IRC’s implementation of learning technologies by:
o Providing access to content specific to NGO such as Care’s safety course and
courses created for the private sector (language, IT, management, and HR
training)
o Allowing the IRC to see best practices from other organizations (such as how
CRS is using distance learning in Orientation Training)
o Providing the learning technologies needed to build and deploy remote learning
including the Learning Management System, authoring tools for building online
courses, and virtual classroom/meeting tools.
o Through access to professional eLearning consortiums, help train internal staff on
the variety of technologies and options that have already been adopted in the
private sector.
Project Definition
When organizations transition to a “blended model”, meaning technology is appropriately
incorporated into their existing strategy, four key areas need to be considered:
o How to change the culture of the organization to embrace the new approach to
learning. (cultural change)
o How to design and develop training for skills that are unique to the organization.
(customized training)
o How to deploy training for skills that are not unique to the organization. (off the
shelf training)
o How to build an overall framework of how technology will map into an existing
learning strategy. (technology framework)
All four components should be included in an overall learning technology framework.
While creating this, the IRC should evaluate closely existing projects and launch small
betas that will support organization learning in all three of these areas.
Deliverables:
Next step
Deliverables
Define low-risk projects that will allow the
organization to quickly adopt a few pilots,
for example, utilizing courses from
LINGOs:
Create action plan “off the shelf”
courses which includes pilot phase,
launch plans, needed resources, buy
in on content by appropriate people
across the organization, budget,
and how to shift culture in the
organization to embrace courses,
etc. (Due 0-3 months)
Technology Training
Safety/Security Training
HR training
Advocacy
Management Training
Language Training
Define a small project that will allow the
organization to test building custom
content. (For example, a sample module
in orientation training or the logistics
capacity that has already started.)
Create action plan for customized
training project which includes
overall branding of custom courses,
how to train capacity building
specialists in learning technologies,
tools needed, budget, and the
appropriate launch strategy. (Due
0-4 months out)
Define the overall framework for how
technologies will be incorporated into the
overall learning strategy.
Create an overall plan that
addresses
o Evaluates current and pilot
projects.
o Reviews the formalized
process for identifying and
implementing learning
solutions in the
organization.
o Defines how learning will
be integrated with
knowledge management
efforts,
o Identifies roles needed in
deploying long term
solutions (system
administrator, help desk,
instructional designers),
o Identifies needed tools
(Learning Management
System, authoring tools,
virtual meeting/virtual
classroom tools)
o Identifies long term budget
and resources needed to
support this based on pilots.
o Define how training
provided to internal
employees can be leveraged
to local NGOs and other
partners.
o Addresses how testing and
monitoring will be utilized
to enhance learning
programs.
(Due 9 months out)
Required Resources
In order to complete this project, we will need the following external resources:
1. Membership to LINGOs to provide tools and content.
2. Linda English as the project lead. She will work with the working group to create
the immediate action plans for the off-the-shelf training, the custom training pilot,
and then the long term strategy. XXX time ..
3. Travel and Expenses: Linda will go to NY once a quarter??? How much travel
time?
Internal Resources
The internal resources should include:
Subject matter experts in desired target training areas. (For example, the
security director to be part of launching the security course.)
System Administrator for the portal. This part time position will setup the
learning portal and then register students for classes.
Working group: the existing working group should continue, moving to the
creating an overall technology framework.
Field focus groups: depending on the training, each project team should include
a strong input to the field which include field working groups. These groups
should serve to review the objectives of the working group and to be testers of the
initial training.
Appendix A: Basic Principles of eLearning
Most organizations start with the notion that learning technologies will replace instructorlead training; self-paced modules are provided to employees via a CD ROM or through
the Internet with the expectation it will solve the learning problem. And typically this has
a very low success rate because it fails to address several basic principles of learning:
Social learning theory: Eighty percent of all learners are social learners. That means,
interacting with other people is highly important in their learning process. This obstacle
can be overcome with adding in the social components; for example, having people in
common areas work together on learning modules, using remote learning to support
“train the trainer” models, and hosting virtual meetings can all help learners connect
socially.) In addition, tools such as wikis allow participants to build content together,
providing a collaborative, bonding experience.
Knowledge management vs. training: A majority of learning is informal; we often refer
to this as “water cooler” learning or something that the learner picks up while chatting in
an informal setting. When deciding on learning technologies, we should identify how
technologies can support and promote the informal learner. This means ensuring the
knowledge management strategy and learning strategy are fully integrated.
Technology Adoption: Adoption of learning technologies is impacted by the culture of
the organization, the generation of the participant, and location of individuals on the
technology adoption curve. The launch plans needed to take this into consideration.
Note: The importance of understanding the technology adoption curve is the influence
that each group has on the others and the different characteristics of each. For example,
innovators do not need to see a high value and they will accept a high level of problems
and costs. Vs. the late adopters need to view the technology as absolutely safe, with an
extremely high value, and a low cost. Many organizations often make the mistake of
trying broad scale adoption of a new technology without thinking of how to move
people’s perception in the organization up the scale.
Learner Readiness: One solution does not fit all; different learning technologies will help
better address different situations. Typically, there are several drivers that impact
“learner readiness” which start with the purpose of the training:
o the learner identifies a need and pursues the learning
o the organization identifies a risk (sexual harassment, finance)
o the organization hires new employees or someone changes a job
o something changes in the organization causes a shift in processes (new
policy manual, new software).
o the organization identifies core skills that will ensure a competitive
advantage (how to build specific programs).
Instructional Design Process: Additional issues with learning technologies adoptions
include the process of how training is defined within an organization. Learning
technologies should be thought out during a structured instructional design process.
Below is a typical process that should be used to build a quality training product. (The
learning technologies are evaluated in the problem definition phase and then finalized
during design.):
Step
Problem
Definition
Design
Development
Test initial
solution
Launch
Measurement
and Evaluation
Major Tasks
Define overall problem and how do we know this is a training
problem. Include target audience with their constraints for
learning such as literacy, computer abilities, budget, location,
ability to travel, etc. Key measurable outcomes. Overall
options for the instructional strategy. Launch strategy.
Instructional strategies flushed out for all of the learning
objectives with the content flushed out.
Complete storyboard which can be tested with participants.
Test with sample participants. (May or may not move into
final product, depending on costs.)
Implement motivational tactics to encourage participant to
complete training.
Measure performance based on key measurable outcomes.
Student Monitoring: Technology brings the ability for an organization to monitor the
progress of the participants. This can be through tracking of course attendance, course
completion, testing (assessments and certifications) and surveys. These can be powerful
tools if used correctly but they can also be negative drivers of the success of a program.
(How will individuals react to the feeling that “big brother”
is watching them? )
Resume for Linda English
Do I need to include this? If they are hiring me?