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E-LEARNING IN THE AGE OF DISTRACTION: ADAPTABILITY, PRODUCTIVITY & MEASUREMENT

January 25, 2018

INTRODUCTION

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Neha Gupta is Chief Executive Officer, responsible for True Office Learning’s product and technology vision, strategy and growth. Prior to her role as CEO, Neha served as Senior Director of Learning Solutions & Strategic Initiatives at NYSE Governance Services, leading all product strategy and development initiatives for the business. Neha has also served as Citigroup’s Chief of Staff for the Institutional Clients Group Technology organization, reporting directly to the CIO. In her time with Citigroup, Neha led a number of strategic change management efforts involving critical, multi-million-dollar initiatives across industries.

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E-Learning in the Age of Distraction

LEARNING IN 2018

•  49% of companies have a limited L&D budget.

•  Less than 25% would recommend their L&D program to peers.

•  $1,252 spent per employee on direct learning.

•  55% of companies do not have the time or staff to measure at Kirkpatrick levels.

•  Modern learners engage through a variety of sources and devices, but instructor-led classes are still the #1 method for training.

•  Employees spend an average of 33 hours per year on training.

•  Companies spend an average of 106 hours developing an eLearning course.

•  46% of companies have trouble getting employees to make time for L&D.

•  Only 6% of companies truly measure all types of learning with an eye on business results.

•  53% use post-training quiz to measure effectiveness.

•  Less than 50% of companies have the in-house skills to analyze learning data.

•  66% run analytics on no more than half their learning programs.

•  60% share their analysis with business leaders.

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Learning is a top priority, but there’s room for improvement.

Modern learners want modern learning.

Proving learning impact is difficult.

Technology has advanced everything we do, except for corporate learning and training.

How can you overcome learning challenges and deliver effective learning and retention?

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Learning Delivery

TYPES OF LEARNING

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Interactive and Kinesthetic

Visual

Visual and Verbal

Adapted from Edgar Dale’s ‘Cone of Experience’ (1969)

People remember:

10% of what they READ

30% of what they SEE

50% of what they HEAR + SEE

70% of what they SAY/WRITE

90% of what they DO

Emails, documents, whitepapers

course w/ visuals, online study, PPT

multimedia course, recorded learning sessions

live online seminars, interactive courses, e-coaching

simulations, games

ADAPTIVE E-LEARNING APPROACH An engaging learning experience that demonstrates your training's impact.

Kinesthetic learning with situational immersion and actionable behavioral analytics.

CONFIDENTIAL 11

Introduction A short, no-nonsense kick off to the learner’s individualized journey.

Kinesthetic Learning Gamified activities motivate and engage learners while adapting to learner performance and optimizing seat time at each interaction.

Results & Benchmarking Learners see their learning journey results in attaining 100% proficiency benchmarked against the organization’s expectations.

*Optional Features

I.Q. Analytics Portal Interact with performance data to measure business impact. View data at various levels and time spans to show how your entire organization, specific groups or individual learners performed while attaining 100% proficiency.

X%

Behavioral Analytics Actionable insight on learner performance and time spent to identify trends, knowledge gaps and efficacy.

Learner Profiling Assess learner demographics and baseline performance so learners see relevant content for their role and knowledge level.

Content Adaptation Categories of content, tied to each learning objective, unlock based on relevance to Learner Profile.

YOUR SCORE

COMPANY BENCHMARK

680

600

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Extracting Behavior Analytics from eLearning

TYPES OF DATA

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PRESCRIPTIVE

PREDICTIVE

DIAGNOSTIC

DESCRIPTIVE

VALUE

COMPLEXITY

PRESCRIPTIVE

DIAGNOSTIC

What do I need to do? Ex. Data Triangulation

What’s likely to happen? Ex. Behavior Analytics

Why is it happening? Ex. Quiz question analysis

What’s happening in my business? Ex. Completion data

PREDICTIVE

DESCRIPTIVE

Are you able to understand and influence employee choices?

Can employees trust that the organization is providing the rightt learning experiences?

How do you manage what you don’t measure?

WHY BEHAVIORAL ANALYTICS MATTER

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CASE STUDY 1

•  Designing a program to develop High Potential Talent

•  Challenges in: >  Identifying high-potential talent

-  Nomination based process yields challenges in avoiding manager bias

>  Selecting top performers for an in-person program -  Limited budget/resources to invite

everyone that is nominated >  How to measure ongoing

performance/change

•  Develop and deploy an Adaptive Leadership Development program to all nominated candidates that:

–  Assesses individual’s alignment to leadership principles of the organization

–  Remediates existing knowledge and application gaps

•  Were able to utilize behavioral analytics to select top X% to attend program in person

•  Were able to distribute additional remote program resources to remaining candidates (HBR etc.)

•  Able to identify pool of candidates/groups with the largest dissonance between manager recommendation and candidate performance

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Problem Solution Outcome

Financial Services Institution

CASE STUDY 2

•  Educate large pool of employees on how to utilize risk based thinking to make economic decisions

•  Difficult to coordinate logistics of bringing everyone together in-person for sufficient time to cover all the aspects

•  High investment without a measurable return

•  Built an adaptive risk optimization thinking e-learning program and deployed as pre-work to all target attendees

•  Covers all the broad topics and highlights while assessing each learner’s performance

•  Trainers segment behavioral analytics for just the attendees of the session and conduct a smart classroom

•  Keep in-person seat time minimized while allowing learner’s the flexibility to obtain key concepts and have the pre-work for future reference.

•  Able to identify populations that may need additional/deeper dive learning.

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Large Manufacturing Conglomerate

Problem Solution Outcome

TECHNOLOGY CONNECTS LEARNING TO LEARNERS

•  Training specific to the needs of the population, industry and business.

•  Tie learning objectives to desired outcomes/behavior changes by creating situational assessment that tests knowledge application rather than reading comprehension.

•  Courses that engage the learner, transfer knowledge and drive behavioral change while generating meaningful analytics for the business.

•  Learn-by-doing with stimulating, memorable and true-to-life content and scenarios that increase long term knowledge retention by 15-20% 2

•  Technology-enabled learning engagement and interactivity yield higher knowledge acquisition1

•  Use adult learning principles to create engaging courses that capture attention and help retain new knowledge or skills

•  Total seat time for rollouts reduced by 15-20% through adaptive learning logic 3

•  On average 40-50% of the population saves 10-15 min. on the same content 3

•  The time saved directly yields financial value and productivity to the business

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Better alignment to business objectives.

Modern learning experiences. Metrics that get attention.

Adaptive learning technology yields…

1 Impact of Interactive Learning on Knowledge Retention 2 Active Learning to Improve Long Term Knowledge Retention 3 Results based on analysis of Anti-Corruption, Conflicts of Interest and Workplace Harassment courses

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THANK YOU! Neha Gupta Chief Executive Officer True Office Neha.Gupta@trueoffice.com Visit us: www.trueoffice.com

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Register for the next webinar! DATAFICATION OF LEARNING & DEVELOPMENT:

ANALYTICAL INSIGHTS TO DRIVE SUCCESS

Tuesday, January 30, 2018

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