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Using Design Thinking to Embed Learning in Our Jobs
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alloon 2016-7-27 13:48
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Since we now expect learning to be as simple and compelling as watching YouTube, hundreds of video-based content providers and MOOCs offer free bite-sized content for us to consume on our phones while sitting in the coffee shop or standing in the subway. But corporate learning management systems remain slow, hard to use, and difficult to maintain. They’re getting in the way of employee development instead of supporting it. At the same time, the demand for learning is greater than ever: Bersin by Deloitte’s latest research with Glassdoor shows that learning and career opportunities are the biggest drivers of employees’ willingness to recommend their company as a great place to work for people under age 40. As I talk with learning and HR executives around the world, I hear these issues coming up everywhere. In fact, our recent research on global human capital trends shows that 84% of business leaders cite the “need for improved organizational learning” as a top priority, and 44% say it’s urgent. Unfortunately, the problem is not one of designing better programs or simply replacing or upgrading learning platforms. Rather, there is something more fundamental going on — a need to totally rethink corporate LD, to shift the focus to design thinking and the employee experience. Consider, for example, the challenges that one telecommunications company faced with high turnover in its retail stores. New employees joined, tried to learn about all the product and service plans, became intimidated, and then quit. Almost two-thirds left within the first 60 days. The telecomm company used design thinking to come up with a different approach: Rather than inject “training” into employees, it studied the job of a retail sales agent over the first nine months and developed a “journey map” showing what people need to know the first day, the first week, the first month, and then over the first few quarters. The traditional solution is to build a fantastic training program. You’d send the new employees to a two-week class and teach them everything they need to know about mobile phones, service plans, and pricing. But then the classes wouldn’t start fast enough, and you’d find out how expensive it is to fly people around for the courses and teach them. And once the two-week course ended, the employees would still only know a fraction of what they needed — and they’d soon forget most of that. What this process revealed is that there are some urgent learning needs that must be addressed immediately, and then there are people to meet, systems to learn, products to understand, and many other processes to master over the first year. And of course, much of this involves getting to know customers, product experts, and fundamentals of sales and customer service. Rather than try to cram all this into a set of formal or informal learning programs, the company built an app, which looks more like a game than a learning system. It is designed to give people the basic information they need before they even come to work, then later add social connections, coaching sessions, and videos that help them on the job, and even encourage them to share what they’ve learned online. Essentially, it mirrors and supports the journey map created during the design-thinking process. Another company wants to build skills among financial analysts. A third is looking for a way to help floor supervisors better understand safety and maintenance practices. This kind of solution can work in those cases, too. It can apply to almost every major corporate learning problem we have today. The central idea — shifting from instructional design to experience design — is profound and important. In today’s always-on, distracting work environment, people simply don’t take the time to learn unless it feels relevant and it’s embedded in the work. And when there are thousands of videos and other types of content available online, we need an experience map to help people find and apply just what they need. I know many of you are frustrated with the learning programs and experiences you have at work. Ask your LD department to consider applying design thinking to those problems. I think you’ll find a whole new world of learning will emerge.
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5 次阅读|0 个评论
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【2015新书】 Motivation, Leadership and Curriculum design
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kychan 2015-4-17 18:07
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【2015新书】 Motivation, Leadership and Curriculum design https://bbs.pinggu.org/thread-3668620-1-1.html 声明： 本资源仅供学术研究参考之用，发布者不负任何法律责任，敬请下载者支持购买正版。 提倡免费分享！ 我发全部免费的，分文不收 来看看 ... 你也可关注我 https://bbs.pinggu.org/z_guanzhu.php?action=addfuid=3727866 请加入 【KYCHAN文库】 https://bbs.pinggu.org/forum.php?mod=collectionaction=viewctid=2819 【KYCHAN文库】 是kychan贡献上传的大量书籍， 用户免费下载 速度执行：立刻，现在，马上欢迎订阅 想要实时获取免费的书籍，请在我的头像下方点 "加关注" 哟！
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个人分类: 【每日精华】|14 次阅读|1 个评论
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【独家发布】[Security 2-IN-1书籍]Integrated security systems design I & II
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kychan 2015-4-17 18:00
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【独家发布】 Integrated security systems design I II https://bbs.pinggu.org/thread-3668364-1-1.html ①【2007】 Integrated Security Systems Design: Concepts, Specifications, and Implementation ②【2014新书】Integrated security systems design 2nd Edition : a complete reference for building enterprise-wide digital security systems 声明： 本资源仅供学术研究参考之用，发布者不负任何法律责任，敬请下载者支持购买正版。 提倡免费分享！ 我发全部免费的，分文不收 来看看 ... 你也可关注我 https://bbs.pinggu.org/z_guanzhu.php?action=addfuid=3727866 请加入 【KYCHAN文库】 https://bbs.pinggu.org/forum.php?mod=collectionaction=viewctid=2819 【KYCHAN文库】 是kychan贡献上传的大量书籍， 用户免费下载 速度执行：立刻，现在，马上欢迎订阅 想要实时获取免费的书籍，请在我的头像下方点 "加关注" 哟！
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个人分类: 【每日精华】|18 次阅读|1 个评论
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【2014】 Design Science Research: A Method for Science and Technology Advancemen .
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kychan 2015-2-16 17:40
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【2014】 Design Science Research: A Method for Science and Technology Advancement https://bbs.pinggu.org/thread-3582669-1-1.html 声明： 本资源仅供学术研究参考之用，发布者不负任何法律责任，敬请下载者支持购买正版。 提倡免费分享！ 我发全部免费的，分文不收 来看看 ... 你也可关注我 https://bbs.pinggu.org/z_guanzhu.php?action=listattentionfuid=3727866
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个人分类: 【每日精华】|8 次阅读|1 个评论
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【2008】Techniques and Tools for the Design and Implementation of Enterprise Inf .
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kychan 2015-2-6 20:59
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【2008】Techniques and Tools for the Design and Implementation of Enterprise Information https://bbs.pinggu.org/thread-3571430-1-1.html 声明： 本资源仅供学术研究参考之用，发布者不负任何法律责任，敬请下载者支持购买正版。 提倡免费分享！ 我发全部免费的，分文不收 来看看 ... 你也可关注我 https://bbs.pinggu.org/z_guanzhu.php?action=listattentionfuid=3727866
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个人分类: 【每日精华】|6 次阅读|1 个评论
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浅议ITIL V3.0的模块与Ahoova模块的比较分析
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Klaire 2013-4-12 16:54
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【】 问：ITIL V3.0的核心内容分别是：服务策略(Service Strategy, SS)、服务设计(Service Design, SD)、服务转移(Service Transition, ST)、服务运营(Service Operation, SO)、持续服务改善(Continual Service Improvement, CSI)，为什么在Ahoova软件里面没有这些模块？这些ITIL/ ISO20000的概念在Ahoova ITSM/ITIL软件系统里面是如何体现的？ ========= 【】 答曰：这个问题问得很好。现答复如下： 上面说的 ITIL V3.0 的核心内容那几项划分只是 OGC 提出的 ITIL 理论概念性的提纲或者构成，如图所示， 肯定不能从模块划分的形式上硬套到 ITSM 软件模块划分上来；有些概念性的行动，例如，策略决策 , 就纯属于“线下操作”。目前市场上流行的 ITIL/ITSM 软件主要是实现“服务转移”、“服务运营”“服务设计管理”“持续服务改善”这几个部分。服务策略则融于在实施软件和使用软件的过程当中。 ITIL 的具体的概念和流程等等在我们 Ahoova 软件的实施和操作当中，都会有所体现。 例如： l 服务转移或服务交付(ServiceTransition, Service Delivery)，体现在我们软件中，例如:变更管理、发布管理、配置项管理、知识库管理、以及相关的报表等等； l 服务运营(Service Operation)，体现在我们软件中，例如:服务台,帮助台（ServiceDesk,Helpdesk）、事件管理（Event Management,包括请求管理、故障管理、问题管理等等）、以及相关的报表等模块； l 服务设计(Service Design)，体现在我们软件中，例如服务目录(Service Catalogue)的设计、服务水平管理(SLA设计)、供应商管理、系统设置里面的一些参数设计（例如产能相关的设计）等等； l 至于“持续服务改善”(Continual Service Improvement,CSI)，如图，在以上三个方面不断滚动实施的基础上，IT服务的生命周期得以不断提升。关于CSI这个方面，首先企业要定义哪些相关的指标需要量化而且能够量化（measurable），而量化的目的要实现，肯定要借助于软件。企业上线实施Ahoova软件后就会发现Ahoova能帮助他们通过及时得到这些量化数据并且得以及时分析、从而得到持续的IT服务改善。软件里面相关的数据表、数据库、数据过滤和导出功能、数据查询功能、各类丰富的报表这时就会发挥重要的作用。如果没有软件系统协助，实现CSI是不可想象的。 l 而服务策略，制定好之后，能够体现在ITSM软件的实施和试用当中，但策略是需要企业IT决策人自己去定义具体概念、做相关的决策的。 总之，ITIL是ITSM的最佳实践，ITIL为ITSM提供创建了一组核心流程和专有名词、以及国际标准。客户在使用Ahoova系统的过程当中，就会体会到，我们的产品Ahoova作为主流ITIL/ITSM软件之一、不但能体现ITIL/ITSM的“操作层面”(Operational Level)、也能体现其策略层面(StrategicLevel)；当然，要更系统地了解学习真正的ITIL/ISO20000理论概念，还要阅读参考ITILV3.0的具体说明内容，或者可以去上ITIL Foundation培训课。但是，这些管理理念和标准要在企业里面真正落地，还是要靠一套Ahoova这样的ITIL/ITSM软件。 谢谢！
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个人分类: itsmbsm|25 次阅读|0 个评论
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