british telecom making blended learning work
DESCRIPTION
За 3 последних года процент смешанного обучения в BT вырос с 0 до 60%, а годовые расходы на обучение снизились £21 до £11TRANSCRIPT
BT Global Services – Making Blended Learning Work
June 2010Karen Chappell-TayGlobal Head of Learning and Development
© British Telecommunications plc
Contents
1. Introduction to BT Global Services2. The Vision for BTGS Learning and Development – the Journey3. The Challenge4. The Solution5. Typical Programme6. Benefits7. Learnings
© British Telecommunications plc
What is BT Global Services?
• BT Global Services delivers market-leading networked IT products and services that are critical to our customers’ success, across 170 countries.
• Revenue in FY 09/10 of £8.5Bn, EBITDA of £457M• Customers include Fiat, P&G, MoD, DWP, Reuters, Hertz, Huawei,
Sainsbury’s, Nomura, Lloyds, Unilever, Commerzbank, Emirates, Anglo American, BNL etc
• Received numerous industry awards, including Investors in People• BT employs 120,000 people worldwide, and has over 20,000 working from
home in virtual teams• BT Global Services has 26,000 people worldwide, in 53 countries.
• BT Global Services delivers market-leading networked IT products and services that are critical to our customers’ success, across 170 countries.
• Revenue in FY 09/10 of £8.5Bn, EBITDA of £457M• Customers include Fiat, P&G, MoD, DWP, Reuters, Hertz, Huawei,
Sainsbury’s, Nomura, Lloyds, Unilever, Commerzbank, Emirates, Anglo American, BNL etc
• Received numerous industry awards, including Investors in People• BT employs 120,000 people worldwide, and has over 20,000 working from
home in virtual teams• BT Global Services has 26,000 people worldwide, in 53 countries.
© British Telecommunications plc
Where are we going?Maturity Curve of a Learning Organisation
Disparate training Departments
Combined training Departments
Transition from Training to Learning
Fully integrated Learning and Knowledge Management
Time
Val
ue to
the
orga
nisa
tion
“Make training more efficient”
“Make training an intrinsic part of my job”
“Make training more effective”
“I am responsible for my own learning”
“We are all responsible for the organisation’s learning”
2006 2007 2008 2009
Training an integral part of all activities
F2F training is done to people
We measure cost
Blended training is done to people
We measure how much they learnt
People accept responsibility for their own training
We measure improvements in skills and capability
We use Competence-Based Development
People know how they learn and actively seek opportunities
We measure business improvements
People learn everywhere, seeking learning when they need it. We use knowledge calls and internal SME’s
We reward people for how much their colleagues learn
We measure overall business benefit
2010
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The Problem
Internally:• In FY 08/09, BTGS failed to drive down costs fast enough whilst winning new capital-
intensive contracts• As a result EBITDA on turnover of £8.7Bn collapsed and there were extensive contract
writedowns• All non-essential spend was cut, including learning and travel• Low value-add activities were mostly outsourced• External recruitment for skills we lacked was not an option
Consequently:-• Face to face learning too expensive…..• ….no cross fertilisation through travel…• …..and hence, no social interaction• Employee Engagement surveys started to say that people felt isolated and disengaged.
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External context
• Rapid innovation and improvement in eLearning – but eLearning is too impersonal
• Increased availability of a variety of knowledge-sharing and collaboration tools
• Best practice shows over again that people learn more on the job than in formal learning programmes
• Increasingly sophisticated users of technology, social networking tools, virtual worlds
• Cost-reduction programmes by customers actually increased BTGS’ opportunities, but pressure on margins became greater.
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Money’s too tight to mention…...but we did have assets:-
• An L&D function with global reach• A course catalogue of over 6,500 free-at-point-of-use courses with Skillsoft• A global LMS• Many knowledge-sharing tools• Access to new technologies e.g. Microsoft Academy, Support Point, Wiki, My
BT, Wizard… • An experienced L&D team• Professional Communities run by SME, experienced people• HR frameworks - job families and defined skills for roles• Good comms channels• A workforce who are used to working virtually
• An L&D function with global reach• A course catalogue of over 6,500 free-at-point-of-use courses with Skillsoft• A global LMS• Many knowledge-sharing tools• Access to new technologies e.g. Microsoft Academy, Support Point, Wiki, My
BT, Wizard… • An experienced L&D team• Professional Communities run by SME, experienced people• HR frameworks - job families and defined skills for roles• Good comms channels• A workforce who are used to working virtually
© British Telecommunications plc
The solution – “High Touch” Programmes
Personalising the Virtual World• Learning through discovery (The Treasure Hunt)• Working together in teams• Virtual socialising – post photos, share personal stories• Use of icebreaker techniques in a virtual world• Must be fun
The Mechanics• Modular programme designed for 30-40 people, lasting 6-12 weeks• Run entirely virtually using internal SME’s and facilitators• Takes 1-5 hours per week for each delegate• Makes extensive use of knowledge-sharing tools• Most classroom techniques can now be used virtually – whiteboards,
polls, shared feedback, break out rooms, presentations, videos
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Typical Programme
Timing Activity Type
Week 1 Read the High Touch Welcome Pack Self-directed
Week 2 Kick Off and Introduction to CollaborationCreate Programme Charter and Icebreaker activities
SeminarSeminar
Week 3 Introduction to PodcastingFaces of Service Operations
MasterclassWorkshop with breakouts
Week 4 Introduction to Financial Management methods and toolsCase study and de-briefTeam coaching
MasterclassSeminarCoaching
Week 5 Introduction to Business Improvement methods and toolsCase study and team project kick-offIdentify business issue and agree team project topic
MasterclassSeminarWorkshop with breakouts
Week 6 Facilitator checkpointView podcast on “how to conduct brainstorming activities”Build Business Case
Self-directedBreak out teams
Week 7 Conduct peer review and feedbackDe-brief peer review activity
SeminarWorkshop
Week 8 Refine solution based on peer reviewMy Personal Brand
Break out teams
Week 9 Prepare to pitch solutionConduct pitch
Break out teamsSeminar
Week 10 Group feedback and coachingIndividual feedback and coachingBuild conclusion Podcast and Summary
WorkshopCoachingSeminar
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Benefits
• ROI– Increases ROI on current assets– Delivers higher ROI than face-to-face programmes
• Cost– Avoids spend now and in future– Reduces No. of suppliers and therefore admin costs– Reduces travel spend – for SME’s too– Reduces travel time and time away from desk
• Accessibility– Location-independent– Creates opportunity for all to take part, not just selected few– Wider accessibility as not funding-dependent
• Increased capability– Supports drive towards knowledge-sharing– Increases appetite and lowers resistance towards eLearning
• ROI– Increases ROI on current assets– Delivers higher ROI than face-to-face programmes
• Cost– Avoids spend now and in future– Reduces No. of suppliers and therefore admin costs– Reduces travel spend – for SME’s too– Reduces travel time and time away from desk
• Accessibility– Location-independent– Creates opportunity for all to take part, not just selected few– Wider accessibility as not funding-dependent
• Increased capability– Supports drive towards knowledge-sharing– Increases appetite and lowers resistance towards eLearning
© British Telecommunications plc
Results
Classic evaluation data
•Very favourable feedback•Very high Return On Investment –
c.500%•Highly oversubscribed programmes -
5 applicants for every available place•Ran 8 programmes in FY09/10•11 programmes already booked for FY
10/11•Challenge for FY 10/11 is to
industrialise the format - we cannot cope with the demand.
Impact on delivery channels
% of Learning
2007 2010
Classroom 80% 15%
eLearning 15% 30%
Blended 0 40%
Informal 5% 15%
Face-to-face = formal, traditional classroom-based trainingeLearning = formal eLearning module, usually with tests etcKnowledge call/blended = semi-formal activities led by facilitator or instructor with input and participation from learnersInformal/self-directed e.g. mentoring, reading texts, writing white papers, creating case studies, attending conferences, participating in discussion boards etc
© British Telecommunications plc
Engagement
•Website hits remain fairly constant
•Use of blog rapidly increasing•Blog is constantly updated
and is used for sharing•Correlation between use of
blog and High Touch programmes
•Also drives podcasting
In 2009:-1. Hits to the L&D website went from an average of 2,000 per month in the first half of the year, to 3,000 per month in 2H.2. Hits to the L&D blog averaged 20,000 per month.3. No. of voluntary subscribers to the L&D Stakeholders Newsletter went from 120 to 273, including around 50 from outside GS (excluding requests from external companies.)
© British Telecommunications plc
Learnings
• Engage stakeholders carefully. Find a champion because initial resistance or lack of understanding will be high – even from your own team
• Pilot with enthusiasts – and be prepared to learn from the pilot• Position programmes from the beginning as “by invitation only”• Use multiple channels to reach your target audience – increased
usage of one correlates with increased usage of others• Make it fun. Otherwise, when you build it, they will NOT come• “Buddies” help to keep participants going through the difficult times• Initial programmes are highly resource intensive• Although ROI is high, the real benefits come from cultural change,
driving usage of eLearning, improving knowledge-sharing, increasing social interaction, building of networks…
© British Telecommunications plc
Where are we going?
Disparate training Departments
Combined training Departments
Transition from Training to Learning
Fully integrated Learning and Knowledge Management
Time
Val
ue to
the
orga
nisa
tion
Classroom-based training
92 FTE’s
Spend of £26M
15% eLearning
80 FTE’s
Spend of £21M
Standard curricula
50% eLearning
59 FTE’s
Spend of £12M
“High Touch” blended learning programmes
“Highways” (minimum standard programmes)
15% classroom-based training
27 FTE’s
Spend of £4.6M
Blurred edges between knowledge sharing and learning
Fully blended offering
15% classroom-based learning
37 FTE’s
Spend of £10.9M
“Make training more efficient”
“Make training an intrinsic part of my job”
“Make training more effective”
“I am responsible for my own learning”
“We are all responsible for the organisation’s learning”
2006 2007 2008 2009
Training an integral part of all activities
2010
© British Telecommunications plc
Business KPI’s
Disparate training Departments
Combined training Departments
Transition from Training to Learning
Fully integrated Learning and Knowledge Management
Time
Val
ue to
the
orga
nisa
tion
2006 2007 2008 2009
Training an integral part of all activities
2010
Spend
Headcount
© British Telecommunications plc
What next?
• A lot more fun - Learning as a by-product• Games and simulations• Industrialise the format so that teams can run their own• ?
© British Telecommunications plc
And finally
“Learning is not compulsory... neither is survival.” W. Edwards Deming (1900 - 1993)