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Delivering a Transformational L&D Strategy
Aptara specializes in transforming traditional learning content into dynamic digital formats, emphasizing cost savings and scalability through e-migration strategies. The company offers extensive expertise in various industries and has developed over 1,000 hours of courseware annually, with a focus on innovative and customized learning solutions. Key trends indicate that e-learning provides significant cost reductions while delivering comparable learning outcomes to traditional classroom methods.
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Delivering a Transformational L&D Strategy
- 1. Delivering a Transformational L&D Strategy MikeStacy SVP Enterprise, Aptara Richard P. Taylor Director, Learning & Performance GlobalEnglish Corporation
- 2. Aptara - TransformingContent into Knowledge .2 Inception 1988 Locations 8 global locations Delivery centers – India, USA Sales and Business Development – USA, UK, Australia Segment Content Transformation Solutions - Developing, composing and transforming (converting) static information into consistent, dynamic digital content that can be repurposed for future use. Employees 4,000+ Key Customers Recognized Brand •Winner of Brandon Hall Awards in 2008 and 2009 for Web Based Training •Innovator and leader in Learning and Performance custom content development •Development facilities certified for ISO 9001:2008 and ISO 27001 Security certifications
- 3. Deep Horizontal andVertical Expertise Professional Service Expertise Editorial and Composition Content Technology (IT) Learning and Performance Digital Solutions Publishing BFSI HealthandPharmaceutical ITandTelecom Consulting Government Legal AutomotiveandManufacturing 3 Confidential. Not for distribution.
- 4. 40,000 Sq. ft.and over 500 seating capacity 30 minutes flying time from Mumbai 1,000 hours of courseware developed per year ISO 9001:2008 and ISO 27001 security certified Dedicated Learning and Performance Facility
- 5. 5 Aptara can convertor create your content Over 1,000 hours of finished WBT YTD Game Based, Simulations, Social Learning, Virtual Class Room, and ILT. Mobile content development: iPhone, iTouch, iPad, Android, BlackBerry Over 500 dedicated learning and performance resources in multiple locations 54 million pages of content converted Multiple eBook formats – ePub, ePDF, Mobi, VitalSource, Zinio. Confidential. Not for distribution.
- 6. A bit aboutme 6 • Previously – Training Manager at TIBCO Financial Technology – Global Head of Learning at Reuters – Global Learning Operations Leader at Cargill • Currently – Director, Learning & Performance at GlobalEnglish – Frequent presenter at ASTD, Global Exchanges & CLO events – Published author on L&D topics – Client of Aptara multiple times
- 7. 7 The Business Situation Makingthe Business Case Formulating a Strategic Plan Choosing the Right Targets What to Look for in e-Migration partners
- 8. Globalization forces at Reutersand Cargill 8
- 9. 9 How can wereach everyone? • A Maserati for all = bankruptcy • Classroom training only top priorities • eLearning for everything else – Easy to scale to thousands – Very low cost – Controlled message – Easy to customize – Easy to edit/update
- 10. 10 The Business Situation Makingthe Business Case Formulating a Strategic Plan Choosing the Right Targets What to Look for in e-Migration partners
- 11. 11 • Are youfinding that your clients want you to cut costs, but increase the number of people receiving training? Yes No Not Sure Poll
- 12. What is e-Migration? e-Migrationis the gradual, strategic transformation of learning content from paper-based and classroom formats to online, interactive, globally accessible, and highly reusable formats. The potential payoff of e-Migration is huge: • tremendous cost savings • faster time-to-market • availability 24x7 • massive scalability and reusability • consolidated online content management • greatly increased options for instructional design (e.g., simulations) • ease of capturing usage data and online assessment results 12
- 13. Trends in LearningDelivery • “…on average students in online learning conditions performed better than those receiving face-to-face instruction.” - Online Learning Report US Dept of Education 2008 • Technology is driving down average cost per learning hour • Learning content is scaling up to reach more people 13 Charts: ASTD “State of the Industry Report” (2009) from “BEST” companies
- 14. Show Me theMoney: • A study by Caterpillar University showed that e-Learning delivery methods save between 40% to 80% compared to classroom costs. • This could reduce a $100k classroom program to $20k • And, research shows that classroom and distance- learning produce similar learning outcomes 14
- 15. Show Me EvenMore Money … • With offshore eLearning development, you can save even more – Onshore eLearning partners can charge ~$100/hr – Offshore eLearning partners can charge ~$40/hr (or less) – That’s at least 60% savings on eLearning projects • This could reduce a $20k eLearning program to $8k • Our original $100k classroom program is now $8k 15
- 16. 16 The Business Situation Makingthe Business Case Formulating a Strategic Plan Choosing the Right Targets What to Look for in e-Migration partners
- 17. 17 Alignment I tied mye-Migration strategy to major corporate goals: • Driving efficiency Digital learning objects are easily reusable • Valuing all employees eLearning scales to everyone • Wise use of resources L&D can be more cost-effective • Speed Increase time-to-delivery • Productivity Increase outputs for same effort
- 18. 18 Metrics Then I identifiedcrisp measures to show progress over time: • Driving efficiency – X% of content reused • Valuing all employees – X% of employees receiving training • Wise use of resources – Savings as X% or net $$ • Speed – Reduce time-to-delivery by X% • Productivity – Global learning hours consumed L&D effort hours
- 19. Long-term strategic planning •Once aligned to corporate goals, with appropriate metrics, I determined where I wanted to be in 3 years and then worked backward. Identify baseline metrics and e-targets Assemble e-team Migrate first 10% Migrate next 10% from classroom ILT Achieve first 20% savings in costs Efficiency $60 per learner hour consumed Migrate final 10% of content to eLearning Achieve a total of 60% savings in costs (from baseline) Efficiency $40 per learner hour consumed Event-based learning Process-based learning Migrate 10% more from classroom ILT Achieve a total of 40% savings in costs (from baseline) Efficiency $50 per learner hour consumed 2006 2009 2008 2007 19
- 20. 20 How I tracked& reported results: 2006 Financial Budget recovery: 95% Efficiency: $66.45/learner hour L&D spend governed: 11% Client Net Promoter Score: ?? Improved Effectiveness: ?? Net Savings (from base): $0 Operations Quality rating: 88% Productivity: 2.32/hr output eLearning as % budget: 2% People Engagement Score: 76% Recognition Awards: 15 PDP completion: ??
- 21. 21 How I tracked& reported results: 2008 Financial Budget recovery: 104% Efficiency: $59.78/learner hour L&D spend governed: 38% Client Net Promoter Score: 44 Improved Effectiveness: 37% Net Savings (from base): $989k Operations Quality rating: 93% Productivity: 3.35/hr output eLearning as % budget: 18% People Engagement Score: 79% Recognition Awards: 37 PDP completion: 65%
- 22. 22 Hazards in e-Migration •Shifting L&D priorities – Align to long-term corporate goals • Limited human resources – Outsource aggressively • Weak instructional design – High quality will buy credibility • Technical infrastructure – Proactively engage IT colleagues
- 23. 23 The Business Situation Makingthe Business Case Formulating a Strategic Plan Choosing the Right Targets What to Look for in e-Migration partners
- 24. 24 E-Migration Criteria • Whilenearly any topic or interaction can be delivered online, a few criteria helped me identify easy targets and get early wins: • Scale—potential audience numbers in hundreds or thousands • Commoditized—subject matter is established, stable, and easily packaged • Need to standardize—different versions need unification and/or update • Need to upgrade ID—current delivery method is boring, disengaging • Compliance focus—requirement to assess understanding and/or competency
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- 26. Ground Floor Targets: FundamentalContent • Safety • Information Security • Legal Compliance • Employee Benefits • Company History and Values • Preventing Harassment • Desktop Tools (MS Office, etc.) • Fundamentals of Finance • Business Etiquette • Email Essentials • Telephone Skills • Vocabulary building • Programming Languages • Operating Systems & Servers • Database Management • Test Prep and Certifications 26
- 27. Mezzanine Targets: Processes &Methods • New Hire Orientation • Customer Service Skills • Maintenance and Reliability • Diversity and Valuing Difference • Fundamentals of Management • Accounting • Marketing & Brand Management • Behavioral Interviewing • Sales Techniques • Language Acquisition • Project Management • Metrics and Scorecards • Strategic Planning & Case Studies 27
- 28. Pinnacle Targets: interactive andreal-time • Systems training—fully functional simulations • Presentation Skills—live via video • Team Collaboration—online “ecosystem” • Difficult Conversations—live role play online • Negotiation & Listening Skills—real-time coaching and practice • Management Skills Training—live online scenarios, teamwork and feedback • ESL Practice—writing & pronunciation • New Product Testing—real-time with customers • Leadership Team Meeting—in Second Life • Dynamic Curriculum Assembly—with user- defined search criteria 28
- 29. 29 Deliver the Savings Ikilled the classroom/paper version (once the e-version was ready)
- 30. 30 The Business Situation Makingthe Business Case Formulating a Strategic Plan Choosing the Right Targets What to Look for in e-Migration partners
- 31. 31 Lessons Learned: When toOutsource When … – time is of the essence, or – internal resources are already fully deployed, or – your team lacks the technical expertise, or – it’s cheaper to outsource (especially offshore)
- 32. Interface and BackgroundSamples
- 33. Interface and BackgroundSamples
- 34. Enterprise Knowledge Portal Clickhere to visit the Enterprise Knowledge Portal.
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- 36. What to Lookfor in an Offshore Partner • Cost savings at minimum 40% to 60% vs. onshore vendors • Automation tools that save time (and pass savings on to you) • Excellent communication skills, to help bridge time & culture • Highly skilled instructional design = variety of interactivity and learning methods • World-class project management = on deadline, every time • Constant innovation, leading (not following) industry trends • Empowers you as client, not luring you into dependency 36
- 37. The Bottom Line GreatPlanning + Great Partners ________________ = Great Results 37
- 38.