Build Better Virtual Events & Training for your Agency

transcript

Build Better Virtual Events & Training

For Your Agency

February 18, 2014 #gltrain

Welcome & Introduction

Andrew Krzmarzick Director Training & Development GovLoop

Keynote Speaker

Randy Bergquist Assistant Director Learning and Workforce Development Department of Justice &

Chair Interagency Chief Learning Officer Council

DEVELOPING A HIGH PERFORMING FEDERAL WORKFORCE THROUGH

INTERAGENCY COLLABORATION

Randy Bergquist Chair, Interagency Chief Learning Officer Council

Background

•  FY 2005: An “unofficial” community of prac9ce formed to share ideas and resources about learning and development ac9vi9es in their respec9ve agencies.

•  FY 2010: Community of prac9ce formed into a Council with a Charter and Mission/Vision Statement.

Council Charter Vision

•  A community of prac9ce comprised of Chief Learning Officers or their equivalents that meet periodically to share best prac9ces and create engaging learning opportuni9es for U.S. Government agencies and organiza9ons.

•  Through interagency collabora9on, we strive to leverage cost effec9ve learning opportuni9es that promote high performance and can be implemented throughout the Federal government.

Council Charter Mission

•  To collaborate with and between our member agencies for the express purpose of: Ø  sharing best prac9ces Ø  influencing policy/regula9ons, and Ø maximizing the use of finite government resources to deliver effec9ve and engaging learning and development opportuni9es to all Federal employees.

Overarching Goals

•  Develop talent through the crea9on of learning environments (e.g., func9onal/occupa9onal).

•  Increase efficiencies by influencing policy to eliminate redundancies (Standardize, i.e., Learning Management Systems; mandatory training; governing training and development expenditures).

•  Expand access to learning and development government wide.

Council Strategic Outcomes (DiagnosOc Survey Results 2011)

•  High Value Outcomes Delivery Ø Establish a government-‐wide strategy for learning Ø CLO Council is recognized as an inclusive governing body with full par9cipa9on

•  High-‐Value RelaOonship Building Ø Collaborate and influence stakeholders (e.g., intra-‐agency and inter-‐agency; interagency councils)

•  Idea Transfer Ø Research and establish best prac9ces in learning that are approved by the CLO Council

2012 -‐ 13 Strategic Plan Outcomes

•  Drive High Value Outcomes Ø  Alignment with Federal Learning and Development Needs

Ø  Efficient Use of Exi9ng Resources Ø  Quality Standards Ø  Coordinated Competency Assessment and Skill Gap Closure

Goals and ObjecOves

•  Provide strategic leadership for learning across government Ø  Establish CLOC as a Federal central body Ø  Implement Memorandum of Understanding with OPM/CHCO Council Ø  Develop opera9onal processes (how the Council will operate)

•  Focus on key Federal learning and development iniOaOves Ø  Align learning and development needs (e.g., MCO skill gap closure) Ø  Develop procedures on use of quality standards Ø  Iden9fy mandatory Federal-‐wide training

Goals and ObjecOves

•  Build and maintain high value relaOonships with customers and stakeholders Ø  Develop mechanism for inter/intra Agency strategies to enhance

collabora9on and communica9on Ø  Increase par9cipa9on within CLO Council Ø  Define communica9on roles and responsibili9es with

stakeholders •  Create an environment that fosters sharing of learning and

content resources Ø  Establish a centralized resource repository Ø  Develop innova9ve communica9on vehicles (e.g. Facebook; Twifer) Ø  Iden9fy a resources support strategy including efficient use of

exis9ng resources (e.g., staff, facili9es)

Memorandum of Understanding With Chief Human Capital Officer Council and OPM

Strategic Alignment and Increased Efficiencies Ø  Collaborate across the federal government and produce a comprehensive

Federal workforce development strategy, including an implementa9on plan to fulfill and advance statutory du9es, strategic goals and objec9ves for government-‐wide workforce development programs.

Ø  Align learning resources to high priority needs such as: mission cri9cal

occupa9ons; organiza9onal performance issues iden9fied in performance reviews; and, measuring the impact of learning investment on agency and employee performance.

Ø  Iden9fy and develop processes that effec9vely limit unnecessary overlap

and duplica9on of effort to ensure delivery of integrated and consistent learning across the Federal enterprise.

Ø  Promote and op9mize access to integrate workforce development ac9vi9es

Memorandum of Understanding Chief Human Capital Officer Council and OPM

Technical Advice Ø  Share experiences, ideas, best prac9ces and innova9ve

approaches in order to provide the CHCOC, OPM, and OMB recommenda9ons on government-‐wide workforce development strategies.

Ø  Design and develop valid measures of effec9veness into workforce development to ensure such ac9vi9es adequately address learning objec9ves and thereby increase the likelihood that desired changes will occur in the target popula9on’s competencies.

Ø  Provide 9mely advice for proposed or dral legisla9on that may require or propose new or revised workforce development ac9vi9es.

Accomplishments in 2012 – 2013 Highlights

•  HR University collabora9on: provided consulta9on, staff 9me and courseware (e.g., online; training materials)

•  President’s Management Council and President’s Management Advisory Board SES Career Development Ini9a9ves

•  Goals -‐ Engagement – Accountability – Results: Performance Management Training Framework and online course

•  Supervisory & Managerial Training Framework and Curriculum Development

•  Na9onal Security Professional Development Ini9a9ve

•  Agencies share training methodologies, course materials and policy documents saving millions of dollars in design and developmental costs: Ø  Managerial/supervisory Ø  Personally Iden9fied Informa9on Ø  No Fear Act Ø  Plain Wri9ng Act

•  WIKI Tool created to share resources: Ø  Execu9ve development and on-‐

boarding strategies Ø  Leveraging new technologies Ø  Individual development planning Ø  Low cost training op9ons

Moving Forward

•  CLO Council held its annual strategic mee9ng in November 2013

•  Finalize and implement strategic ini9a9ves for 2014

•  Con9nue to collaborate and influence L&D ac9vi9es government-‐wide

Moving Forward

•  Enterprise Training and Development Resource Exchange Ø  Common Plaqorm for Learning Ø  Quick wins: all mandatory training; on-‐boarding; leadership development

•  Strategic sourcing iniOaOve with OMB’s Office of Federal Procurement Policy

•  Develop Centers of Excellence Ø  Share innova9ons for classes at incep9on Ø  Catalogue of shared offerings Ø  People and 9me resource sharing

•  Value ProposiOon -‐ MarkeOng and Branding Ø  Iden9fy evalua9ve process: metrics, content of courses, quality standards Ø  Iden9fy metrics; data analy9cs; collect and publicize (i.e., marke9ng, public rela9ons) Ø  Produce an actual product:

§  Ar9cle in Government Execu9ve about Council’s impact; accomplishments; our value

§  White paper dicta9ng direc9on/metrics/scorecard for future Federal learning ac9vi9es

§  Create a marke9ng plan

Coming together is a beginning, staying together is progress, and working together is success.

-‐ Henry Ford

Real Life Examples Introduction

Emily Jarvis Online Editor GovLoop & Producer DorobekINSIDER

Real Life Example: Virtual Events

Jim Byrne Vice President Global Sales Engineering ON24

Virtual Learning Using ON24 Webcast Elite

Jim Byrne Vice President , Global Solutions Engineering

•  Applications for Virtual Learning"

•  Live and Self-Paced Learning Experiences"

•  Creating Virtual Learning Content"

•  Customer Case Study "

•  Q&A"

Agenda"

Live and Self-Paced Virtual Learning Experiences"

Self-Paced Learning!Live Learning!

•  Instant access to instructors!•  Collaboration with other students!•  Live discussion!

•  Students work at their own pace!•  Very scalable!•  Feedback and social learning are

still possible!

Top Virtual Learning Applications "

1.  Employee Onboarding

2.  Skills Training 3.  Leadership Development

4.  Sales & Partner Enablement

5.  Customer Training

Components of Your Virtual Learning Strategy"

Curriculum &

AnalyOcs

Content &

Design

ConsumpOon &

InteracOon

Learning Management Plaaorms

Content CreaOon Tools

Virtual Learning Environments

ON24 Webcasting for Virtual Learning"

Design Learning Experiences

Reach All Users Analyze in Real Time

Engage Your Audience

Platform 10 Widgets"

•  ON24 Webcasting enables you to deliver live or on-demand, interactive training sessions that can be viewed anywhere, from any device

–  Present live or easily record and publish on-demand content"

–  Deliver interactive audience experiences"

–  Get immediate feedback and measure learning outcomes"

–  View on any device with no downloads"

ON24 Webcast Learning Solutions"

Easily Create and Deliver Training Content"

Create! Record & Publish!Customize!

The Audience Learning Experience"

Case Study: The Lewin Group"

Goal •  Deliver monthly learning webcasts to provide informa9on to hospitals for transi9oning pa9ents to home care

Audience •  Hospital Personnel, Home Health Care

Providers

Highlights •  Each webcast provides “team sharing” capabili9es thru group chat and breakout sessions

•  Thru survey ques9ons and polling done during the event, The Lewin Group is able to provide in-‐depth analy9cs to the par9cipants

“The Lewin Group is familiar with the issues that arise in managed care programs and is able to assist in designing strategies to research and resolve those issues. Research is thorough and work products are both highly thorough and professional.” (state agency)

Thank You!"

Real Life Example: Social Learning

Andrew Krzmarzick Director Training & Development GovLoop

“A Social Learning Conversion Story” Results of a Pilot Project

Administered by GovLoop and the U.S. Office of Personnel Management (OPM)

Andrew Krzmarzick, GovLoop Director of Training and Development

February 18, 2014

What is

FORMAL

INFORMAL

SOCIAL

Goals of OPM Social Learning Pilot

1. Identify a cost-effective, innovative solution to train government employees

2. Test social learning techniques and determine if it would make a greater impact to transfer of learning back to the job

Who Participated? Goal: 30 participants

Result: 97 registrants from 25 agencies

AGENCIES •  Department of Defense •  Department of Education •  Department of Energy •  Department of Homeland Security •  Department of Labor •  Department of Transportation •  Department of Veterans Affairs •  Environmental Protection Agency •  National Labor Relations Board •  Small Business Administration

TITLES •  Acting Program Manager for

Leadership Development •  Chief, Civilian HR Operations •  Chief of Staff, Human Resources •  Deputy Director, Human Resources •  Director, Training & Development •  Employee Development Specialist •  Human Resources Specialist •  Management Analyst •  Program Analyst

Planning, Design, and Execution

• Course Selection, Design, and Schedule • OPM chose a DoD course on HR University:

“Performance Management for HR Practitioners”

• GovLoop converted the classroom-based training into 6 weekly modules: • Week 1: Overview of Performance Management • Week 2: Communication, Coaching, and Feedback, Part 1 • Week 3: Communication, Coaching, and Feedback, Part 2 • Week 4: The Performance Management Process, Part 1 • Week 5: The Performance Management Process, Part 2 • Week 6: The Performance Management Process, Part 3

Turned this….

Into this.

Course Components • Topics were presented by 5 different instructors and

followed the same pattern of delivery.

• Weekly components included:

• Webinars: Live / recorded, instructor-led, Tuesday

• Readings: Self-paced, GovLoop blogs and podcasts

• Discussions: Live, Thursday

• Peer Reflection: Self-paced, different agencies, Friday

• Total average participant time = 16 hours (roughly a 2-day, in-person training session)

Virtual Classroom on GovLoop

•  Course was staged in a private virtual classroom, using an invite-only, online group within the GovLoop community.

•  Virtual classroom included:

• Course syllabus & workbook

• Weekly course instructions

• Weekly course discussion

• Instructor biographies

Delivery Support and Administration

• GovLoop provided the following administrative support: • Pre-course orientation for participants and

instructors

•  Weekly webinar run-through for instructors

• Calendar invitations to facilitate attendance

• Weekly emails about the course • Weekly webinar moderation • Weekly discussion moderation • Technical assistance and troubleshooting

Evaluation and Participant Feedback

•  GovLoop gathered feedback to gauge the efficacy of the social learning modality via: •  Individual course participation tracking •  Webinars (time in session, poll completion) •  Peer Reflections (aggregated and submitted) •  Post-Course Surveys (immediate and 60-day)

•  Focus Groups (with participants and instructors)

Post-Course Evaluation: Overall

• Overall, post-course survey respondents indicated the following: •  86% indicated that the “course learning objectives were met”

•  79% said that the “level of interaction in the course met or exceeded my expectations”

•  75% reported that the “information presented in the course was useful for my job”

Post-Course Evaluation: Learning Objectives

Feedback: Blogs /Podcasts • 91% indicated that the reading / listening assignments

were “Effective” or “Highly Effective”

• Participants stated that the blogs were something that they could share with colleagues and were relevant to the real work happening in agencies.

Feedback: Group Discussion

Average of 60 comments per discussion!

Feedback: Peer Reflection

• Designed for one-on-one interaction, but peers were often unresponsive

• 43.5% rated the peer reflections as “effective” or “highly effective” while 35% rated them as “not effective” or “less effective”

5 Lessons from the Pilot

1.  Retain the overall course design and structure.

2.  Enhance webinars by incorporating a practitioner in addition to the SMEs.

3.  Continue to use blog posts and discussions.

4.  Adjust the peer reflection component to include at least 4-5 in a cohort model.

5.  Experiment with a gaming / comparison element.

Overall Participant Feedback

• “I have been a classroom instructor for 20 years... This system is much easier to get supervisors to do than to get them to join a class for 2-3 days.”

• “Reflecting on the course’s six weeks, I’ve had a good experience from this six weeks and hope to see other courses available that I can take part.”

6 Opportunities for Replication GovLoop has received several follow-up requests to replicate the success of this approach with:

•  Program for Aspiring Leaders

•  New and Refresher Supervisor Training

•  COR Training

•  Hybrid Mentors Program

•  Virtual Conferences

•  Virtual Career Fair

Positive Press

Build Better Virtual Events & Training for your Agency

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