HR TOOLS & TECHNOLOGY
How IBM promotes On-job Training
A few years ago, Pep Boys realized that their traditional way of educating employees about theft wasn’t really working. Until that point, they had relied on classes, meetings and posters to teach employees about theft. Soon after, they turned to a Canadian startup, Anoxify to try a new approach, where the information was stripped down to the most basic ideas and presented in a rather novel fashion. Under this new approach, employees were given quick sessions in the form of a mobile game, where each session would take only 3 minutes. Employees could earn points from these sessions and those points could be redeemed for rewards.
The novel approach didn’t take long to prove its benefits. Unlike corporate learning models, not only did the employee use the system, but also gained measurable business results. Thefts in more than 700 stores dropped by $20 million in the first year alone, because employees were better able to identify suspicious behavior and report it properly. Axonify CEO Carol Leaman says that before the experiment, they took for granted that employees knew what to do.
The HR industry is amidst an enormous shift in how it’s using technology to train employees. A lot of industries have already transformed through technology, however HR is still in the beginning phase of it. The HR software market is estimated to be at $15 billion, however not all of that capital is being put to proper use. Despite companies using learning management systems, the fastest growing segment is more than 30 percent of the corporate training material that companies develop is squandered.
The general concept that training should be measured by what employees really learn is a reasonable leap forward. In the 1990s, traditional classroom training began to offer approach to “learning management systems,” which helped companies better scale their training efforts, because lessons could be incorporated and conveyed ondemand through corporate intranet. In any case, the data and reports they generated were primitive. Around then, it was especially about who attended the courses. Yet, that is of no worth. What companies truly need to know is whether employees really learn and retain the data, and whether it’s the right information for enhancing business performance.
In Axonify’s platform, assessment and training are entwined. Since numerous employees use Axonify consistently, the platform can continually track employee learning and intelligently give the data needed to close an employee’s individual knowledge. The app also influences learning research to enhance retention by repeating the inquiries in specific time interims. Even after an employee “graduates” out of a specific point, the inquiries will be revisited to around seven months to help recall the information.
IBM uses behavior data in an unexpected way, to deliver valuable training materials to employees when they really need it. For instance, when another IBM employee schedules their first meeting with different employees, the aide detects that it’s their first time, and proactively shows material about how to direct a meeting.