The HR Digest - - HR Tools & Technology -

How did it work? It brought the class­room ex­pe­ri­ence to the PC and elim­i­nated the re­quire­ment for in-per­son lec­tures or ses­sions. Train­ing should now be pos­si­ble ex­clu­sively at the em­ployee’s con­ve­nience.

What did it mea­sure? LMS were gen­er­ally lim­ited to mea­sur­ing com­ple­tion of the train­ing and de­vel­op­ment and if there were tests and quizzes, in­di­vid­ual per­for­mance scores.

To get a good un­der­stand­ing about what em­ploy­ees know and how they’re learn­ing, an­a­lyt­ics sys­tems should con­sider more than just Hr-pro­vided train­ing and de­vel­op­ment ma­te­rial. The things that hap­pen in a learn­ing man­age­ment sys­tem are un­der 10% of the ac­tiv­i­ties that in­di­vid­u­als seek when they need to learn some­thing. If you need to learn some­thing, you don’t go to a LMS, whether you have ac­cess to it or not, use Google or seek a co-worker’s help.

Martin is one of the founders of the Tin Can API, a new stan­dard for com­mu­ni­cat­ing and stor­ing data about em­ployee learn­ing events. Tin Can is the cut­ting edge suc­ces­sor to SCORM, a spec­i­fi­ca­tion that was ini­tially made to stan­dard­ize con­tent cross­wise over var­i­ous learn­ing ad­min­is­tra­tion frame­works. The things that SCORM could quan­tify and track were those where a sin­gle client was signed into a learn­ing man­age­ment sys­tem, tak­ing a rec­om­mended bit of train­ing in an ac­tive browser ses­sion.

Tin Can, then again al­lows or­ga­ni­za­tions and em­ploy­ees to record more ba­sic learn­ing events, such as writ­ing a com­pany blog post or at­ten­tion a ses­sion at a con­fer­ence. More com­pa­nies are now be­gin­ning to un­der­stand how em­ploy­ees ac­tu­ally learn and al­low­ing them to do it the way they wish to, in­stead of forc­ing them into a dra­co­nian sys­tem. This type of in­te­gra­tion is a trend catch­ing up in the IT de­part­ments. More CEOS are re­quest­ing for tech­nol­ogy so­lu­tions that sup­port col­lab­o­ra­tion. Across a range of in­dus­tries, com­pa­nies are shift­ing from con­trolled, closed en­vi­ron­ment to more open en­vi­ron­ment. It’s no more pos­si­ble to ex­pect a sin­gle soft­ware, pro­gram or app to do ev­ery­thing-rather, em­ploy­ees ex­pect mul­ti­ple ap­pli­ca­tions across dif­fer­ent plat­forms to work in har­mony in a use­ful way. IBM has in­te­grated so­cial col­lab­o­ra­tion tools into their tal­ent man­age­ment and learn­ing sys­tems. So­cial com­mu­ni­ca­tion has been elim­i­nated from vir­tual class­room in­struc­tion, in­stead, learn­ing is con­sid­ered as a so­cial ac­tiv­ity. IBM has found that em­ploy­ees learn and ab­sorb more from train­ing pro­grams when they’re work­ing so­cially.

As job func­tions re­lated learn­ing turn into some­thing more user-friendly, it also en­cour­ages em­ploy­ees to im­prove their per­for­mance and re­sults. In a sur­vey of why em­ploy­ees rely on such play­forms, it was found that it’s be­cause they help them do their job bet­ter. When em­ploy­ees have more knowl­edge, they feel more em­pow­ered and con­fi­dent in tak­ing ac­tion and are ac­tu­ally much bet­ter at their jobs.

A decade ago, HR tools and tech­nol­ogy was gen­er­ally used by the HR divi­sion, though now com­pa­nies are more cen­tered around em­ploy­ees them­selves as the pri­mary clients. In the near future, com­pa­nies might use the tech­nol­ogy to em­power em­ployee and help them in­crease their in­di­vid­ual per­for­mance. By giv­ing em­ploy­ees more mean­ing­ful data about the way they’re do­ing their jobs, they will be able to im­prove on how they’re func­tion­ing and per­form bet­ter.

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