The Only Limitation Is Your Imagination: Using Creativity and the LGM to Drive Learner Adoption
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You've become a Skillsoft client, launched your e-learning program, and now want your learners to actually use your program. This presentation details how a singular focus on e-learning promotion in the Learning Growth Model (LGM) can not only raise awareness of your Skillsoft program, but also build excitement around it, ultimately resulting in learner adoption.
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The Only Limitation Is Your Imagination: Using Creativity and the LGM to Drive Learner Adoption
- 1. The Only Limitation is Your Imagination: Unleashing Creativity and the LGM to Drive Learner Adoption Jay Turner Director, Continuing Education and Training Georgia Public Library Service
- 2. 2 Jay Turner, Director of CE and Training jturner@georgialibraries.org 404.235.7124 @lawlesslbrarian
- 5. Looking through the rearview mirror… …we were a Stage 1 operation • Initiating learning • Reducing expense • Expanding scale • Push, push, push
- 6. Skillsoft Learning Growth Model® Outcomes by Stage Indicators Stage 1 Supplement Stage 2 Targeted Stage 3 Strategic Stage 4 Integrated Stage 5 Optimized Stage Goal Initiate Learning Manage Learning Align Learning Integrate Learning Enterprise-Wide Learning Business Case for elearning Reduce Expenses & Increase Scale Enhance Savings & Remove Redundancy Align to Business Goals & Increase Business Impact Increase Talent & Organizational Agility Broaden & Deepen Talent to Extended Enterprise Learning Culture Learning is Operationally Focused Executive Support & New Learning Strategies Emerge Governance & Talent Management Begins Recognized as a ‘Learning Organization’ Learning Becomes Globally Ubiquitous Learning’s Role Contractor Consultant Key Player Architect C-level Role Blended Design Very Little Blending, Mostly Formal Simple Blends Social & Mobile Begins Blending Scales to Balance Multiple Modalities Balanced Blends Become Routine Sophisticated Blends Across All Portfolios Elearning Promotion Traditional Awareness Marketing Highlights & Success Stories Portal Deep Linking Begins Active Manager- Level Evangelism Begins Strong Learning Brand Equity Attained Learner Adoption 20%+ Mostly ‘Push’ 30%+ ‘Pull’ Increases 50%+ ‘Pull’ = ‘Push’ 80%+ Increased ‘Pull’ 90%+ Mostly ‘Pull’ Learning Evaluation Efficiency of elearning Effectiveness of elearning Business Impact of elearning Targeted ROI Studies Talent Management Analytics
- 7. Why did GPLS choose promotion as the primary LGM focus area?
- 9. Phase 1: Planning and Preparing Identify learning champions Revamp web presence Create branding
- 10. Webjunction is going away. It will be replaced by GLEAN. All library staff Learning champions You’ve been hand-picked to be on the implementation team, because of your passion for learning. You will play a key role in evangelizing GLEAN.
- 11. PPT stock photo + Photoshop = A Layman’s Logo
- 12. Static CE and Training Web Page
- 13. Revamped CE Blog Redesigned Blog Using Wordpress
- 14. Phase 2: Pre-launch Push marketing to anchors Curating contacts Manufacturing demand and pre-loading VIP Previews “This is Jane”
- 15. These are the reasons that GLEAN will be awesomesauce! All library staff Library Directors You should care about GLEAN because we’re investing the equivalent of $1600 per year into each of your employees. You should pre-register your staff members now, because we can’t guarantee access after October 1. Learning Managers You know that LMS you always needed but couldn’t afford? We’re giving it to you for free, if you want it, customized to your organization.
- 16. Push Marketing to Anchors Using Newsletters and Blog Posts
- 17. VIP Preview Invitations Using Visual Email
- 19. This is the way our launch begins. Not with a bang, but an intentional whimper. Phase 3: Kick Off
- 20. “What new(s)?” blog updates and emails Social media campaign GLEAN tour Learning in familiar contexts Resurrecting Jane Phase 4: Post-launch
- 21. There is a shift toward doing more outreach. Your learning is now mobile, so you can take it with you. We’re adding new content monthly. Check it out. GLEAN is growing. You are growing. Public library staff Other library staff You can now access GLEAN. Look what you’ve been missing. Library Directors Now that you can track learning, do something with it. Make learning part of goals and evaluations.
- 22. Reach learners with short emails sent through Skillport link to deeper content on blog
- 23. GLEAN Notes and Quotes “This is a humble letter of appreciation. I have always enjoyed what GPLS does to help professional librarians and library workers continue their education. The new GLEAN system is epic. It’s so nice to have you looking out for us. These courses are well-rounded, relevant, and varied enough that anyone can find something useful to learn.” - Devin, Atlanta-Fulton Public Library System Customer-focused Interaction Description This course provides insight into the role of social media and mobile technologies in supporting customer-focused service cultures. And it looks at how these technologies can generate a direct and positive impact on an organization’s customer service levels and, ultimately, competitive position. Contact Hours 1 Location At your fingertips [Launch Course] Reach prospective new learners and engaging existing ones through familiar channels
- 24. We haven’t moved your cheese… … but it might taste a little different. Familiar Contexts: • Link assets to articles • Provide a desktop icon • Link Skillport to intranet • Blend e-learning into classroom • Take advantage of SSO
- 25. Using a range of social media channels to hit user outposts
- 26. Everyone can be part of the fun with playful trolling and memes
- 27. Using the system to help learners learn the system
- 28. Give learners a way to visualize the evolution of their learning and your program
- 29. A Cautionary Tale in Portal Linking
- 32. • >50% active use • LMS customizations • Director-level buy in • Brand recognition Winning!
- 33. Skillsoft Learning Growth Model® Outcomes by Stage Indicators Stage 1 Supplement Stage 2 Targeted Stage 3 Strategic Stage 4 Integrated Stage 5 Optimized Stage Goal Initiate Learning Manage Learning Align Learning Integrate Learning Enterprise-Wide Learning Business Case for elearning Reduce Expenses & Increase Scale Enhance Savings & Remove Redundancy Align to Business Goals & Increase Business Impact Increase Talent & Organizational Agility Broaden & Deepen Talent to Extended Enterprise Learning Culture Learning is Operationally Focused Executive Support & New Learning Strategies Emerge Governance & Talent Management Begins Recognized as a ‘Learning Organization’ Learning Becomes Globally Ubiquitous Learning’s Role Contractor Consultant Key Player Architect C-level Role Blended Design Very Little Blending, Mostly Formal Simple Blends Social & Mobile Begins Blending Scales to Balance Multiple Modalities Balanced Blends Become Routine Sophisticated Blends Across All Portfolios Elearning Promotion Traditional Awareness Marketing Highlights & Success Stories Portal Deep Linking Begins Active Manager- Level Evangelism Begins Strong Learning Brand Equity Attained Learner Adoption 20%+ Mostly ‘Push’ 30%+ ‘Pull’ Increases 50%+ ‘Pull’ = ‘Push’ 80%+ Increased ‘Pull’ 90%+ Mostly ‘Pull’ Learning Evaluation Efficiency of elearning Effectiveness of elearning Business Impact of elearning Targeted ROI Studies Talent Management Analytics
- 34. 34 Jay Turner, Director of CE and Training jturner@georgialibraries.org 404.235.7124 @lawlesslbrarian
Editor's Notes
- Unleashing Creativity and the LGM to Drive Learner Adoption Good morning and thank you for choosing to attend my session here at the 2014 Global Skillsoft Perspectives Conference. I know there were several other programs to choose from in this time slot, but you chose to here. I’m thrilled that you’re giving this humble librarian/trainer 45 minutes of your life, 45 minutes that you’ll never get back, to share with you some ways that you can use a heaping helping of creativity, a small dash of cost-efficient technology, and the LGM to drive learner adoption in your Skillsoft program. Over the next 45 minutes, we’re going to discuss how strategically focusing creative promotional activities in your marketing efforts can move learners beyond just being aware that your program exists to them proactively using it. YOU have the ability to influence your learners to go beyond just KNOWING about your program to them actually GOING to your Skillsoft program.
- I’m Jay Turner, the director of continuing education and training for Georgia Public Library Service. I’ve been with GPLS for 2.5 years in this role, but have worked in learning and development in public libraries for 8 years, and have been working for libraries in general for about 14 years. I’m responsible for developing, implementing, and evaluating a comprehensive continuing education and training program for the 64 public library systems in Georgia. My job is to help librarians – and by that, I mean “anyone who works in a library” – be the best librarian they can be. I’m constantly engaged in discussions about what skills will librarians need going forward to thrive in the future, as well as what skills do they need right now to do their jobs. Armed with that information, I implement programs to meet those needs while also encouraging a culture of learning.GPLS is a unit of the University System of Georgia, and as an agency, we administer a multitude of programs, services, and grants to help libraries enrich the lives of people in their communities. GPLS is a not-for-profit institution, so we’re not here to make money. Our agency leverages economies of scale to provide valuable programs and services to individual library systems that they would not be able to afford working alone in a vacuum. In fact, over 80% of our funding is passed on to libraries through the services we provide. We’re a small shop – roughly 40 people – serving a large audience: 64 library systems, 410 facilities, and 2500+. The support and leadership we provide to libraries is especially important during this time of rapid change where libraries are evolving and reinventing themselves.Not-for-profit unit of the University System of Georgia40 employees 64 public library systems410 facilities2500+ FTE
- By a show of hands, how many of you are familiar with the term permanent Whitewater?Back in the mid-90s, Peter Vaill wrote a book called “Learning as a Way of Being: Strategies for Survival in a World of Permanent Change”. He describes permanent whitewater as an environment that has:Many surprises. “Permanent white water conditions are full of surprises … the continual occurrence of problems that are not ‘supposed’ to happen.”Never-before-seen problems. “Complex systems tend to produce novel problems … [conditions] never even imagined” by those involved.Lack of shape or structure. “Permanent white water conditions feature events that are ‘messy’ and ill-structured,” and have ramifications far and wide.Expensive. “White water events are often extremely costly,” both in terms of dollars and effort to “cope with the problem and deal with the damage.”Unending. “Permanent white water conditions raise the problem of recurrence,” along with the realization that “no number of anticipatory mechanisms can forestall the next surprising novel wave in the permanent white water.”Libraries are battling permanent whitewater during this present time of rapid change. While there are many factors that are forcing libraries to evolve and reinvent, four of these business drivers are particularly salient to GA’s public libraries and GPLS. They are:Budget shortfalls as a result of years of flat or declining revenue due to state budget cuts and sequestrationBrain drain with so many library directors leaving their positions in GA over last two years, so need for leadership pipelineRapid changes in consumer technology makes it difficult for libraries to keep up with the tech ppl bring to libraries for assistance with, and also tech changes people consumption behaviors (e-readers)The talent pool varies, so we try to help libraries build staffs up to core levels of competenceDeveloping technology-ready staffs for Georgia’s public libraries Providing an array of continuing education opportunities and performance support tools to increase industry knowledge and job competence Increasing employee satisfaction through cost-efficient and convenient continuing education and collaboration opportunitiesProviding infrastructure that helps the state library and individual public libraries best administer and evaluate their learning and development programs through the use of SkillportHow have these impact L&D?Budget: Office of Planning and Budget (OPB) and LSTA want outcomes vs outputs in evaluation of servicesLess money in individual public libraries means staffs are relying more on offerings from state for CEProviding relevant content for library staff that encompasses a wide range of positions and skillsets (there isn’t much in terms of off the shelf training solutions for libraries)Brain drain:Budget: flat or stagnant budgets Brain drainTechnologyCompetence
- Having implemented a learning management system and blended learning program for Gwinnett Co. Public Library, a large suburban system, in 2008 and administering that operation for 3 years, I had a mental roadmap of what to do and not to do when getting started and also an inherent sense of how to grow your program over time to reach more users and be more effective. However, this was just my working knowledge – it was never plotted out into an actual roadmap, even though I’ve shared my experience in this area with other public libraries and state libraries across the country. When Kristin introduced me to the LGM very early in conversations about implementing my program and defining goals for learning, I started drinking the Kool-aid a little bit, because many aspects of the LGM mirrored the things that I intuitively knew and already practiced. The LGM was immensely helpful in giving me something tangible to refer back to understand where GA’s libraries were with learning and plotting a course of action to get to where I wanted us to be. Coming off of our partnership with Webjunction, it was very obvious that we were rooted in as a Stage 1 operation. For 5 years (3 of which superceded my time and 2 of which I spent advocating for a new approach), we:Focused on initiating learning and getting e-learning and blended learning accepted as viable means for CE and trainingReducing expenses and expanding scale related learning. Before 2008 when GPLS became a WJ partner and introduced e-learning originally, over 80% of expenditures were on f2f learning but we were reaching less than 10% of our client base.Pushing, pushing, pushing e-learning using traditional marketing messages like emails to listservs and blurbs in our newsletter that went to all GA’s libraries. At the best of times, we had only about 20% of our learners using WJ.
- What helped propel us to Stage 3 was promoting e-learning to drive learner adoption. We needed to not only make people aware of GLEAN, but to get people excited about what it had to offer them so that they would use. Our strategy:Level 1 (traditional awareness): remove communication bottlenecks by contacting library personnel directly. Did this by communicating across established GA library listservs, as well as making a custom one just for public library employees. Also made the emails more visual by using responsive email design via LibraryAware and HTML stuff I taught myself. Finally, featured articles about GLEAN in the GPLS newsletter.Level 2 (highlight success stories): in the monthly “featured GLEAN course” announcements we send out, I feature a success story in the message. I’m constantly receiving thank yous and successes by email, so there currently is no shortage of material to include. I also have each lib system’s GLEAN liaison to solicit for these. Those will be featured in upcoming blog posts.Level 3 (portal deep linking): GPLS changed it’s static CE page to a blog, so blog posts can refer to courses/sections of courses/and other SCC assets. We also lean on GLEAN liaisons to get their IT staffs to put a link to Skillport in their intranets under staff resources. I send targeted messages out via Twitter to gatekeepers I know who work with different types of libraries, and have them RT me. Targeted FB posts. GLEAN desktop icon to libraries. SSO coming next month.Level 4 (manager evangelism): enthusiasm and constant awareness drives managers/directors to evangelize product. For instance, CVRL is requiring that all staff members complete at least 2 courses as part of their annual review. Many libs are assigning a course/book to staff in advance of staff day, and then discussing how that content to relate to their job place during an f2f session at staff day. As we bring more libs onboard for LMS integration, Raylynn from DeKalb volunteered to (an early adopter) share her experiences with the n00bsThe best way to describe where GPLS and GA’s public libraries are now, overall, with regard to the state of learning is to map back to the LGM. Overall, I think we are transitioning to Level 3: Strategic while shoring up areas that are in Lvl 2. [insert marked up LGM model here and talk about it]Goal of Slide: Introduce the various outcomes by stage to empathize Skillsoft’s expertise and your role as a trusted advisor. The 5 Stages of the Learning Growth Model are use to direct the development of specific outcomes. As these outcomes are achieved – through the execution of a customized plan crafted with the Skillsoft team - your organization will obtain more and more value from your learning programs. Through our extensive experience, we’ve identified these outcomes as the most effective “levers” to create a strong return on learning.Skillsoft uses a simple assessment tool that asks your leadership in L&D to define where on this “map” the organization is today, then conducts a review of results and facilitates a planning session to define the desired future state. Once the current state and future states are clear – a tailored roadmap can be produced. This “business plan for elearning value” is the roadmap we and our clients use to guide decisions and actions throughout the life of our relationship. The Skillsoft team will bring to bear proven practices, tools, processes, and industry data to help execute the business plan for elearning that drives value.
- I believe that to gain traction and grow with most of the indicators on the LGM, you have to have learner adoption first. The only way you’re going to get that adoption is with strategic use of marketing activities. If people don’t know about your program, they won’t use it. If people can’t hear their favorite radio station, WIIFM, they won’t use your program. If no one is using it, you can’t influence the culture of learning in your organization through e-learning. If no one is using it, you can make a business case, you can’t evaluate. The entire LGM is predicated on “learner adoption”, or learner use of the system.I’ve found that when you approach marketing from a campaign perspective, instead of a series unrelated activities, you can move your learners from a awareness about your program, to latent readiness, to action.____________________________________________________________________________________If people don’t know about it, aren’t excited about it, and can’t see the benefits of it, then none of the LGM factors can be effectively attained. Plus, as a one-person operation who is providing CE to 63 library systems, I recognized early on that I can’t be the only champion for GLEAN. The quickest way I was going to get significant Learner Adoption was to create evangelists, especially from the manager and director ranks.I gave myself 6 months before launching our program so that I could not only learn my Skillsoft products inside and out, but also to have a strategic marketing plan geared toward getting people excited about GLEAN and also getting them to use it. I found the Sample Marketing Plan of the Strategic Implementation Guide to be useful in helping my plot out these activities. Again, I already had experience getting an e-learning program off the ground, so I focused on the parts on the Implementation Guide that would be most useful to me and not the entire 37 pages. Pick and choose what works best for your situation.
- For each phase of the marketing process, we focused on:Key marketing activitiesMessages we wanted to conveyBest channels to deliver those messages while moving us forward in the 5 promotional stages of the LGMSo, I want to chat a bit about these things… showcase activities for each phase, highlight the messages we were conveying, and then show you examples of promo pieces we used to drive the messages. With the later, I’ll discuss my creative approach and the tools we used to make the promo pieces. The goal is to show that even with limited time and no money, you can still have a successful promo campaign that gets results.Does this image look familiar? I stole it from the Skillsoft Implementation Guide (SIG), which actually does a thorough job explaining ad infinitum adnauseum how to market for your Skillsoft program. While guidance is exhaustive, I focused on the parts that were relevant to me, since I’m a one-man show. I know that I can’t be perfect; all I need to do, however, is just be really damn good by library standards and that’s perfect enough. Take what you need from the Implementation Guide and leave the rest.From my previous experience starting an e-learning program for a library system with 300 FTE, I had a mental mindmap of how to market my program from pre-launch to day-to-day usage after it’s been running for a couple of years. What I did like about the approach in the SIG was how it broke down marketing activities into the phases seen on the screen here. These marketing phases are further fleshed out in Appendix C of the SIG, which provided much needed structure for my build-the-plane-while-I-fly-it way of thinking. Thinking in chunks helped me plot out promotional strategies for my program, and what actions I’d like to see from my users during each phase.
- Create an implementation teamHelp shape program by getting input from people who will be the usersUsability testingTo help me learn whether or not I would need to provide training end-user training for SkillportGet other prospective end users interested in what GLEAN is going be (ie, “What are you working on and how did you get selected to be on the team? I’m jealous.” Identify likely championsLook at library systems that already have strong training programs, like Dekalb, since other library systems look to them for ideas and best practices. If major players are into GLEAN, lesser players will want to come on board. Keeping up with Joneses is big in our culture.Create brandingI knew I wanted to have a world-class CE program that would be the envy of other state libraries. I also wanted my librarians to think of my Skillsoft program in the same vein as other flagship programs that come from GA’s state library like PINES and GALILEO.Create logo
- Communication done along traditional channels. Message of WJ going away sent to various library listservs and plastered in our newsletter and website. People from implementation were called personally by me where I buttered them up on the phone and also explained what was replacing WJ. Learning champs were encouraged to let their colleagues know what they were working on, and even empowered to recruit members for beta testing.
- Hand is clip art (fingertip knowledge, hence this image)Our existing logo on a transparent backgroundI couldn’t even make my own gradient in Photoshop, so I just found a part of gradient background on the hand image that had a good repeatedable section and copy/pasted until the background was done-- all told, this was whipped together by a Photoshop novice in a couple of hours from concept to finish
- Also using Google Analytics to get a better idea of how people are engaging with the site. Where they are from, what they reading on my blog, what services referred them to us, which links they are clicking on my site, etc.
- Push marketing: articles in newsletter, GPLS website updates, pushing messages out to GPLS social media presences (org’s FB and Twitter). These are our anchors – places people come to us looking for information.Curating contacts: Since we have 63 library systems, we don’t have one centralized database or directory of all staff members that work in those libraries. Historically, this has meant that if we wanted to communicate with library employees, we’d have to send messages through library directors and hope that they passed info along, or we’d send messages out across various listservs hoping that public library staff were members. We needed to find a way to get around these communication bottlenecks, so we did two things: one, we looked at all of the listservs our agency managed and scraped email addresses from those people who had emails with public library domains. The second thing we wanted was for library directors to give us the contact information of all of their employees, but how could we convince them?Manufactured demand: Took a page from Nintendo, who was notorious for doing this with gaming consoles. Essentially telling the public that there would be a limited supply of product, so they better buy now if they want to be early adopters. We did the same thing with GLEAN. We knew that we were going to allow other types of librarians to register for the program two months after launch, so we kept reiterating the message that if you want to ensure your staff has access to this new program, you should “pre-load”.Preload: Bioshock Infinite was inspiration. The idea is that you sign up for access now, and then you get to play without waiting on launch date. 37 of 63 library system pre-loaded. This gave me contact and positional information for the end-users in these library systems, so that I could communicate with them directly about GLEAN. No more communication bottlenecks from directors.
- Communication done along traditional channels. Message of WJ going away sent to various library listservs and plastered in our newsletter and website. People from implementation were called personally by me where I buttered them up on the phone and also explained what was replacing WJ. Learning champs were encouraged to let their colleagues know what they were working on, and even empowered to recruit members for beta testing.
- Visual email invite for VIP GLEAN preview for library directors
- Pre-launch webinar to talk about:-- what is glean-- how is it different from Webjunction-- what’s new/what stays the same re: e-learning-- why we are making the switch-- here is a sneal preview of what you can expect
- Auto generated welcome and logins sent at 12:01am on launch dayGLEAN cheat sheets
- Monthly email to GLEAN users (from Skillport) with featured courses and what’s been added to Just for Libraries content in catalogVisual email to all GA library staff featuring CE calendar updates, What’s News for blog update, and call to action to join GLEAN if not already a memberSocial media campaign to recruit academics, school media specialistsGLEAN tour: told library leaders that the only workshop I will do for their staffs for the next 12 months is using GLEAN and nothing elseHands on workshops for GLEAN as LMSCarry “Jane” persona into other learning avenues, like training modules only accessible through GLEAN
- GLEAN featured content update to blog at least once a month. Highlight learning from assets, or point out features and functions of GLEAN that people might not be aware of
- http://www.campaignmonitor.com/Drupal module SimpleNews allows you to see who has opened the email you sent them
- Put the learning content in familiar contexts by taking the LMS out of the equation. Use sharing feature of courses and books to link that content to blog posts or documents within your intranet. Take advantage of SSO if you can.
- GLEAN tour – not doing any workshops other than showcasing GLEAN for one year.
- Jane died on a hard drive. However, Kristin said bring her back somehow and show her evolving journey. We’re doing that by featuring her as the lead character in a couple e-learning modules we are creating. On screen here is a shot from the upcoming module, “GPLS Demystified: Discovering the Hidden Treasure That is Your State Library”. In the module during dialog, Jane credits GLEAN resources for helping her beef up her supervisory skills and also helping her ace the job interview. Jane has grown in her career (she’s learned new skills, become a manager since we last saw her, and all of that learning has made Jane kinda hot!), just as the GLEAN program continues to evolve.
- Baroque painter Jacob Gowy’s “Flight of Icarus” Icarus' father, Daedelus, warns him first of complacency and then of hubris, asking that he not fly too low nor too high because the sea's dampness would clog, and the sun's heat would melt his wings. Icarus ignored instructions not to fly too close to the sun, and the melting wax caused him to fall into the sea where he drowned.inGenius rarely used before Empress Has No Clothes inGenius discussion. People actually use it now, mostly to recommend books, but some are warming to it and leaving comments.Our online book discussion through inGenius was simply too much too soon. After all, GLEAN has only been live for a month before we decided to push inGenius.
- At GPLS, I feel like sometimes we have tiger blood, especially when it comes to GLEAN. We’ve been more successful than I imagined we’d be right now:-- We have been live for a little less than 9 months, and we have over 50% of our FTE as active users-- 4 of 64 library systems are using a custom group in Skillport to administer their in-house training programs for a value add of $100K. More systems will follow suit in early 2014-- A couple of librarians from Australia want to do a study tour of e-learning in libraries, so we’re on our way to world class-- Lots of activity on inGenius with recommendations, though we’re still building toward sustained conversations-- Library directors actually care. They are constantly contacting me, or having their GLEAN liaison contact me about getting more out of the system permissions-wise, and also wanting to make sure we continue to support the program. Evangelism took route quickly, especially among some of the smaller libraries that do not have dedicated training personnel (I thought they would actually be the hardest sale).Benefits-- Users are informally reporting feeling better equipped to do their jobs-- Long-time staffers are contacting me and my higher ups praising the program, and feeling like this is an incentive in a world where most of us have not seen a raise in 5-7 years (job satisfaction)GPLS has reduced its average spend for employee e-learning by 73% .Georgia’s libraries have realized $252,900 in opportunity cost savings.Based on conservative industry estimates, GPLS has realized $360,000 total cost savings compared to external classroom alternatives.Before partnering with Skillsoft, Georgia had only one public library system with an LMS. Since partnering with Skillsoft, four public systems are leveraging custom groups in Skillport to serve as their in-house LMS. This SaaS LMS functionality brings an added value of $101,750 .GPLS has realized $777,020 in hard cost savings alone, while increasing employee satisfaction and productivity. Describing our program now:I believe we’ve come a very long in less than half of a year being live. Learning is mostly at the strategic level, and although have to shore up some weakness, especially with regard to evaluation, I think we are positioned to push onward through level 3 and into level 4. With the tools built into Skillport and help from my LC, I’m equipped to make a business case for not only continuing our program, but also to advocate for additional resources to make GLEAN the world class program that we envision.
- What helped propel us to Stage 3 was promoting e-learning to drive learner adoption. We needed to not only make people aware of GLEAN, but to get people excited about what it had to offer them so that they would use. Our strategy:Level 1 (traditional awareness): remove communication bottlenecks by contacting library personnel directly. Did this by communicating across established GA library listservs, as well as making a custom one just for public library employees. Also made the emails more visual by using responsive email design via LibraryAware and HTML stuff I taught myself. Finally, featured articles about GLEAN in the GPLS newsletter.Level 2 (highlight success stories): in the monthly “featured GLEAN course” announcements we send out, I feature a success story in the message. I’m constantly receiving thank yous and successes by email, so there currently is no shortage of material to include. I also have each lib system’s GLEAN liaison to solicit for these. Those will be featured in upcoming blog posts.Level 3 (portal deep linking): GPLS changed it’s static CE page to a blog, so blog posts can refer to courses/sections of courses/and other SCC assets. We also lean on GLEAN liaisons to get their IT staffs to put a link to Skillport in their intranets under staff resources. I send targeted messages out via Twitter to gatekeepers I know who work with different types of libraries, and have them RT me. Targeted FB posts. GLEAN desktop icon to libraries. SSO coming next month.Level 4 (manager evangelism): enthusiasm and constant awareness drives managers/directors to evangelize product. For instance, CVRL is requiring that all staff members complete at least 2 courses as part of their annual review. Many libs are assigning a course/book to staff in advance of staff day, and then discussing how that content to relate to their job place during an f2f session at staff day. As we bring more libs onboard for LMS integration, Raylynn from DeKalb volunteered to (an early adopter) share her experiences with the n00bsThe best way to describe where GPLS and GA’s public libraries are now, overall, with regard to the state of learning is to map back to the LGM. Overall, I think we are transitioning to Level 3: Strategic while shoring up areas that are in Lvl 2. [insert marked up LGM model here and talk about it]Goal of Slide: Introduce the various outcomes by stage to empathize Skillsoft’s expertise and your role as a trusted advisor. The 5 Stages of the Learning Growth Model are use to direct the development of specific outcomes. As these outcomes are achieved – through the execution of a customized plan crafted with the Skillsoft team - your organization will obtain more and more value from your learning programs. Through our extensive experience, we’ve identified these outcomes as the most effective “levers” to create a strong return on learning.Skillsoft uses a simple assessment tool that asks your leadership in L&D to define where on this “map” the organization is today, then conducts a review of results and facilitates a planning session to define the desired future state. Once the current state and future states are clear – a tailored roadmap can be produced. This “business plan for elearning value” is the roadmap we and our clients use to guide decisions and actions throughout the life of our relationship. The Skillsoft team will bring to bear proven practices, tools, processes, and industry data to help execute the business plan for elearning that drives value.