Mobile learning, like any change initiative, involves different stakeholders playing a greater or lesser part. Whilst those who are responsible for the change (the Change Sponsor and Change Manager) should be well-acquainted with the entirety of this Mobile Learning infoKit, other stakeholders may need an overview of the process. As the Mimas snapshot demonstrates, working in partnership is critical.
The generic 10-step process outlined in the image above has been adapted from Gary Woodill’s very detailed mLearning Road Map and is a useful overview as to how to successfully implement a mobile learning initiative:
Write mobile learning vision statement
Gather stakeholder requirements
Agree on scope
Obtain senior manager buy-in
Identify required content
Decide in-house or external development
Identify champions
Create and test beta content
Gain feedback and iterate offering
Roll out to wider group
After the initial mobile learning roll-out, consider:
Constant updating of policies as challenges/opportunities arise
Changing course as the mobile landscape changes
Updating job roles and responsibilities as requirements and scope alter
Providing ongoing training for all stakeholders
Ensuring that a mobile learning initiative is successful involves being able to answer the following questions:
What is the learning problem you are trying to solve?
What technology will you require?
What skills will teachers/facilitators have to learn?
針對 Deloitte’s “Meet the Modern Learner"的解讀: 1. Learning needs to be micro. 用Bersin的話來說:“大多數的學習者不會觀看超過四分鐘的視頻"。 2. Workplaces need to be more aligned. Bersin's 得研究顯示現在工作者在工作時,每5分鐘便會被中斷一次。 3. Mobile learning is essential 21世紀的人們每小時檢查他們的手機9次 。可以想像,大部分的人會靠手機來找尋解決問題的方法。 如今,只有在移動設備上運行良好的學習才會吸引學習者。 4. Why are so few organizations providing time for training? 員工表示他們只能將1%的時間用於培訓和發展。 這對訓練來說並不是一個嚴肅的承諾。時間是一種必不可少的學習資源 - 沒有它,你可能根本不提供任何培訓。 5. Employees really want to learn… 儘管員工認為自己可以分配給培訓的時間很短,但員工仍希望能夠進一步提升自己的職業生涯,甚至願意自己支付培訓費用,有62%的IT專業人員表示他們已經這樣做了,因為他們處在一個需要隨時學習最新知識的領域工作。 其實我們所有人也都生活在知識快速變動的世界裡,時時學習新知已經是常態。 6. …but too few are getting it at work. 如果只有38%的人認為他們可以在工作中獲得長期發展,那麼我們的經濟正面臨一個巨大的問題。 因為 技能培訓至關重要; 掌握技術至關重要。 提供足夠學習的公司就擁有巨大的競爭優勢。 7. Point-of-need learning meets learners where they are. 70%的員工透過搜索引擎獲得工作問題的解答。 這是因為Google通常是需要時最容易獲得的工具。想像一下,如果他們尋找解答時是透過企業自己提供的知識庫,這就是工作支援的最好演示。 只有了解現代學習者的需求,HR才能取得成功。現代L&D不只是讓員工去訓練; 是為他們提供有效的學習解決方案,以提升員工的工作能力。 員工想要學習; 他們甚至...
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