Return-Path: <nifl-workplace@literacy.nifl.gov> Received: from literacy (localhost [127.0.0.1]) by literacy.nifl.gov (8.10.2/8.10.2) with SMTP id f3H1M9g23832; Mon, 16 Apr 2001 21:22:09 -0400 (EDT) Date: Mon, 16 Apr 2001 21:22:09 -0400 (EDT) Message-Id: <NFBBIKLPIKFKKLFAOBAACEINCBAA.haw6@psu.edu> Errors-To: listowner@literacy.nifl.gov Reply-To: nifl-workplace@literacy.nifl.gov Originator: nifl-workplace@literacy.nifl.gov Sender: nifl-workplace@literacy.nifl.gov Precedence: bulk From: "H. A. C. Watson" <haw6@psu.edu> To: Multiple recipients of list <nifl-workplace@literacy.nifl.gov> Subject: [NIFL-WORKPLACE:133] xpost- T&D Extra 4/16/2001 X-Listprocessor-Version: 6.0c -- ListProcessor by Anastasios Kotsikonas X-Mailer: Microsoft Outlook IMO, Build 9.0.2416 (9.0.2910.0) Status: O Content-Length: 8526 Lines: 258 T+D EXTRA - April 16, 2001 T+D EXTRA is a free information service of Training & Development magazine, published by ASTD, http://www.astd.org. This week: 1. E-Valuation: Pricing E-Learning 2. Tactics for the New Guerilla Training 3. How To 4. E-Learning Term(s) of the Month 5. Working Life 6. ASTD ASKS: Are you using PDAs for learning? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ 1. E-VALUATION: PRICING E-LEARNING As America becomes more technologically savvy and used to self-directed, on-demand learning, there will be more e-learning. With all of the e-learning either already taking place or planned, why is it so darned hard to price this stuff? Part of the success that organizations either experience or don't experience as e-learning proliferates is based on the pricing foundation of e-learning offerings. There's an equitable price that people are willing to pay for any product or service. Consequently, the way e-learning is priced in organizations is affected by several things, including value perception and demand. Pricing of e-learning happens in a myriad of ways. Here are some of the more common approaches: price per seat, one-time flat fee, pay as you go, per server, free, and payment based on time. Which pricing model is best? That depends on what you're trying to accomplish with your e-learning strategy, business requirements, and operational environment. Keep in mind that classroom and e-learning solutions aren't equal. The time invested in a typical four-hour classroom session always amounts to more than four hours (think of the travel time, the breaks, and the icebreaker). In contrast, most self-paced e-learning lets people pre-assess their knowledge so they can focus on areas needing improvement. People get the micro sessions they need and go on with the rest of their day-which is one reason why the price-per-time model will more closely parallel future learning. FULL STORY http://www.astd.org/CMS/templates/index.html?template_id=1&articleid=2 6703 ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ 2. TACTICS FOR THE NEW GUERILLA TRAINER How does a trainer survive in the treacherous terrain of, say, a call center? Especially when the market-minded CEO of the organization is a bit apprehensive about trying unfamiliar training tactics? Well, one, you resist accepting that restricted vision, and, two, you attack mediocrity with guerrilla training--using calculated, provocative attack-and-withdrawal techniques. A successful guerrilla training campaign requires these actions: * Recognize that you are one of the best things that ever happened to your company. You have ideas. You have hopes and enthusiasm. You have vision. * Become as knowledgeable about your industry as anyone alive. * Reach out to the best people in the company. Best in this sense means intelligent, creative, daring people who are also borderline malcontents-not necessarily people with the most visibility. * Train as if your life depended on it. * Plan spontaneity. * Be sincere. If people see what you're doing as part of some sinister scheme, your hard efforts will come to naught. * Get the company to spend money on training. The more money that the company invests in your department, the more it will expect in return. Guerrilla training, done properly, is an art form. Inform and enlighten your learners. Stand up. Dance. Juggle. Skate. Sing. Shove ROI reports into people's hands. Show managers the connection between quality assurance and employee empowerment. And most important, never give up. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ 3. HOW TO In the April installment of NYCU, Korn/Ferry offers these 10 tips for a successful talent strategy, gathered from their retention study and research of best practices. 1. Create a clear and compelling strategy and vision for the company. 2. Identify the core capabilities needed to excel at this strategy and to continuously improve performance, distinguishing between skills available externally and skills that must be developed in-house. 3. Seek out the best sources for skills wherever they're available globally, and offer people opportunities to advance and contribute, regardless of nationality. 4. Understand the factors that are most important in attracting and retaining people with key capabilities and in gaining their commitment to the enterprise. 5. Recognize that different groups of employees want different things from work and that their priorities are likely to shift as they progress through the various stages of their lives and careers. 6. Create multiple career paths (for example, technical ladders, rotational assignments, opportunities to join new internal ventures) to replace the declining number of management promotion slots in flat organizations. 7. Craft individual development opportunities so employees can build the capabilities that create maximum value for themselves and the company. 8. Hold employees and management accountable for meeting development objectives and sharing their knowledge with the organization. 9. Tie rewards and recognition to organizational and team performance rather than place too strong an emphasis on pay for individual performance. 10. Seek opportunities to enhance the company's talent rapidly through strategic acquisitions, recognizing that those acquisitions must be managed differently than traditional mergers. ASTD MEMBERS ONLY http://www.astd.org/members/td_magazine/td0104/76010414.pdf ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ 4. E-LEARNING TERM(S) OF THE MONTH Confused and bamboozled by the alphabet soup of e-learning? Each month, we'll define a term or two. You'll be an e-expert in no time. ASP (application service provider). The third-party organizations that manage and distribute software-based services to companies over the Internet from a central location. ASPs enable companies to save money, time, and resources by outsourcing some or all of their information technology needs. LMS (learning management system). Software that automates the administration of training events. The LMS registers users, tracks courses in a catalogue, and records data from learners; it also provides reports to management. An LMS is typically designed for courses by multiple publishers and providers. It usually doesn't include its own authoring capabilities; instead, it focuses on managing courses created from a variety of other sources. Find more definitions like this. See Learning Circuits's e-learning glossary. GO TO http://www.learningcircuits.org/glossary.html ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ 5. WORKING LIFE The April installment of Working Life offers this true tale from the workplace: It was getting difficult to talk on the phone at work with all the barking in the background. People's allergies were kicking up. And roaming packs were begging for scraps in the cafeteria. The workplace was going to the dogs. Now many once pet-friendly companies in Silicon Valley-such as Excite@Home and Apple Computer-no longer allow dogs at work. Says a spokesperson for a software firm in Sunnyvale, California, "When companies grow...they require policies to benefit everyone." One Sacramento firm did decide to keep its original dog, a Jack Russell Terrier, as a mascot but has sent the others home due to "unruly behavior" that pack animals tend to exhibit. Ruff. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ 6. ASTD ASKS: HOW HAS TRAINING CHANGED YOUR LIFE? The question of the moment on ASTD's Website asks for real-life examples of people using PDAs for performance support and learning tools. GO TO http://www.astd.org/virtual_community/forums/learning_tech/learning_te ch.cgi ?read=4310 ////////////////////////////////////////////////////////////////////// ////// ////////////////////////////////////////////////// Directions for new subscriptions service cancellations, and email address changes are listed below. --New email subscriptions: * Email a message to td_extra-request@lists.astd.org. * In the body of the message type: subscribe --Service cancellations: * Email a message to td_extra-request@lists.astd.org. * In the body of the message type: unsubscribe --Email address changes: * Unsubscribe current email address. * Subscribe new email address. --Other issues: Contact Learning Circuits editor Ryann Ellis, rellis@astd.org. Copyright 2001 by ASTD. All rights reserved.
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