1. Communities in Workplace Learning
At PwC, we are reimagining how we use Communities for learning by focusing on people and what they value.
How many people work with communities or have worked with communities before? What are some of their challenges?

2. Community People Affinity Connection Purpose
A group of people with something meaningful in common, who connect for a specific purpose.
Not tech or content domain; affinity that is genuine not arbitrary; online or not online; to make, do, experience, etc.
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3. Engagement
Sometimes it’s difficult to generate activity within communities.
What are some techniques you use to drive participation?
Don’t assume that a community is the answer -- they won’t engage if it’s not the right solution
User-centric design tells you what problems your users want to solve and helps you develop a shared value prop
A robust shared value proposition gives both participants and business owners the value they’re looking for
1New manager school - dud - used DT to reveal there was no affinity - don’t assume communities are the solution
Pepsi example - shifted from what business said they wanted (he had arrived with a solution and a tech) - affinity was project teams.
(slide of what is a community)
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4. Learning
It’s said that 90% of learning occurs on the job, but it can be difficult to observe and influence.
What techniques do you use to shape what and how people are learning on the job?
Shape the experience that makes the learning happen
Engage and empower community managers
3) Shape the experience that makes learning happen -- engaging people and promoting learning - leveraging 3 ways of learning (Directive, responsive, organic), roles (community manager, etc)
Personal trainers example and/or cyber
How do you use communities for learning? (ineffectual ‘calls,’) and how are you ensuring that what they’re learning is what they need to learn (vs what people think they need to learn or want to share)
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5. Success Time Speed Agility Acceleration Expense Productivity Ideation
Efficiency
Quality
L&D often struggles to describe how their work impacts the business.
How do you report on the success of learning programs and/or communities?
Demonstrate direct business impact
Leasing - Reduce sme, faster access to time sensitive info, etc. include membership campaign..
(slide of the business results tiles)
Time
Save SME time responding to questions
Faster Q&A turn around
Think about ramp time and how having a role-based community to turn to can reduce ramp time for new hires.
Speed
Cut out the weeks-long development cycle
Our people started learning what they needed to know the day we discovered we needed it
Acceleration
Accelerate change by enabling learners to power their own development with and from each other.
Productivity
Zero time away for micro activities
I didn’t have to spend hours searching for my answer, I got one in 15 minutes - WITH context
Money
Bypass development, maintenance and management costs for formal learning; off load content (exceptions), application and transfer to community
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6. Focus on Engagement First & Always Shape the Learning Experience
Guiding Principles
Focus on Engagement First & Always
Shared Value
People-Centric Design
Co-creation & Management
Shape the Learning Experience
Organic
Responsive
Directed
Expand Your View of Success
Member
L&D
Organization
Engagement --this requires User-Centered Design to determine the shared value prop, long term and continual community management, and ownership and organic feel; engagement first to build trust and to create the conditions for learning
Learning - Happens in three ways, finally a chance to shape that 90%; reduce dependency on formal learning; Speed to market, rapid skillig
Success: Finally measure direct impact;

7. No matter how good our course catalog, no matter what’s on our LMS,
the best source of relevant, up-to-date information is still our people.