1. TechLearn 2005 A Case for Electronic Performance Support Systems (EPSS) in the Post-Training Era Lou Roberts Principal Christensen/Roberts Solutions

2. TechLearn 2005 2 Tell Us About You  What attracted you to this session?  Rate your background with EPSS 1.Novice 2.Know enough to be dangerous 3.Experienced, but not quite expert 4.Expert  How many people come from a traditional training background?

3. TechLearn 2005 3 Food for Thought  What do studies show to be the percentage of formal learning that an employee can recall two weeks after the training? a)80% b)50% c)30%

4. TechLearn 2005 4 Food for Thought  What do studies show to be the percentage of formal learning that an employee can recall two weeks after the training? a)80% b)60% c)30%

5. TechLearn 2005 5 Food for Thought  How much time does the typical knowledge worker spend searching for knowledge needed to do his/her job? a)Two hours per month b)Two hours per week c)Two hours per day

6. TechLearn 2005 6 Food for Thought  How much time does the typical knowledge worker spend searching for knowledge needed to do his/her job? a)One hour per month b)One hour per week c)Two hours per day

7. TechLearn 2005 7 Food for Thought  Which represents the greater expense when using formal learning events to achieve competency? a)The cost of developing and delivering the training b)The cost of employee time spent in non- productive training activities

8. TechLearn 2005 8 Food for Thought  Which represents the greater expense when using formal learning events to achieve competency? a)The cost of developing and delivering the training b)The cost of employee time spent in non- productive training activities

9. TechLearn 2005 9 The Opportunity  Make more informed business decisions when formulating your performance improvement solutions that take into account: a)Costs of sending employees to training (Opportunity Cost) b)Costs associated with inefficiencies of traditional training Transfer / recall Access to knowledge/information at the point-of- performance

10. TechLearn 2005 10 So, what’s an Electronic Performance Support System (EPSS)? Technology-mediated solutions to support any task or process, using a performance- centered design approach

11. TechLearn 2005 11 Bridging the Gaps through Performance-Centered Design Three Principles of Performance- Centered Design 1. Learning takes place in the context of the work that needs to be done 3. Determine whether learning should be an outcome at all 2. Learning happens as close to the point of performance as possible

12. TechLearn 2005 12 Performance Centered Design – Paradigm Shift Learning is a prerequisite to doing Consider learning and performance as one process Focus on the worker’s skills/knowledge gap Focus on the process (workflow) Provide reference tools as adjuncts to traditional training Integrate task-enabling tools and learning activities into the workflow BeforeAfter Primary focus is on what needs to be learned Consider what, where, and when to learn Engage learners through artificial motivation Take advantage of moment of greatest receptivity

13. TechLearn 2005 13 Demos  IRS 1099r IRS 1099r  Real Estate Application Training Toolkit Real Estate Application Training Toolkit  Salesforce.com Salesforce.com  Performance Toolkits –Weather4Sailors –Selling Business Value –Training ToolkitTraining Toolkit

14. TechLearn 2005 14 New EPSS Tools  Quickly capture the workflow (if computer-mediated)  Efficiently create rich learning assets  Deploy solutions within the live application  Monitor user interaction within the live application to provide the right support at the right moment  Evaluate user inputs and therefore prevent mistakes from being made  All with minimal intervention from the IT department

15. TechLearn 2005 15 ActiveGuide by RocketTools  No player, plug-ins or downloads  Easily retrofits to existing web-based applications and websites  No need for re-engineering

16. TechLearn 2005 16 epiPlex by Epiance  Best Capture technology  Cross-platform  Cross-application

17. TechLearn 2005 17 How do you get started? – Best Candidates for EPSS  Processes that are largely computer-mediated  Processes for which best practices and expertise is readily available  Processes where best practices or consistency is preferred over creativity and personal style.

18. TechLearn 2005 18 Summary  Which is the more important goal for your organization? a)Having highly-trained employees b)Having employees who perform with a high level of competence and productivity

19. TechLearn 2005 19 Summary  Which is the more important goal for your organization? a)Having highly-trained employees b)Having employees who perform with a high level of competence and productivity

20. TechLearn 2005 20 Summary  Which represents a better investment for your organization: a)Finding ways to create as much training as possible for the least amount of training investment? b)Finding ways to enable employees to perform competently in as little training time as possible?

21. TechLearn 2005 21 Summary  Which represents a better investment for your organization: a)Finding ways to create as much training as possible for the least amount of training investment? b)Finding ways to enable employees to perform competently in as little training time as possible?

22. TechLearn 2005 22 Summary  As we go forward, where should we be looking to aim our interventions: a)Formal learning events? b)The Point of Performance? c)Into the work itself?

23. TechLearn 2005 23 Summary  As we go forward, where should we be looking to aim our interventions: a)Formal learning events? b)The Point of Performance? c)Into the work itself?

24. TechLearn 2005 “The great aim of education is not knowledge but action.” (Herbert Spenser) Lou Roberts Christensen/Roberts Solutions lroberts@crsol.com TechLearn 2005

25. 25 EXTRA SLIDES

26. TechLearn 2005 26 Business Process Modeling Notation (BPMN) is Becoming Standard Task Modeling Language

27. TechLearn 2005 27 What is the value of cost-cutting?  Companies spend.5 to 1 percent of their operating budget on training  If you reduce the budget by 10%, you can cut the operating budget by.05 to.1 percent.  Companies spend 70 percent of their operating budget on labor costs.  If you increase workforce performance by 5%, the top-line value increases by 5%.  Where will you get best value? Squeezing costs out of 1% of the operating budget, or increasing performance of the 70% of operating budget that goes to labor? Source: ASTD’s 2004 State of the Industry report, Heidi Spirgi, CLO Magazine, September 2005

28. TechLearn 2005 28 Organizational Economic Climate Source: Conference Board survey Heidi Spirgi, CLO Magazine, September, 2005

29. TechLearn 2005 29 Doing Learning Point of Performance Before Performance Wizards Job Aids Simulations Manuals Training Courses Interactive Coaches Workflow-based knowledge assets

30. TechLearn 2005 30 Doing Learning Point of Performance Before Performance Wizards Job Aids Simulations Manuals Training Courses Interactive Coaches Workflow-based knowledge assets

31. TechLearn 2005 31 Performance Hurdles  Workers in most American factories spend just 20 percent of their time making things.  Supervisors spend no more than 20 percent of their time doing things that appear in their job descriptions.  Knowledge workers spend just 20 percent of their time adding core value… Jay Cross and Tony O’Driscoll “Workflow Learning Gets Real,” Training Magazine