Cloud-Based Learning Solutions - Skillsoft

Cloud-Based Learning Solutions

Making the Right Choice for Your Enterprise

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Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Section 3: Selecting the right cloud-based learning partner.... 30
Content............................................................................... 32
Table of contents Technology........................................................................ 33
Service................................................................................ 34
Introduction.................................................................................. 3 Experience......................................................................... 35
Why read this?..................................................................... 4 Thought-leader insight: Todd Tauber................................ 37
Who should read this?......................................................... 4 Section 4: Developing the business case for
Section 1: Why cloud-based learning?........................................ 5
What is cloud-based learning?............................................ 6 cloud-based learning ........................................................... 38
Features of common learning types.................................... 7 Why do L&D business cases fail?....................................... 39
Common benefits of elearning............................................ 8 Case study snapshot: PGA of America.............................. 40
Myth: Event-based learning is sufficient as Who are the stakeholders and what
are their priorities?......................................................... 41
a stand-alone learning program offering...................... 9 Four stages of a business case........................................... 44
Myth: Yes, we have skills gaps, but it’s Stage 1: Define the business issue...................................... 45
Stage 2: Analyze the alternatives and select
not that serious of an issue............................................ 11
Myth: A single LMS/TMS is the the best option............................................................... 45
Stage 3: Prepare the business case.................................... 45
be-all-end-all solution................................................... 12 Stage 4: Deliver the business case..................................... 45
Trend: Mobile learning...................................................... 13 Objection handling............................................................ 46
Trend: Social learning........................................................ 14 Thought-leader insight: Laci Loew..................................... 48
Thought-leader insight: Dan Pontefract............................. 15 Section 5: Purchasing cloud-based learning solutions.............. 49
Should you build or buy? .................................................. 16 Contractual milestones to anticipate ................................ 50
Section 2: What cloud-based learning success looks like......... 18 Understanding cloud-based licensing............................... 51
The four building blocks to success................................... 20 Cloud-based pricing trends............................................... 52
Engagement...................................................................... 21 Navigating the contract process....................................... 53
Case study snapshot: Ingersoll Rand................................. 22 Section 6: Skillsoft: a global leader in cloud-based learning.... 55
Alignment.......................................................................... 23 Resources at-a-glance................................................................ 57
Case study snapshot: Active Network............................... 24 Contributors................................................................................ 60
Thought-leader insight: David Vance................................ 25
Adoption............................................................................ 26 2
Case study snapshot: Sprint............................................... 27
Value.................................................................................. 28
Thought-leader insight: Elliott Masie.................................. 29

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Introduction

Learning is a business process, functions, especially in learning. program will grow individuals who in
but for a very long time it has When technology is applied to turn, will grow their organization.
operated inefficiently. The time to how an organization learns, it can
take advantage of the benefits that scale farther, decrease costs and 2X The world’s information is
technology-based learning can drive a much more productive and doubling every two years.1
provide is now. Other business agile workforce. It truly unleashes
functions have figured out how the potential within human capital, 50X By 2020, in the course of
to exploit the natural benefits of unquestionably the most a single decade, the world
technology for many years. Imagine expensive and important type of will generate 50 times the
a marketing department that didn’t capital within any organization. amount of information
maximize the use of electronic Now is the time for learning that exists.2
media to reach its audience, track functions to truly run like any
clicks on websites to identify other business process. 50B By 2020, there will be 50
high-interest electronic real estate billion devices connected
or use search optimization in their When the right learning is to the internet.3
demand-generation strategies. embedded in an organization, it
Imagine an organization’s has the capacity to make deep The pace of change is accelerating at an
operational processes without and positive business impact; exponential rate, yet the information
supply-chain intelligence, to spur innovation; to raise the overload causes frustration, lost time
production automation or instant- bottom line and reduce turnover; to and stagnant business performance.
delivery tracking software. increase engagement and lessen
inefficiencies. The right learning How is your organization helping employees
The reality is that the inherent fuels behavioral change, greater weed through information clutter to get what
advantages of technology have not outcomes and organizational they need when they need it?
been fully exploited within key HR agility. In essence, the right learning

1 Extracting Value from Chaos by John Gantz and David Reinsel. IDC iView, June 2011.
2 Extracting Value from Chaos by John Gantz and David Reinsel. IDC iView, June 2011.
3 The Internet of Things How the Next Evolution of the Internet Is Changing Everything by Dave Evans. Cisco, 2011.

3

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Introduction 4

Why read this?

Why read this? Who should read this? Learning is experiencing
a powerful transformation.
We have compiled all the relevant If you can initiate change and No longer limited to
information needed to understand garner purchase agreement; if you instructor-led events
the types and benefits of learning are responsible for researching, and static eLearning,
programs within an organization; purchasing and/or influencing technology has enabled a
how to influence stakeholders; colleagues on an effective, dynamic mix of interactive
how to build a business case; affordable learning program, experiences where
how to select the right partner and this is for you. Specifically, if you individuals can learn at
much more. This is a convenient, are a manager, CLO or work in their own pace and get
all-encompassing guide to help you departments such as procurement, the information they need,
navigate the path to bring a learning IT, HR or L&D and are looking for just the way they want it,
program to your organization an effective, affordable learning exactly when they need it.
and ultimately, behavioral change solution to drive business This provides new horizons
resulting in improved outcomes for impact in your department or for business performance
individuals and the organization. organization, this is for you. You for organizations willing
Educate yourself, share with others may be someone who is trying to invest in learning
in your organization and lead them to scale learning across a global technology to empower
to an informed decision. organization, cut costs with your their employees.
current learning programs or
want to affect the bottom line of Mike Cooke
your organization with improved Chairman and CEO, Brandon Hall Group
efficiencies and business outcomes.

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 1

Why cloud-based learning?

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Section 1

What is cloud-based learning?

To best answer this question, we place in a physical • Virtual ILT: Traditional Download Now
should explore a number of terms classroom. It falls under classroom-based, or instructor-
that have similar connotations in the event-based learning. led training that is available Whitepaper:
learning industry: online, synchronously. It falls Learning in the Cloud:
• M assive Open Online under event-based learning. 10 Factors to Consider
• Classroom-based training: Course (MOOC): MOOCs
This is the traditional desk- are free, lecture-based courses Some people use these above www.skillsoft.com/LearnCloud
and-chair environment that designed to enroll tens of terms interchangeably. In taking the
takes place in a physical thousands of learners and have terminology one step further, there
location. It falls under concrete start and end dates is a recently coined term called
event-based learning. (about 6-12 weeks in length). cloud-based learning.

• Elearning: Short for • O nline learning: This • Cloud-based learning:
“electronic learning,” it’s term is interchangeable Online learning, or elearning,
learning that can be accessed with “elearning.” that is available in the cloud;
synchronously (at the same meaning that resources are
time as others, also called • T echnology-enabled stored in a virtual environment,
event-based learning) or learning: Any type of learning accessed from various forms of
asynchronously (at a different that requires technology such web-enabled devices.
time than others) via as learning that is accessed
electronic means. via tablets, computers,
smartphones, portals, etc.
• Instructor-led training (ILT):
Similar to classroom-based • Web-based training (WBT):
training, this training is led by Any type of training that is
an instructor and typically takes accessed via the internet
on a computer.

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Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 1

Features of common learning types

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There are many different types of learning modalities as mentioned earlier in this section - each with its own
advantages and disadvantages. This handy chart compares the main modalities across several key features.

Cost-efficient Cloud-based Classroom-based Virtual classroom Internally developed Buyers beware
learning learning learning elearning
Portable X X Free assets online are often:
X X X NOT guaranteed
Low carbon footprint X X X NOT curated
X X X NOT maintained
Curated X NOT aligned
NOT embedded in workflow
Variety of learning XX NOT held to quality standards
modalities
X X X
Embedded into X
daily workflow XX

Enterprise-scalable X

Quickly deployed

Aligned to
business objectives

Automatically
maintained

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Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 1

Common benefits of elearning

Elearning offers a wide-range of Benefits of elearning Share On
benefits to organizations. Chief
among these is the ability to reach 1. Increase sales 10. Accelerate productivity 8
more people at more points in time
resulting in the increased transfer 2. Increase customer service 11. Increase agility & flexibility
of learning to job performance.
In addition, organizations tend to 3. Increase quality 12. Increase content deployment
save time and money with an
elearning investment. 4. Increase output 13. Increase availability

IDC4 states that knowledge workers 5. Reduce travel time & costs 14. Shorten development cycles
spend approximately 30% of their
time searching for data to bridge 6. Reduce employee turnover 15. Increase onboarding content
knowledge and skill gaps, yet about
half of that time is wasted because 7. Reduce lawsuits 16. Recruit better employees
the tools available aren’t able to
adequately bridge those gaps. The 8. Reduce time away from work 17. Retain high-potential
quantitative savings obtained from
the reduction in expenses, either 9. Reduce scrap learning rate employees
actual or forecasted, usually offset
the initial costs involved in bringing
elearning into an organization. The
qualitative results provide an
increased focus on work processes,
customers and overall productivity.

4 The High Cost of Not Finding Information by Susan Feldman and Chris Sherman. IDC, July 2001.

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Section 1

Myth: Event-based learning is sufficient as
a stand-alone learning program offering

Truth: Continuous get sidetracked with day-to-day Companies can face obstacles by Watch Now
learning heightens skill responsibilities and don’t take the being too event-centric and by not
transfer to the job necessary opportunity to reinforce addressing the skill gap challenges Learn how an organization
what we learned while we were posed by the talent crisis. Learner converted one ILT course to an
Event-based learning programs away. And because of that, expectations have shifted and most elearning course and saved
are those that have a general we forget. organizations have not adapted hundreds of thousands of dollars
start and end date or time such appropriately or with enough speed in doing so.
as instructor-led training (ILT) and The Forgetting Curve (see page to accommodate the pace of www.skillsoft.com/Areva
workshops. More often than not, 10) shows us that most of what we change in the world around them.
industry leaders question whether learned is lost very quickly – that
these event-based learning includes the investment we made
programs are sticking and when sending employees away for
creating desired behavior changes. training events.
Event-based programs certainly
are not scalable. With the rapid Because of this, learning should
need for skill development and not be viewed as an independent
transfer, organizations need event; rather, learning should
learning solutions with be infused in the day-to-day
enterprise-wide scalability. and available anywhere and
everywhere employees need it.
We’ve all experienced it. We go to a Leading organizations embrace a
great class or conference. We get a continuous learning model where
ton of incredible information. We employees have access to a
get motivated and charged up constant flow of succinct
about everything we learned. on-demand resources to support
Then, we get back to our job, their development.

9

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Section 1

Myth: Event-based learning is sufficient as
a stand-alone learning program offering

The Forgetting Curve

Retention (%)

100 Immediate Recall

90

80
Without context, 50%

70 is forgotten in 1 hour

60 20 min

50 1 hour 80% is forgotten 90% is forgotten
after 2 days after 31 days
40 9 hours
30 6 days 31 days
20 2 days

10

Elapsed Days Since Event

This graph is available as part of a downloadable business case template on page 43.
5 Memory: Contribution to Experimental Psychology by Herman Ebbinghaus. 1885/1913.

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Section 1

Myth: Yes, we have skills gaps, but
it’s not that serious of an issue.

Download Now

Whitepaper:
Challenge the Status Quo
with a Smarter Approach to
the Global Talent Crisis

www.skillsoft.com/TalentCrisis

Truth: There is a same report, we learn that 50% of talent crisis. Offering a culture of
global talent crisis and CEOs plan to increase headcount continuous learning aligned to goals
most HR leaders are over the next 12 months. Despite and closing those gaps is the next.
underprepared. many HR leaders thinking that the
talent gap is not a serious problem, The good news for HR functions is
By 2020, the global labor market it truly is. the emphasis being put on securing
and keeping good talent. According
faces a shortage of 38-40 million How do you know what skills your to The 2020 Workplace,8 “the
employees have, which ones they increased focus on talent is making
college-educated workers and need and where the gap exists? the human resources function
Defining the skills they already within organizations more integral to
45 million secondary educated have versus the skills they need an organization’s success.”
is the first step to surviving the
workers6. According to the PWC7

17th Annual Global CEO Survey,

63% of CEOs are concerned about

the availability of key skills. In that

6 T he world at work: Jobs, pay, and skills for 3.5 billion people by Richard Dobbs, Anu Madgavkar, Dominic Barton, Eric Labaye, James Manyika, Charles Roxburgh, Susan Lund, Siddarth Madhav. McKinsey Global Institute, June 2012.
7 17th Annual Global CEO Survey. PwC, 2014.
8 The 2020 Workplace: How innovative companies attract, develop, and keep tomorrow’s employees today by Jeanne C. Meister and Karie Willyerd. Harper Business, 2010.

11

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Section 1

Myth: A single LMS/TMS is
the be-all-end-all solution

Truth: More than portals, enterprise applications, Integration Between Learning and Talent Management Elements10
one system may be learning portals and more. As a
needed to achieve result, Brandon Hall Group shares How much integration exists between learning and
your desired results that the third most important the following talent management elements?
requirement for an organization’s
While many strive to have a single, LMS is its ability to integrate with Performance management 19.2% 32.1% 25.4% 16.6% 6.7%
unified platforms, be it a Learning enterprise applications.9
Management System (LMS) or a Leadership development 21.9% 27.3% 23% 19.7% 8.2%
Talent Management System (TMS), If you aren’t leveraging multiple
the reality is that most organizations platforms, you may be making Competency management 29.7% 26.4% 20.3% 17.6% 6%
need multiple tools and platforms unnecessary compromises and
to achieve integrated talent the end-user experience could Workforce planning 33.1% 33.7% 16.9% 11.6% 4.7%
management. One platform can’t be suffering. Talent acquisition 34% 34%
be good at everything. 34.1% 18.1% 11.1% 2.8%
The cost of a new LMS Succession planning 29.3%
Consider how the learning solution is approximately 19.8% 12.6% 4.2%
landscape is changing with two to three times the
the adoption of social, mobile, cost of maintaining a Comp/rewards 42% 29% 14.8% 11.9% 2.3%
generational learning and emerging current solution.9
technologies. Learning is becoming 1-There is no integration at all
more interactive and often relies on 2-There is some integration, but it requires programming
a sophisticated platform to serve it 3-There is some seamless integration
up. A contextual and engaging user 4-There is total integration but it requires programming
experience is expected but often 5-There is total integration out of the box
requires the blending of corporate

9 The Race to Replace: Results from the 2012 LMS Trends Survey by David Wentworth. Brandon Hall Group, December 2012.
10 Integration Between Learning and Talent Management Elements. Brandon Hall Group State of Learning and Development, 2014. Used with permission.

12

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 1

Trend: Mobile learning

With smartphones and tablets their level of support for Bring Share On
becoming more and more Your Own Device (BYOD). Today
commonplace in enterprise the trick for content providers and Download Now
environments, the interest in consumers is to “future-proof” their
mobile learning is heating up. Many mobile-learning strategy which Download the full white
organizations see the promise of means including options for new paper to learn more,
mobile learning; is now the time to developments and devices in the Five Calls to Make When
take the plunge into mobile learning rapidly changing mobile market. Developing a Mobile
or should you wait for a more stable Learning Strategy.
mobile landscape to emerge? 5 questions to ask when developing
It’s important for organizations to a mobile learning strategy www.skillsoft.com/5Calls
focus on some basic issues before
making this important decision. 1. What does “mobile” mean? 13

The evolution of the mobile market 2. W hat problem are you trying to solve?
will play a key role in whether
you decide to move forward with 3. What devices will you support?
building content geared specifically
around a single device (such as the 4. D o you have the necessary organizational support?
iPad) or if you want to take a more
flexible approach. The devices you 5. H ow does it fit into your existing learning strategy
support may be largely dictated by and ecosystem?
your organization’s IT decisions,
including whether they will purchase
tablet devices for employees, or

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 1

Trend: Social learning

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With geographically dispersed view an up-to-date news feed of Download Now “
workforces and employees activities and content generated by
perpetually on the go, social media other users in their organization. Whitepaper:
is at the heart of keeping people The Eight Truths of Social
and teams connected. Facebook Social learning enables employees to collaborate and share ideas. Learning. Now.
has a billion active users and it’s no
longer a question of whether or not www.skillsoft.com/8Truths
you’ve heard of it, it’s a question
of what your last post was about. “The 2020 workplace: An organizational
environment that provides an intensely
Because employees likely have personalized, social experience to attract,
social media behaviors either on the develop, and engage employees across
job and/or off the job, the idea of all generations and geographies.11
social learning is taking hold. It’s
important, however, to apply social
learning in the right context.

Cloud-based learning naturally
lends itself to collaboration via
social media. Social learning
layers that are built as a feature
set within an LMS can enable
learners to create public notes and
discussions related to online assets,
follow colleagues of interest and

11 The 2020 Workplace: How innovative companies attract, develop, and keep tomorrow’s employees today by Jeanne C. Meister and Karie Willyerd. Harper Business, 2010.

14

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Thought-leader insight

Dan Pontefract

Dan Pontefract is author of FLAT ARMY: without its culture. It’s a draconian exchange of knowledge, content employees to access social media
Creating a Connected and Engaged stance to take, one that ensures and ideas — through collaborative sites, which is actually a fall of 10%.
Organization and is Chief Envisioner of disengagement will flourish (an technologies — it breaks down This is not a good trend. Social,
TELUS Transformation Office where he helps oxymoron, I know) and learning the barriers of hierarchy. Imagine a mobile wearables and whatever
organizations and leaders improve employee will be trapped in a classroom and Senior Vice President who begins is next are part of our human
engagement, leadership development and LMS forever. a weekly internal blog, discussing condition. We invent to survive. We
organizational culture. important “executive” topics with ideate to thrive. We create to exist.
Skillsoft: How would offering her team or the organization, while Everything is the next hot thing for
Skillsoft: What does an organization social learning benefit using it as a platform to solicit organizations to offer employees
without social learning look like? employee engagement? feedback and ideas on said topics. as part of a learning program. It’s
What COULD it look like? Dan: To make a peanut butter How is that not a good way in not limited to social or mobile. A
Dan: The water cooler has been and jelly sandwich, one first must which to both learn and increase true learning organization should be
both a figurative and literal location start with two pieces of bread. employee engagement at the listening to its employees (as well
of exchange. So too has the Let’s refer to this as formal learning. same time? as industry) to determine how these
break room, the lunch room, the The peanut butter makes the new forms of technologies (and
elevator … heck, even smokers’ bread stick together, something I Skillsoft: Is mobile or social the ideas) can assist the employee to
alley outside the building. Social like to refer to as informal learning next hot thing for organizations become better engaged, better
learning has always been a part of (e.g., coaching, mentoring, job to offer employees as part of a educated to, in turn, perform better
organizations. It’s the exchange of shadowing, books, etc.). But it’s the learning program? Why? in their role for purposes of the
knowledge, intelligence, ideas and sweet irony of the jelly that makes Dan: I read with disdain a recent customer they serve.
feedback through non-formal the sandwich complete. That report from Proskauer entitled
means. The ‘new’ social learning — sweetness comes in the form of Social Media in the Workplace
where the utilization of collaborative social learning, and it’s necessary if Global Study. They found 36% of
technologies aid and abet the one wants an engaged organization employers actively block access to
exchange — is a new must. and improved operating culture. such external social media sites,
Why prevent it? Why stop it? An Social learning not only connects compared to 29% in 2012 and 43%
organization without social learning and unites one another in the of businesses permit all of their
is an organization without its soul …

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Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 1

Should you build or buy?

As a general rule of thumb, half of like time management, leading Share On
all learning within any organization teams, productivity, etc.
is generic, meaning that the same Watch Now
general content and learning • B uy and customize off-the-
objectives apply across the industry, shelf content for instances Hear how Hitachi made the
while the remaining half is unique to in which your organization decision to build or buy.
the personality of that organization requires specific branding,
and needs to be custom-developed examples or content alignment. www.skillsoft.com/Hitachi
either internally or externally.
• Build only when you need 16
For learning assets that need to company-specific content
be created, the options include (such as a specialized
customizing off-the-shelf learning internal procedure, company
and building. So, how do you know proprietary information, training
when to buy and when to build? on custom/proprietary
software applications).
• B uy everything that is general
knowledge not specific to your
organization such as the
following: industry certifications
like the PMI® Certification
Program; technology
certifications from Microsoft®,
Oracle®, Cisco®, CompTIA®,
etc.; desktop applications; and
standard business practices

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 1

Should you build or buy?

Buy Versus Build Flowchart12 Share On

Flowchart Key Identify your Analyze your 17
needs resources
Action

Decision Are you
Flow Direction teaching a
proprietary Yes Do you have Yes
business skill more than
or process? 500 users? Build

End No No

Buy No Do you need Can you No
Off-the-Shelf company specific customize an

language or existing
graphics? product?

Yes Yes
Customize
Customize Off-the-Shelf
Off-the-Shelf

12 “Buy versus build” flowchart, Learning Circuits by Laura Francis. January 2002
Reprinted with permission of the American Society for Training and Development.

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 2

What cloud-based learning success looks like

DECREASED INCREASED DECREASED INCREASED SALES
TURNOVER ENGAGEMENT CYCLE TIMES

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Section 2

What cloud-based learning
success looks like

As in all parts of a healthy alignment. This leads to adoption
enterprise, success is no accident. of tools enabling employees to
New products are not put into the deliver an added value to the
market in the hope that someone enterprise. Online solutions are ripe
will buy them because they exist. for delivering this type of value;
Improved operations and cost value grounded in efficiency and
structures are not achieved by effectiveness leading the tangible
simply putting new technologies business outcomes.
or controls in place. Success
is created through intentional Usage alone ≠ Value
leadership, making the right tools Business outcomes = Value
and resources accessible and
putting defined business processes
in place to deliver real-time
information to the workforce, so
employees can solve business
problems and achieve results.

Real breakthroughs in performance
are realized only when organizations
move away from a “usage equals
value” mindset to an operating
model that perpetually promotes
continuous learning through
effective engagement and tight

19

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 2

The four building blocks to success

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The most successful companies Engagement Alignment Adoption Value
using elearning apply a complete
operating model covering four •• Value objectives •• Learning solutions •• Marketing of how •• Demonstrate impact
essential building blocks. defined up front with aligned to enable learner performance against the value
stakeholder buy-in value objectives expectations objectives
1. Engagement contribute to
•• Annual success •• Context is key organizational •• Outcomes are
2. Alignment criteria is defined (right people, right value objectives optimized through
in order to deliver content, right time) the quality of
3. Adoption progress toward •• Accessibility and engagement
the value objectives visibility are vital alignment and
4. Value adoption efforts

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Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 2

Engagement

Successful engagement begins Best-in-class have executive/ Share On
with committed leaders setting management sponsorship13
the direction and tone. Check It Out
84% manage programs with
• Value objectives defined up executive support According to David Vance, author of
front with stakeholder buy-in The Business of Learning: How to Manage
93% with executive support Corporate Training to Improve Your Bottom
• Active sponsorship of have goals or success Line, “measurement strategy flows from
executives/stakeholders criteria in place the management strategy.”
Read Dave’s blog post on the topic.
• Regular strategy sessions to 87% commit internal
ensure alignment to critical resources www.skillsoft.com/Measure
organizational priorities
21
• Annual success criteria
defined and monitored
ongoing to deliver progress
toward the value objectives

• Continuous improvement
is top of mind

13 The Skillsoft Impact Analysis, by Laura Rexford. Skillsoft, 2014.

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Case study snapshot: Ingersoll Rand

Enhancing a leChaalrlenngieng culture
through focused objectives

Solution

Challenge Results Ingersoll Rand applied the Skillsoft We have leveraged
Learning Growth Model to identify the resources of
• Improve processes • Promote and link learning areas where its learning programs IRU and Skillsoft to
content through LMS ads could better leverage resources create a standard for
• ImprSovoelbuletnidoedn to meet critical needs. This project management
learning solutions • Develop search and resulted in developing strategies development and
• Improve internal feedback programs that that could increase performance change our culture for
raised learning awareness and accelerate business results of execution excellence.
• pImropglReramemensmtuacrolkmtestpinegtency which, five primary areas of focus
• Higher employee were identified. Manolo Caballer
mapping engagement and course Director of Engineering Excellence,
• Impact business through completion statistics The university set out to improve Ingersoll Rand
the internal communication,
stratCeghic ainitlialteivnesge • Improved awareness of implemented a catalog maintenance Download Now
content availability throughout process and improved the user
Solution the organization experience. It also mixed Ingersoll Read more in the full
Rand-specific content with Skillsoft Ingersoll Rand case study
• Work with Skillsoft to improve • A learning culture driven by professional development resources
employees and managers to create a comprehensive www.skillsoft.com/IR
contRenet osffuerlintgss approach to manager training that
• Development tied back to aligns with their overall strategy.
• U tilize Skillsoft services for organizational goals
competency mapping Skillsoft assisted Ingersoll Rand in
• Learning initiatives are more mapping content back to learning
targeted and focused in resources to add relevance
their content and value to the development
process that motivates learners
and drives engagement.

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Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 2

Alignment

According to the UK-based In its 2013 benchmark study, Watch Now Share On
research organization Towards Towards Maturity13 found those
Maturity14, seven habits emerge organizations scoring well in the Hear how Micron aligned its Download Now
when describing top learning Alignment Index are more likely training to goals to increase
companies exhibiting tight strategic to report that managers in top business performance. Read the full Towards
alignment. Well-aligned organizations agree that online www.skillsoft.com/Micron Maturity research report:
L&D organizations: learning delivers a range of Aligning learning to business
business benefits. Compared with
1. A ctively involve business those in the bottom quartile, those www.skillsoft.com/Align
leaders in learning decisions in the top quartile are at least four
times more likely to deliver: 23
2. U se strategic business
objectives to determine • Increased organizational
learning priorities revenue

3. Focus on the end results • Improved productivity
• Improved staff engagement
4. Integrate with HR and • Reduced staff turnover
talent strategy • Decrease in their training

5. Demonstrate business value costs and delivery time

6. E nsure staff members
understand their contribution

7. E njoy proactive management
commitment

14 Aligning learning to business, Towards Maturity In-Focus Report. Towards Maturity, 2014

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Case study snapshot: ACTIVE Network

Bento box learCnhailnlenggefor
a global organization

Solution

Challenge Results Due to global expansion and The team piloted the new bento
growth, traditional live classroom boxes in the creation of the
• Build a financially viable • Higher adoption among training was no longer a scalable company’s high-potential leader
employees across the globe. economic option. The head of the program portal and uses the
learnSinog lpurotgiraomnfor a talent development team knew model for any specific skills that
• Flexible learning program that that a blended talent development need to be developed.
growing workforce. adapts to needs of employees. program with a strong elearning
• Develop talent to fill component would be the
• Effective and easy tracking of most effective way to reach a
• sImucpclReemseseinsotnuleplaiptrnseilninge. learning application. diverse set of learners across
geographic locations.
that is consistent and Formal Social
After finding an LMS and elearning
acceCsshiblae gllloebanllyg. e content provider, the team soon Informal Social Informal
realized just offering resources
Solution wasn’t working. The employees The Bento Box approach to learning.
had too many choices and they
• Provide employees with a were overwhelmed.

varieRtyeofsleuarlntisng resources. To combat the problem, the team
developed short, focused, custom
• Bundle content into targeted portals they referred to as bento
learning packages. boxes; each containing bite-sized
learning assets.
Download Now

Read more in the full
ACTIVE Network case study

www.skillsoft.com/ActiveNetwork

24

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Thought-leader insight

David Vance

David is the executive director of the Center key metrics. Approach can make for both operational reporting Reporting Principles (TDRp) in
for Talent Reporting, an industry-led, or break your efforts to engage and executive reporting across your practice. You will easily find
nonprofit organization dedicated to the stakeholders to build credibility, a number of talent disciplines. efficiency measures worth planning
improvement and standardization of human demonstrate alignment to the For L&D, three foundational and reporting, and you will also
capital measurement, reporting and business, agree on plans and statements summarizing efficiency, want to report effectiveness
management to deliver significant business targets and get credit for the value effectiveness and outcome metrics measures and your contribution
value. The Center is the home of Talent your team delivers. Fortunately, are recommended. While the to critical business outcomes.
Development Reporting principles (TDRp). a consortium of thought-leaders, approach is standards-based,
Prior to launching the Center for Talent business leaders and financial the statement line items can be For more details about the
Reporting, Dave was Chief Learning Officer experts collaborated to establish tailored to your business or industry Center for Talent Reporting
at Caterpillar, Inc. where he also served as a set of principles, standards as needed providing an essential and the Talent Development
Chief Economist and Head of the Business and defined measures called the framework that’s flexible. Similar Reporting Principles, visit
Intelligence Group. Talent Development Reporting guidance for executive reporting www.centerfortalentreporting.org.
principles to guide you so you is included as part of TDRp as
A lot of emphasis is placed on can run training like a business well, which will help you present
learning measurement. That’s good, by measuring, reporting and meaningful business data in a
yet it’s vital to not lose sight of why managing what is really important language and format familiar to
we measure. After all, metrics are to your organization. Hundreds of executives who do not understand
a means to the end, not an end organizations around the world are complex L&D terminology and
in themselves. Their purpose lies now using TDRp as their framework evaluation models.
in the decisions they inform and to deliver greater business value
the story they tell about the value and demonstrate their value. As you consider elearning and
an investment or business unit is the value it will create in your
contributing to the organization. TDRp is a defined set of organization I highly recommend
You not only have to have the right principles providing guidance applying the Talent Development
data, but the right approach when
compiling and communicating

25

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 2

Adoption

How important are completions in Just as elearning is not measured Share On
an elearning adoption strategy? in the same manner as classroom
Well, it depends. In some cases, learning, it’s vital to also recognize Check It Out
completions are essential. With that they are not consumed in the
compliance training or other same manner either. One of the Read David Vance’s take in
mandatory training, completions primary attractions to elearning Are Completions a Good
are typically valuable. Yet, in cases is that it’s “just for me,” meaning Measure for eLearning?
of behavioral or technical skills individuals can participate in just
development the value of the learning related to their unique www.skillsoft.com/Completions
completions is quickly eroded. needs and invest time reviewing
only the material that is relevant to 26
Adoption success looks like: their needs. Technology enables
this high degree of personal
• Many individuals consuming tailoring and allows experienced
elearning repeatedly over time adults to get what they need and
refocus more quickly on the task
• Embedding the learning into at hand.
the workflow
In addition to the idea of
• Actively communicating personalization, key to elearning’s
relevant content options and value is the opportunity to scale, to
promoting consumption to reach the masses. It’s only when
individuals and groups you are effecting change across the
entire organization that you achieve
• Highly accessible and visible meaningful performance gains.
across the enterprise

• Broad management buy-in

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Case study snapshot: Sprint

What gets meaChsaullerngeed
improves at Sprint

Solution

Challenge Results Sprint University, the L&D • How learners are developing
entity within the world-class new knowledge from the
• Deliver measurable continuous •• A $90 impact benefit from telecommunications firm of 37,000 Skillsoft solutions
Skillsoft for every $1 invested; employees, expertly engages
talenSt oimlpurotvieomennt efforts and almost five times more than the with the business, aligns the right • How learners are applying
classroom impact benefit solutions, drives learner adoption skills they developed from the
hard-hitting business results and measures outcomes. Skillsoft training to their jobs
across more than 37,000 •• An average annual rate of
program improvement of 14% Sprint ensures that the learners that • How much Skillsoft training
empCRloyeheesasuglllloetbsnallyge compared to the industry want to participate in the Skillsoft improved learner job
benchmark of 4% offerings can get to them easily performance
Solution through their LMS.
• How worthwhile the Skillsoft
•• Leverage the long-standing Since Metrics that Matter® holds investment was for Sprint
millions of inputs from a wide
partneRrsehispuwlitthsSkillsoft to spectrum of industries and Year after year, the Skillsoft
modalities, it also provides Sprint improvements on these metrics
adapt and align targeted with a way to gauge itself against are significantly higher than
learning solutions to changing how other organizations the benchmark. According to
business requirements are performing. KnowledgeAdvisors, the average
increase for these measures is
•• Apply the KnowledgeAdvisors When the Skillsoft content was typically 4%. That means that the
measurement platform to evaluated across multiple years, Skillsoft rate of impact is over
automate learning analytics so Sprint experienced a 14% average three times higher than the
Sprint can manage its Skillsoft improvement in effectiveness and industry benchmark.
program with rigorous datasets improvement, namely:
and industry benchmarks Download Now

Read more in the full
Sprint case study

www.skillsoft.com/Sprint

27

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 2

Value

Share On

Outcomes are optimized through Perhaps causal relationships Leading learning analytics providers
the quality of engagement, cannot be defined easily without
alignment and adoption efforts. The deep scientific evidence, however KnowledgeAdvisors www.knowledgeadvisors.com
ultimate test for any learning metric most organizations operate The ROI Institute www.roiinstitute.net
is whether it helps the organization Vestrics www.vestrics.com
deliver peak performance. Does the Outcomes are optimized through the Center for Talent Reporting www.centerfortalentreporting.org
metric help monitor agility or other quality of engagement, alignment The Skillsoft Impact Analysis www.skillsoft.com/Analysis
key organizational characteristic and adoption efforts.
required for success? Does the
data help identify high efficiency successfully every day by applying
or over-investment? Does it allow “roughly reasonable” estimates in
decision-makers to compare decision-making. Are revenues not
performance quarter to quarter? forecasted? Are budgets not based
Does the data help identify on estimates? Is office space not
strengths and opportunities? Can sized based on projected growth?
outcomes be forecasted? Business decisions involving hard
dollar commitments are made
For decades, the limiting belief that routinely based on estimates.
value derived from learning cannot Leaders today demand analysis
be measured has left too many and evidence of value. Thankfully,
organizational leaders with no several worthy evaluation options
data for decision-making and are available both for free and
less confidence in the power of for fee.
technology-based learning.

28

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Thought-leader insight

Elliott Masie

Elliott Masie is a provocative, engaging and Our opportunity is to understand managers want to have more collaboration; and designed by
entertaining futurist, analyst and speaker that each of these generations personalized slices of learning the organization.
focused on the changing world of the has a valuable role to play in our resources just for them, in their
workplace, learning and technology. He organization, and each requires ideal styles. We foresee combinations and even
heads The MASIE Center, (www.masie.com) some special sauce in order to competition among these forces
a Saratoga Springs, NY think tank focused be successful. Outside of work, learners are to create the right, most effective
on how organizations can support learning living lives steeped in media styles of learning personalization.
and knowledge within the workforce. Our opportunity is also to recognize personalization. Today we watch
that each individual that comes very little live TV, instead choosing
Skillsoft: We know that before we to work brings with them wisdom on-demand, on-device and on-
can be successful with elearning that can best be harnessed if our-schedule viewing of what we
we have to look at the culture of an we figure out how they can best want, when we want, in the format
organization. What do you see as a learn and function within their own we want. It’s not surprising that
challenge to culture? generational profile, but also to learners are asking why they can’t
Elliot: There are four generations spend serious time working across have that same flexibility at work.
coming to work every day, ranging those generations, because the
from our new hires, who we might ultimate style is the success style of Learning personalization will require
call next gen, all the way up to the culture of your organization, and newer layers of technology, newer
folks who perhaps are now in the that is ageless. design models and even new
their 70s, and are semi-retired, language for learners and managers
but still coming to work. Each of Skillsoft: How do you see learning to communicate their preferences.
these generations bring a rich set changing in the near future? We have found it helpful to look at
of experiences, and they also bring Elliot: Our field is increasingly learning personalization through
a unique set of both opportunities focusing on learning personalization. a four-tiered model: Chosen by
and challenges. As content and learning options my preferences; driven by big
expand, our learners and their and small data; shaped by social

29

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 3

Selecting the right cloud-based
learning partner

30

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Section 3 Download Now

Selecting the right cloud-based Download a print-friendly,
learning partner easy-to-use RFP checklist.

There are many Requests for according to their analysis, the www.skillsoft.com/RFPChecklist
Proposal (RFP) templates available cost of a new LMS solution
on the internet for you to download. is approximately two to three 31
Keep in mind that there may be a times the cost of maintaining a
number of features listed within the current solution.
templates that your organization
may not need. In other words, it’s The following pages list a number
not the number of features you of typical criteria you may want to
should be concerned with; rather, consider when selecting a cloud-
it’s whether or not the employees based learning solutions partner.
within your organization will realize
behavioral change as a direct result
from selecting the right learning
provider based on the unique
needs of your organization.

Another point to watch out for is
that some departments are trying to
fit their learning strategy within the
confines of an LMS versus having
the LMS enable their learning
strategy. Research from Brandon
Hall Group15 indicates that 48% of
organizations that have an LMS are
looking to replace it. In addition,

15 The Race to Replace: Results from the LMS Satisfaction and Spending Report 2014 by David Wentworth. Brandon Hall Group, February 2014.

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 3

Content

Suggested content  Virtual classrooms Share On
checklist
 Gaming Download Now
Content is available in a wide variety
of modalities sure to appeal to  Social Download a print-friendly,
every type of learner. Regardless easy-to-use RFP checklist.
of the modalities you select,  Topic-specific content curated
first and foremost, consider into easy to use portals www.skillsoft.com/RFPChecklist
the effectiveness, quality and
consistency of content. Some  Instructional and Watch Now
learning vendors create and/or informational content
curate their own content, while Watch a video:
others subcontract one or both of  Depth and breadth of Increase Agility with
those functions out. topic coverage Skillsoft IT Solutions

 Variety of modalities offered:  Ownership/control of www.skillsoft.com/ITSolutions
learning products
 Online, self-paced courses 32
 Localized content
 Books  Support for continuing

 Audio/podcasts professional education &
college credit
 Book summaries  Support for professional
certifications/accreditations
 Videos  Blended learning
resources/tools
 Simulations  Accessibility/Section
508 compliance
 Test prep

 Mentoring

 Webcasts

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 3

Technology

Share On

Suggested technology  Learning programs: Choose If you create your own content,  I ntegration capabilities:
checklist a platform that has the ability look for the LMS to have The ability to integrate with
to create custom learning easy-to-use tools to build, Human Resources Information
Below are common LMS features programs that blends content test, package and deploy. Systems (HRIS), talent
to consider: modalities – even those from management platforms and
external sources like a MOOC -  Catalog content general enterprise software
 E ngaging user interface: A and aligns with your business integration: Choosing a applications allows for
great interface will give learners needs, corporate culture and provider that deploys its content richer experiences, more
an inviting experience with all your training style. for you will save you a significant contextual access and more
their formal, informal, social amount of time and resources, meaningful reporting.
and mobile learning content in  Social learning: Choosing an and also ensure that the latest
a friendly, intuitive and highly LMS with a social learning layer content releases are available  Infrastructure: Select a cloud-
visual format. allows you to best empower for your learners in real time. based platform that provides
your employees to find, create the security, scalability and
 Search & discovery: and share knowledge and  Mobile access: A platform reliability that you need.
Advanced filtering and curated expertise with their colleagues. that is available via tablets and
catalogs allow learners to smartphones allows you to  Localized user interface:
narrow broad results to  I nstructor-led training learn when and where your Multiple geographies may
specific needs. support: If you also utilize learners need to. mean a need for a platform
classroom or virtual training, in multiple languages.
 Targeted learning: Learners choose an LMS with that  R eporting capabilities,
can select portions of learning combines elearning and ILT reporting automation
content such as a topic within a within a single system, and flexibility in report
course or pages from a specific enabling delivery of blended templates: Administrators
book and either take them, learning programs. should have a large number
assign them to learners or of reporting tools available to
groups of learners or combine  C ustomer content creation, them that will analyze learner
them into meaningful packaging and publishing: activity and content utilization.
learning programs.

33

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 3

Service

Suggested service are available? Is the product the provider deliver? Does Share On
checklist documentation comprehensive? the provider enable clients
Are there live SME’s that to customize its off-the-shelf Download Now
Turning content and technology you can turn to if you have content? Are self-publishing
into a learning program isn’t product-related questions? services available? Does the Download a print-friendly,
always easy. Having a reliable supplier offer custom content easy-to-use RFP checklist.
system and access to your  Implementation services: hosting services?
provider’s tried and true processes What resources/expertise www.skillsoft.com/RFPChecklist
and support team is critical. will help in deploying your  Conferences, events,
Important factors to consider: program? Does the provider user groups: Does your Watch Now
have an implementation partner offer opportunities
 Scope of customer service methodology? How long do to learn from other customers See what to expect in
and support: Understand the provider’s implementations and share feedback on Getting started with
which services are part of the typically take? product innovation? Skillsoft: Implementation
license and which require an
additional fee.  Consulting services: What  Benchmarking models: www.skillsoft.com/Implementation
services are embedded to help Does your partner have a
 I ntegration support: If you you align learning programs, strategic framework to guide 34
need to integrate the LMS or map content and ensure your decisions and influence the
content with other systems, programs are impacting your learning maturity of your
is someone available to help? business? What optional/ organization? Do they have a
Does the partner offer single extended services are available process for evaluating success
sign on services? Are these on a for-fee basis? and progression?
services available as a core
service or additional charge?  C ustom content services:
What kind of custom/bespoke
 Training: What product content development does
training and other resources

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Section 3 35

Experience

Suggested experience
checklist

Not only do you want the tangibles
of the products and services listed
earlier, but you should consider a
learning partner with deep, proven
industry experience as well:

 Expertise and tenure of staff
 Size, industry sector and

geographic profile of the
customer base
 Track record for profitability
and growth/sustainability
 Client satisfaction and
renewal rates
 Learner satisfaction scores
 R&D investment level
 Industry recognition & awards
 Benchmarking model
(see page 36)

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 3

Experience

The right supplier will have deep knowledge about the path organizations take as they evolve their learning Share On
strategy. This table illustrates the predictable milestones that organizations encounter as they mature. It is
beneficial to define what stage your organization is operating in now and what stage to set your sights on. Download Now
Then, work closely with your cloud-based learning partner to chart a strategy bridge that helps your
organization achieve your target stage. Download the Skillsoft
Learning Growth Model
Learning Maturity Benchmarking Model white paper to learn more.

Success factors Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 www.skillsoft.com/LGM
Stage goal Supplement Targeted Strategic Integrated Optimized
Business case Enterprise-wide 36
Initiate learning Manage learning Align learning Integrate learning
Learning culture learning
Reduce expenses & Enhance savings & Align to business Increase talent & Broaden & deepen
Learning’s role increase scale remove redundancy goals & increase organizational agility
Blended design business impact talent to extend
Learning is Executive support Recognized as a enterprise
Learning promotion operationally focused & new learning Governance & talent “Learning Organization”
Learner adoption management begins Learning becomes
Learning evaluation Contractor strategies emerge Architect globally ubiquitous
Very little blending, Key player Balanced blends
Consultant become routine C-level role
mostly formal Blending scales to Sophisticated blends
Simple blends social balance multiple Active manager-level across all portfolios
Traditional awareness & mobile begins evangelism begins
marketing modalities 80% + Increased ‘Pull’ Strong learning brand
Highlights & success equity attained
20% + Mostly ‘Push’ stories Portal deep Targeted ROI studies
linking begins 90% + Mostly ‘Pull’
Efficiency of elearning 30% + ‘Pull’
increases 50% + ‘Pull’ = Talent management
‘Push’ analytics
Effectiveness of
elearning Business impact
of elearning

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Thought-leader insight

Todd Tauber

Todd Tauber leads Bersin by Deloitte’s habits and preferences. It’s hard to learning hours delivered at many accessible on mobile devices?
Learning research practice, focusing on engage people if you don’t know companies.17 But we’re also Those things matter a lot because
workforce learning trends, strategies, who you’re talking to. seeing more ILT programs it’s gotten harder and harder
organizations, programs and technologies. leveraging smartphones and to keep people’s attention. So
His thought leadership on learning has been Skillsoft: What does the future tablets to improve the connections their learning has to be easy and
featured by The Atlantic, Business Insider, of ILT-only learning programs between instructors and learners engaging, too.
Yahoo! Finance and Quartz as well as look like? in real-time, though feedback
SHRM and ATD. Todd: I see three big shifts. For and audience polls. 3. What support do you offer to
starters, instructor-led training is help drive adoption and usage? Not
Skillsoft: What’s a common being re-shaped to fit into work Skillsoft: What questions many people do that, when L&D
mistake that organizations make rather than the other way around should an organization be asking teams switch their strategies from
with their elearning programs? – which is how it’s normally been. a prospective vendor when occasional, “push” training to
Todd: A big one is not Programs that used to fill up a week considering an elearning purchase. continuous, “pull” learning – which
understanding their audiences. or two at a time, for example, are Todd: 1. How can we align, they are – they often see demand
With an increasingly diverse now being broken up into shorter configure or customize your drop off. Surprise! Learning isn’t
workforce, a one-size-fits-all bursts and spread out over months. offerings to address our specific workers’ first priority.
approach just doesn’t work Second, I think we’ll have less objectives? This is critical because
anymore. Different people want one-way lecturing and more active people don’t have the time or
and need to learn in different ways. and collaborative learning. We’re motivation to learn anything on-
And yet more than two-thirds of already seeing some L&D teams the-job “just-in-case” anymore.
L&D professionals admit they don’t put more emphasis on learning It has to matter to them.
know much about their learners through projects and with peers.
beyond basic demographics.16 And finally, there will be more 2. How fresh is the content and
They don’t have a good handle technology. Virtual ILT already user experience? For example,
on employees’ knowledge or skills accounts for 12% of formal is the material relevant to current
levels, their work priorities or their challenges and priorities? Is it

16 Key Findings: Becoming a High-Impact Learning Organization, Bersin by Deloitte, August 2012.
17 2014 Corporate Learning Factbook. Bersin by Deloitte, February 2014.

37

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 4

Developing the business case
for cloud-based learning

Business Case

38

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 4

Why do L&D business cases fail?

To understand what business case To develop a successful business L&D driven Share On

success look like, let’s first look at case, you must consider how it Business funded Business driven

what failure looks like. is perceived and how it will L&D enabled

Failure takes place when the impact the greater good of VS.
business case: the organization.
Check It Out
According to CEB (Corporate Who can tell you how
your business case is Take a 9-minute course,
Executive Board), the average Communicating a High-impact
perceived and how it Business Case.

buying team includes 5.4 people18 will impact the greater www.skillsoft.com/BusinessCaseCourse

organizational good? 39

• Is not in line with strategic No single stakeholder can. In fact,
business objectives according to CEB, the average
number of individuals involved with
• Lacks recognition of what is today’s buying decision is 5.4. This
important to the CEO and CFO buying team will often have differing
agendas. That means that in order
• Requests spend without to get a cloud-based learning
financial benefit projections business case approved, you’ll
need to identify each of the buying
• Uses HR and learning team stakeholders and then secure
industry terminology that is
a “different language”

These failures all have one thing their support by tailoring it to their

in common; they all relate to an specific priorities.

L&D-driven agenda and not a

business-driven agenda.

18 www.executiveboard.com/blogs/when-emotions-impact-a-sale, June 2014.

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Case study snapshot: PGA of America

Professional grCohawllentghe in a
multigenerational workforce

Solution

Challenge Results The glaring challenge standing Because of its desire to pinpoint the

• Heighten business • An industry-wide initiative in the way of delivering a training impact, the PGA astutely leveraged
called, Get Golf Ready, yields
deveSloopmluenttieoxpnertise $58 of benefit to the golf initiative that could KnowledgeAdvisors to
course for every $1 invested
of PGA members by the consumer support growth With a great partnership track learning analytics.
• Help members remain was a very real and careful blend KnowledgeAdvisors
• Overall golf income increased generational gap. of relevant content, findings revealed
• DreelevveRalonept wsaiutmhultthltsiegier ncelieranttieolneal $1,069 per participant New members are technology, and improvements in job
audiCencheacolnlseisntengtlye roughly 30 years clever program designs, impact, business results
old when they join, you stand a better and ROI from 2012 to
Solution with an average chance of engaging 2013. In terms of ROI,
member age of 45 your labor force the Knowledge Advisors
• Highly effective custom years. This means and improving Metrics that Matter®
there is about their performance. software evaluated
courRseecsururiclutlusm a 50/50 split in that the PGA’s
membership, with Dawes Marlatt investment in training
• R esources aligned to Senior Director of Education &
support certification and Employment, PGA America
career objectives
half being more and development
• User-friendly experience
that fosters continuous “tradition” oriented showed for every $1
development
and the other half being more invested there was a $5.14 return.

digitally-focused. In essence,

PGA members consist of a

multigenerational workforce Download Now
where some members embrace

technology and others don’t. Read more in the full

PGA case study

www.skillsoft.com/PGA

40

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Section 4

Who are the stakeholders and
what are their priorities?

In order to mobilize the needed consensus to get a cloud-based learning solution in place, you must first
identify stakeholders and walk in their shoes to understand how best to influence them.

Stakeholder department What responsibilities does this stakeholder have? How will cloud-based learning help this stakeholder?
HR
• Driving talent strategies • When learning and business goals are aligned, business
L&D • Hiring the best talent to outperform competitors performance will increase.
• Reducing turnover (general and due to retirement)
• Ensuring the right people are in the right roles • When employees have learning resources readily available,
• Recruiting onboarding takes place at a faster pace.
• Adapting to generational workforce changes
• Addressing employee engagement • Skills and knowledge gains from a top-notch learning
• Reacting/being proactive to an ever-changing workplace program will lessen the gaps he/she will be facing and help
• Establishing leadership development with career progression over time.
• Addressing a scattered workforce, be it globalization or
• Offering a learning solution that is mobile and bite-sized will
matrixed employees help with quality of life and work/life balance; there is value in
giving employees a better balance.
• Closing skill gaps
• Wanting to decrease employees’ total onboarding period • With a successful learning program, performance
• Accelerating employee productivity improvements will take place across business units with
• Creating succession plans for employees the potential to make the company money or save the
• Ensuring employees are ready for their transition into company money.

higher positions • L&D has the opportunity to be viewed as a business
improvement unit and not just a “training center.” This
perception will influence future business and learning
opportunities and decisions.

• Having a skilled workforce will encourage positive employee
engagement and reduce turnover for the organization.

Continued on next page

41

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Section 4

Who are the stakeholders and
what are their priorities?

Continued from previous page What responsibilities does this stakeholder have? How will cloud-based learning help this stakeholder?

Stakeholder department • Offering safe, efficient, continuous, seamless technology • There is ease of integration with third party platforms, such
IT to support employees in the pursuit of business goals as talent management platforms.

Business unit leader • Aligning technology with business goals • The threat of complexity with multiple learning vendors
• Remaining at the cusp of new technology to be agile and would be significantly reduced by selecting a vendor that
is all-encompassing.
competitive in today’s market
• When skill gaps are identified and addressed through learning,
• Filling skills gaps the individual will perform better and so will the team.
• Leading productive teams
• Accomplishing goals to business plan • When a team is operating efficiently, business outcomes
• Growing team members improve and organizational goals are met.

Procurement • Obtaining quality goods and services at reasonable costs • This person will have the ability to measure OI and business
• Saving the company money impact with the right vendor.
• Identifying vendors who meet internal customer needs
• Minimizing disputes between internal customers and vendors • Bringing in an off-the-shelf solution is more cost-effective than
• Maintaining legal compliance internally developing training. If he/she has reduction-in-costs
quota, an elearning solution is the perfect solution.

• The procurement officer has a chance to gain functional
credibility by saving/making the company money.

42

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Section 4 Download Now

Who are the stakeholders and Download this one-page
what are their priorities? Cross-Functional Benefits
Template to help you uncover
You might consider uncovering Stakeholder priorities the shared interests amongst
these shared goals. Then, arrange your stakeholders.
a meeting to help the team see the Stakeholders’ Stakeholder 1 Stakeholder 2 www.skillsoft.com/XFunctional
common goals for themselves to priorities E.g., CMO E.g., Legal
enable a stronger, more unified Download Now
and supported stance. Improved Improved
customer satisfaction data security Download a helpful L&D
business case PowerPoint
Stakeholders’ Website reliabilty template. Use it to build
needs (no glitches) your business case.

Required solution 24/7 Customer Service www.skillsoft.com/BusinessCasePPT
features

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Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Section 4 Watch Now

Four stages of a business case Listen to a webinar Developing
a L&D Business Case.
Four stages of a business case www.skillsoft.com/BusinessCaseWebinar

Step 1: Step 2: Step 3: Stage 4:
Define the Analyze the Prepare the Deliver the
business issue alternatives business case business case
and select the
best option

Skipping or not fully addressing a stage
will weaken a business case and reduce
your approval probability.

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Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 4

Four stages of a business case

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Stage 1: Define the Stage 2: Analyze the Stage 3: Prepare the - Select the time, place and
business issue alternatives and select business case approach that suits the
the best option stakeholders best
• Identify the business opportunity • After analyzing the alternatives
or problem to be solved • Ask those closest to the issue you will prepare the written • Keep your presentation
for their ideas on possible business case focused and concise
- Create a succinct description alternatives
of what your proposal • The template you use to lay - Avoid going into unnecessary
will deliver • Research case studies of out your business case should detail and don’t meander off
those inside and outside your have a simple and sound the point
- The objectives should help field that have faced similar structure:
your organization reach challenges and solved them • Be prepared to deal with
its overall goals and be - Executive Summary questions that may arise
aligned with the priorities • Collect information about - Current situation
of senior management each alternative - Analysis & Recommendation - Have you ever implemented
- Conclusion a similar recommendation?
- An example may be “reduce • The goal is to weigh alternatives
operating expenses” or against one another in financial Stage 4: Deliver the - What else might be needed
“increase talent capability” terms, intangible benefits and business case that is not articulated in the
risk level business case?
• Develop an opportunity • During this stage you “sell”
statement • For the financial terms, a your recommendations - What assumptions have you
payback period and pro-forma made that your stakeholder
- This describes the benefits of ROI are often used to compare - Hone your persuasion and may disagree with?
solving the problem or seizing influencing skills
the opportunity - Payback period illustrates
how long it will take to - Rehearse with an informed,
- For example, “Reduce recover the initial investment invested colleague
HR budget and expand
talent development to - ROI shows the monetary • Plan the forum and format
more employees.” impact your investment is with care
predicted to yield

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Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 4

Objection handling

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Inevitably, with change comes objections. Here are some common objections you might face and ideas for how you might handle them.

Objection Response
Employees don’t have time to learn.
You don’t have time NOT to learn.
We don’t need a training program; It’s not a
priority; The talent situation is an issue but “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” – Abraham Lincoln
not a crisis.
Elearning isn’t effective. If Honest Abe knew that it was worth it to take time to sharpen the axe, why do we have such a hard time
applying that to today’s world?

Stephen R. Covey talks about the same concept of “sharpening the saw” as Habit 7 of The 7 Habits of Highly
Effective People. He says that it’s necessary to find balance to avoid burnout and that by taking time to sharpen
the saw, you will find better balance.19

Imagine the results of an individual, a team or a workforce that is better balanced.

The talent crisis is very real and imminent. The time to act is now. Learning is a highly efficient and effective
component of the talent agenda that simply cannot be overlooked. Read more about this common myth
in Section 1.

Not only is elearning highly effective, but it has also demonstrated better transference rates than traditional
ILT. For example, the average learning application rate is 20-50%. But in a recent study conducted by
KnowledgeAdvisors, the Skillsoft learning application rate is 86%. This equates to less waste on training
budgets, higher application of learning to the job and increased business performance.20

Continued on next page

19 www.stephencovey.com/7habits/7habits-habit7.php, June 10, 2014.
20 The Skillsoft Impact Analysis, by Laura Rexford. Skillsoft, 2014.

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Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 4

Objection handling

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Continued from previous page Response

Objection When teaming up with the right learning partner, you have tangible potential for positive business impact which
Training budgets are constrained. can save hard costs. Investing in learning is not discretionary; rather, it’s vital to competitiveness and is a direct
contributor to strategic business goals. Download a budget checklist: www.skillsoft.com/BudgetChecklist.
My culture isn’t ready for elearning.
The situation is as much about change management as it is about an enterprise learning program. With the right
Learning must be customized – your guidance from an experienced learning partner, you will be more ready than you think. A good partner will help
generic learning is not as effective as you identify obstacles and give you information that will empower you to remove them.
my learning (proprietary).
As a general rule of thumb, half of all learning within any organization is generic, meaning that the same general
The value learning brings to workforce content and learning objectives apply across the industry, while the remaining half is unique to the personality of
improvement or business gains is highly that organization and needs to be custom-developed either internally or externally. Read more about whether to
questionable and hard to measure build or buy in Section 1.

Why should we pay for copyrighted content According to David Vance, author of The Business of Learning: How to Manage Corporate Training to Improve
when there is so much on the internet for free? Your Bottom Line, “measurement strategy flows from the management strategy.”

A great learning partner will be able to guide you through a measurement process to determine the impact to
the business. The Center for Talent Reporting has defined standard practices for measuring learning’s efficiency,
effectiveness and outcomes. Learn more at www.centerfortalentreporting.org

Yes, there is a lot of free stuff out there. There is also a lot of information to sift through and to filter out. There is
also no guarantee that it will be available tomorrow, or three months from now. There is no alignment to personal,
company or business goals and no formal tracking. In the world of elearning, you get what you pay for and “free”
isn’t always what it’s cracked up to be.

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Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise Share On

Thought-leader insight

Laci Loew

As Vice President of Talent Management critical business metrics including elearning will have a measurable games, or page turner traditional
and Principal Analyst, Laci leads the talent productivity, retention and revenue impact on the business is the online learning content
management research practice at Brandon per head. shortest path to stakeholder • Multi-media platforms – like
Hall Group and is an expert in all areas of adoption and engagement with audio, video, animation – via
human capital management particularly Skillsoft: What advice do you elearning as a critical element of any which the elearning content
talent management, leadership, leadership have when selling elearning to organization’s learning architecture. needs to present itself
development, career management and stakeholders in an organization? • In-house resources needed to
succession management. Laci: The value of elearning in the Skillsoft: What questions should manage the content
workplace is best measured when organizations ask a prospective • Deployment platform – installed
Skillsoft: What’s the most popular its value can be tied to measurable vendor when considering an versus cloud
business performance improvement business impact. Whether this link elearning purchase? • Budget available
that organizations experience with can be made via testing results, Laci: Acquiring elearning content • Training required
successful elearning? assessments, survey questions, key and services takes careful planning • System reliability expectations
Laci: Movement on critical business performance indicators or predictive to ensure that the investment • Content authoring tools needed
metrics, particularly engagement analytics data, the point is that returns a measurable impact on • User interactivity
and retention. a formal measurement process the business. There are a number • Language needs
quantifying the business impact of elements high-performing • 24x7 support
It starts with a reduction in training of the elearning is quintessential. organizations consider:
costs, global reach and scalability. This can be defined as a reduction
In innovative formats, elearning in operating costs, improvement • Number of current users
enables peer-to-peer collaboration, in engagement scores, decreased • Estimated number of users
moment-of-need knowledge, turnover in key talent segments,
and learner-generated content. increased sales; regardless of over the next 3-5 years
Elearning that engages learners the metric, it indicates real and • Geographic location of users
and goes beyond traditional online measurable impact on the business • Critical content needed to drive
page-turner content improves wallet retention. Showing how
learner retention and engagement — achievement of business goals
two factors that improve other • Approach to elearning content:

hands on simulation, interactive

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Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 5

Purchasing cloud-based learning solutions

49

Cloud-Based Learning Solutions: Making the Right Choice for Your Enterprise

Section 5

Contractual milestones to anticipate

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Once you’ve narrowed the playing 1. Finalize pricing and contract term length with the supplier partner
field of supplier options, delivered 2. Confirm contracting milestones and involved parties internally and on the supplier’s side
the business case and secured
buy-in from the evaluators and 3. Receive contract paperwork from supplier
your stakeholders, you have much 4. Facilitate any contractual revisions
of the journey behind you. Yet
one of the most important parts 5. Execute signed agreement and send to the supplier
is still to come; navigating the 6. Schedule implementation kickoff meeting
contract process.

It’s common for an organization
that is purchasing cloud-based
learning solutions to progress
through these milestones before the
implementation process begins.

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