Published on February 24, 2014
Build Better Virtual Events & Training For Your Agency February 18, 2014 #gltrain
Welcome & Introduction Andrew Krzmarzick Director Training & Development GovLoop
Keynote Speaker Randy Bergquist Assistant Director Learning and Workforce Development Department of Justice & Chair Interagency Chief Learning Officer Council
DEVELOPING A HIGH PERFORMING FEDERAL WORKFORCE THROUGH INTERAGENCY COLLABORATION Randy Bergquist Chair, Interagency Chief Learning Oﬃcer Council
Background • FY 2005: An “unoﬃcial” community of prac9ce formed to share ideas and resources about learning and development ac9vi9es in their respec9ve agencies. • FY 2010: Community of prac9ce formed into a Council with a Charter and Mission/Vision Statement. 5
Council Charter Vision • A community of prac9ce comprised of Chief Learning Oﬃcers or their equivalents that meet periodically to share best prac9ces and create engaging learning opportuni9es for U.S. Government agencies and organiza9ons. • Through interagency collabora9on, we strive to leverage cost eﬀec9ve learning opportuni9es that promote high performance and can be implemented throughout the Federal government. 6
Council Charter Mission • To collaborate with and between our member agencies for the express purpose of: Ø sharing best prac9ces Ø inﬂuencing policy/regula9ons, and Ø maximizing the use of ﬁnite government resources to deliver eﬀec9ve and engaging learning and development opportuni9es to all Federal employees. 7
Overarching Goals • Develop talent through the crea9on of learning environments (e.g., func9onal/occupa9onal). • Increase eﬃciencies by inﬂuencing policy to eliminate redundancies (Standardize, i.e., Learning Management Systems; mandatory training; governing training and development expenditures). • Expand access to learning and development government wide. 8
Council Strategic Outcomes (DiagnosOc Survey Results 2011) • High Value Outcomes Delivery Ø Establish a government-‐wide strategy for learning Ø CLO Council is recognized as an inclusive governing body with full par9cipa9on • High-‐Value RelaOonship Building Ø Collaborate and inﬂuence stakeholders (e.g., intra-‐ agency and inter-‐agency; interagency councils) • Idea Transfer Ø Research and establish best prac9ces in learning that are approved by the CLO Council 9
2012 -‐ 13 Strategic Plan Outcomes • Drive High Value Outcomes Ø Alignment with Federal Learning and Development Needs Ø Eﬃcient Use of Exi9ng Resources Ø Quality Standards Ø Coordinated Competency Assessment and Skill Gap Closure 10
Goals and ObjecOves • Provide strategic leadership for learning across government Ø Establish CLOC as a Federal central body Ø Implement Memorandum of Understanding with OPM/CHCO Council Ø Develop opera9onal processes (how the Council will operate) • Focus on key Federal learning and development iniOaOves Ø Align learning and development needs (e.g., MCO skill gap closure) Ø Develop procedures on use of quality standards Ø Iden9fy mandatory Federal-‐wide training 11
Goals and ObjecOves • Build and maintain high value relaOonships with customers and stakeholders Ø Develop mechanism for inter/intra Agency strategies to enhance collabora9on and communica9on Ø Increase par9cipa9on within CLO Council Ø Deﬁne communica9on roles and responsibili9es with stakeholders • Create an environment that fosters sharing of learning and content resources Ø Establish a centralized resource repository Ø Develop innova9ve communica9on vehicles (e.g. Facebook; Twifer) Ø Iden9fy a resources support strategy including eﬃcient use of exis9ng resources (e.g., staﬀ, facili9es) 12
Memorandum of Understanding With Chief Human Capital Oﬃcer Council and OPM Strategic Alignment and Increased Eﬃciencies Ø Collaborate across the federal government and produce a comprehensive Federal workforce development strategy, including an implementa9on plan to fulﬁll and advance statutory du9es, strategic goals and objec9ves for government-‐wide workforce development programs. Ø Align learning resources to high priority needs such as: mission cri9cal occupa9ons; organiza9onal performance issues iden9ﬁed in performance reviews; and, measuring the impact of learning investment on agency and employee performance. Ø Iden9fy and develop processes that eﬀec9vely limit unnecessary overlap and duplica9on of eﬀort to ensure delivery of integrated and consistent learning across the Federal enterprise. Ø Promote and op9mize access to integrate workforce development ac9vi9es 13
Memorandum of Understanding Chief Human Capital Oﬃcer Council and OPM Technical Advice Ø Share experiences, ideas, best prac9ces and innova9ve approaches in order to provide the CHCOC, OPM, and OMB recommenda9ons on government-‐wide workforce development strategies. Ø Design and develop valid measures of eﬀec9veness into workforce development to ensure such ac9vi9es adequately address learning objec9ves and thereby increase the likelihood that desired changes will occur in the target popula9on’s competencies. Ø Provide 9mely advice for proposed or dral legisla9on that may require or propose new or revised workforce development ac9vi9es. 14
Accomplishments in 2012 – 2013 Highlights • HR University collabora9on: provided consulta9on, staﬀ 9me and courseware (e.g., online; training materials) • President’s Management Council and President’s Management Advisory Board SES Career Development Ini9a9ves • Goals -‐ Engagement – Accountability – Results: Performance Management Training Framework and online course • Supervisory & Managerial Training Framework and Curriculum Development • Na9onal Security Professional Development Ini9a9ve • • Agencies share training methodologies, course materials and policy documents saving millions of dollars in design and developmental costs: Ø Managerial/supervisory Ø Personally Iden9ﬁed Informa9on Ø No Fear Act Ø Plain Wri9ng Act WIKI Tool created to share resources: Ø Execu9ve development and on-‐ boarding strategies Ø Leveraging new technologies Ø Individual development planning Ø Low cost training op9ons 15
Moving Forward • CLO Council held its annual strategic mee9ng in November 2013 • Finalize and implement strategic ini9a9ves for 2014 • Con9nue to collaborate and inﬂuence L&D ac9vi9es government-‐wide 16
Moving Forward • Enterprise Training and Development Resource Exchange Ø Common Plaqorm for Learning Ø Quick wins: all mandatory training; on-‐boarding; leadership development • Strategic sourcing iniOaOve with OMB’s Oﬃce of Federal Procurement Policy • Develop Centers of Excellence Ø Share innova9ons for classes at incep9on Ø Catalogue of shared oﬀerings Ø People and 9me resource sharing • Value ProposiOon -‐ MarkeOng and Branding Ø Iden9fy evalua9ve process: metrics, content of courses, quality standards Ø Iden9fy metrics; data analy9cs; collect and publicize (i.e., marke9ng, public rela9ons) Ø Produce an actual product: § Ar9cle in Government Execu9ve about Council’s impact; accomplishments; our value § White paper dicta9ng direc9on/metrics/scorecard for future Federal learning ac9vi9es § Create a marke9ng plan 17
Coming together is a beginning, staying together is progress, and working together is success. -‐ Henry Ford 18
Real Life Examples Introduction Emily Jarvis Online Editor GovLoop & Producer DorobekINSIDER
Real Life Example: Virtual Events Jim Byrne Vice President Global Sales Engineering ON24
Virtual Learning Using ON24 Webcast Elite Jim Byrne Vice President , Global Solutions Engineering 21 | ©2012 ON24, Inc. All Rights Reserved. I ON24, Inc. Conﬁdential."
Agenda" • Applications for Virtual Learning" • Live and Self-Paced Learning Experiences" • Creating Virtual Learning Content" • Customer Case Study " • Q&A" 22 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Conﬁdential."
Live and Self-Paced Virtual Learning Experiences" Live Learning! Self-Paced Learning! VS.! • Instant access to instructors! • Collaboration with other students! • Live discussion! 23 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Conﬁdential." • Students work at their own pace! • Very scalable! • Feedback and social learning are still possible!
Top Virtual Learning Applications " 1. Employee Onboarding 2. Skills Training 3. Leadership Development 4. Sales & Partner Enablement 5. Customer Training 24 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Conﬁdential."
Components of Your Virtual Learning Strategy" Learning Management Plaaorms Content CreaOon Tools Curriculum & AnalyOcs 25 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Conﬁdential." Content & Design Virtual Learning Environments ConsumpOon & InteracOon
ON24 Webcasting for Virtual Learning" Design Learning Experiences Engage Your Audience Platform 10 Widgets" Reach All Users 26 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Conﬁdential." Analyze in Real Time
ON24 Webcast Learning Solutions" • ON24 Webcasting enables you to deliver live or on-demand, interactive training sessions that can be viewed anywhere, from any device – Present live or easily record and publish on-demand content" – Deliver interactive audience experiences" – Get immediate feedback and measure learning outcomes" – View on any device with no downloads" 27 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Conﬁdential."
Easily Create and Deliver Training Content" Create! Customize! 28 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Conﬁdential." Record & Publish!
The Audience Learning Experience" 29 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Conﬁdential."
Case Study: The Lewin Group" Goal • Deliver monthly learning webcasts to provide informa9on to hospitals for transi9oning pa9ents to home care Audience • Hospital Personnel, Home Health Care Providers Highlights • Each webcast provides “team sharing” capabili9es thru group chat and breakout sessions • Thru survey ques9ons and polling done during the event, The Lewin Group is able to provide in-‐depth analy9cs to the par9cipants 30 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Conﬁdential." “The Lewin Group is familiar with the issues that arise in managed care programs and is able to assist in designing strategies to research and resolve those issues. Research is thorough and work products are both highly thorough and professional.” (state agency)
Thank You!" 31 | ©2013 ON24, Inc. All Rights Reserved. I ON24, Inc. Conﬁdential."
Real Life Example: Social Learning Andrew Krzmarzick Director Training & Development GovLoop
“A Social Learning Conversion Story” Results of a Pilot Project Administered by GovLoop and the U.S. Office of Personnel Management (OPM) Andrew Krzmarzick, GovLoop Director of Training and Development February 18, 2014
What is ?
Goals of OPM Social Learning Pilot 1. Identify a cost-effective, innovative solution to train government employees 2. Test social learning techniques and determine if it would make a greater impact to transfer of learning back to the job
Who Participated? Goal: 30 participants Result: 97 registrants from 25 agencies AGENCIES • Department of Defense • Department of Education • Department of Energy • Department of Homeland Security • Department of Labor • Department of Transportation • Department of Veterans Affairs • Environmental Protection Agency • National Labor Relations Board • Small Business Administration TITLES • Acting Program Manager for Leadership Development • Chief, Civilian HR Operations • Chief of Staff, Human Resources • Deputy Director, Human Resources • Director, Training & Development • Employee Development Specialist • Human Resources Specialist • Management Analyst • Program Analyst
Planning, Design, and Execution • Course Selection, Design, and Schedule • OPM chose a DoD course on HR University: “Performance Management for HR Practitioners” • GovLoop converted the classroom-based training into 6 weekly modules: • Week 1: Overview of Performance Management • Week 2: Communication, Coaching, and Feedback, Part 1 • Week 3: Communication, Coaching, and Feedback, Part 2 • Week 4: The Performance Management Process, Part 1 • Week 5: The Performance Management Process, Part 2 • Week 6: The Performance Management Process, Part 3
Course Components • Topics were presented by 5 different instructors and followed the same pattern of delivery. • Weekly components included: • Webinars: Live / recorded, instructor-led, Tuesday • Readings: Self-paced, GovLoop blogs and podcasts • Discussions: Live, Thursday • Peer Reflection: Self-paced, different agencies, Friday • Total average participant time = 16 hours (roughly a 2-day, in-person training session)
Virtual Classroom on GovLoop • Course was staged in a private virtual classroom, using an invite-only, online group within the GovLoop community. • Virtual classroom included: • Course syllabus & workbook • Weekly course instructions • Weekly course discussion • Instructor biographies
Delivery Support and Administration • GovLoop provided the following administrative support: • Pre-course orientation for participants and instructors • Weekly webinar run-through for instructors • Calendar invitations to facilitate attendance • Weekly emails about the course • Weekly webinar moderation • Weekly discussion moderation • Technical assistance and troubleshooting
Evaluation and Participant Feedback • GovLoop gathered feedback to gauge the efficacy of the social learning modality via: • Individual course participation tracking • Webinars (time in session, poll completion) • Peer Reflections (aggregated and submitted) • Post-Course Surveys (immediate and 60-day) • Focus Groups (with participants and instructors)
Post-Course Evaluation: Overall • Overall, post-course survey respondents indicated the following: • 86% indicated that the “course learning objectives were met” • 79% said that the “level of interaction in the course met or exceeded my expectations” • 75% reported that the “information presented in the course was useful for my job”
Post-Course Evaluation: Learning Objectives
Feedback: Blogs /Podcasts • 91% indicated that the reading / listening assignments were “Effective” or “Highly Effective” • Participants stated that the blogs were something that they could share with colleagues and were relevant to the real work happening in agencies.
Feedback: Group Discussion Average of 60 comments per discussion!
Feedback: Peer Reflection • Designed for one-on-one interaction, but peers were often unresponsive • 43.5% rated the peer reflections as “effective” or “highly effective” while 35% rated them as “not effective” or “less effective”
5 Lessons from the Pilot 1. Retain the overall course design and structure. 2. Enhance webinars by incorporating a practitioner in addition to the SMEs. 3. Continue to use blog posts and discussions. 4. Adjust the peer reflection component to include at least 4-5 in a cohort model. 5. Experiment with a gaming / comparison element.
Overall Participant Feedback • “I have been a classroom instructor for 20 years... This system is much easier to get supervisors to do than to get them to join a class for 2-3 days.” • “Reflecting on the course’s six weeks, I’ve had a good experience from this six weeks and hope to see other courses available that I can take part.”
6 Opportunities for Replication GovLoop has received several follow-up requests to replicate the success of this approach with: • Program for Aspiring Leaders • New and Refresher Supervisor Training • COR Training • Hybrid Mentors Program • Virtual Conferences • Virtual Career Fair
Let’s learn more together. Andrew Krzmarzick GovLoop Director, Training and Development firstname.lastname@example.org 202-352-18o6 Where Learning Never Ends.
Real Life Example: Virtual Fair Kristine Titzer Chief Operating Officer Intelligent Technology Labs
Partnering for Success
Agenda • • • • • • • • • Intelligent Technologies Labs Overview Background with OPM Challenges SoluOons ON24 Virtual Environment Results Summary QuesOons and Answers Contact InformaOon 2/18/2014 Intelligent Technologies Labs 62
Intelligent Technologies Labs Overview • Intelligent Technologies Labs (ITL) is an established SBA 8(a) cer9ﬁed IT ﬁrm based in the DC metropolitan area • We have been providing innova9ve solu%ons and services to Federal and private sector customers for the past 10 years in the areas of: • Our solu%ons focus on hardware and solware • Our services focus on planning, acquisi9on, management, consul9ng, tes9ng, integra9on and training • Solu9ons and services can be purchased together or individually § § § § § CyberSecurity (IA/C&A/ SA&A) Cloud CompuOng (VirtualizaOon) Technology Engineering IntegraOon and CollaboraOon Management and IT ConsulOng • Our focus is always on our customers, ensuring that their needs are being met • We form collabora%ve partnerships with our customers and solu9on providers 2/18/2014 Intelligent Technologies Labs 63
Background with OPM • ITL began working with the U.S. Oﬃce of Personnel Management (OPM) in March 2013 • OPM was seeking a solu%on that the Presiden9al Management Fellows (PMF) Program could use as an online plaqorm to host a virtual job fair (VJF) • All previous fairs had been conducted in person, so the par9cipants did not have experience hos9ng a virtual event • The purpose of the fair was to match outstanding graduate students with available Federal opportuni9es 2/18/2014 Intelligent Technologies Labs 64
Challenges Planning Challenges Technical Challenges • SoluOon – ﬁnd a solu9on provider that could meet OPM needs • Timing – hold the event in one month’s 9me • Scope – determine which of the many tradi9onal agency par9cipants would host a booth at the event • Set up – solidify requirements early in the process in an eﬀort to get the plaqorm and content ready for the event • CoordinaOon – reach out to all agency par9cipants and internal staﬀ to provide informa9on, training, and logis9cs • ParOcipaOon – accommodate up to 80 poten9al agencies and support staﬀ, as well as 600+ job seekers • Legal – the online plaqorm and content had to be 508-‐compliant, and the environment required conﬁgura9on allowing equal access for all par9cipants • Scope – the online plaqorm had to accommodate: 2/18/2014 § § § § 80 Federal agency booths 2,500 registrants Webcasts and SimuLive events with Q&A Private and group chats • Training – provide virtual training to booth staﬀ and par9cipants irrespec9ve of loca9on • Support – Provide service desk support before and during the event via e-‐mail, phone, and the online plaqorm • Metrics – Provide technical metrics from the plaqorm and survey data for afendees Intelligent Technologies Labs 65
Solutions • ITL worked with OPM to review available solu9on providers and select a vendor that met planning, technical, and cost requirements – ON24 • Assigned dedicated ITL staﬀ to work with ON24, OPM, and Federal agencies on the plaqorm and the booths • Came up to speed quickly on the solu9on in order to provide the services OPM required and work with ON24 to customize the plaqorm • Established cri9cal dates, quality checks, and communica9on mechanisms with OPM • Set up weekly planning and coordina9on mee9ngs and quality checkpoints with OPM • Set up service desk tools and procedures • Had the dedicated ITL team work in virtual environment 2/18/2014 Intelligent Technologies Labs 66
ON24 Virtual Environment 2/18/2014 Intelligent Technologies Labs 67
Results • Assisted OPM in successfully hos9ng a ﬁrst ever, VJF in May 2013 • Up to 80 agency booths • 100% up9me • 90%+ par9cipa9on rate by job seekers • Messaging and chats were tremendously popular • Almost 13,000 items of content were accessed • The job fair was conducted on 9me and within budget • OPM has asked ITL and ON24 to work jointly on upcoming events in 2014 2/18/2014 Intelligent Technologies Labs 68
Summary • ITL is ON24’s preferred technology integrator for online events in the DC metropolitan area • We have a proven service model that • Is cost eﬃcient • Provides speed-‐to-‐service • Addresses planning and technical challenges • Together, we can provide virtual event solu9ons that drive outstanding results for your agency’s evolving training and human resource needs 2/18/2014 Intelligent Technologies Labs 69
Contact InformaOon Our LocaOon INTELLIGENT TECHNOLOGIES LABS 3213 Duke Street, Suite 608 Alexandria, VA 22314 CommunicaOons Phone: 800.989.9017 Fax: 866.213.1122 Email: Info@itl2.com Connect With Us www.itl2.com facebook.com/goITL twifer.com/goITL INNOVATE. TRANSFORM. LEAD. 2/18/2014 Intelligent Technologies Labs 70
Just How Easy Is This? Scott Sprowls Director of Sales ON24
Keynote Speaker Miguel Joey Aviles Talent Management Strategist Department of Defense & Chief Learning Officer Young Government Leaders http://prezi.com/3eepmosy8idr/the-power-of-now/?utm_campaign=share&utm_medium=copy
Thank you for Attending. See you next time, virtually!
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