Linking Theory, Research

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Linking Theory, Research Practice

• Iris Ware, DCS
• Tim Spannaus Dale Brandenburg, WSU

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Welcome

• Karen Minor, Sr. Manager for Learning, Career
  Marketing and Career Development

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WelcomeKaren Minor, Senior Manager Learning,
Career Marketing and Career Development

• One Company
• Many Brands
• Diverse Products

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Partnership Iris Ware, Manager, Custom
Solutions, Learning, Career Marketing and Career
Development

• About the Project
• Project Sponsor
• Role in the project
• Project strategy
• Connection between practice and research
• Integration evaluation project
• Measurement strategy

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Results

• Technology Deployment Dale Brandenburg
• Media Strategies Tim Spannaus

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Technology DeploymentDale Brandenburg, Director,
ILPI
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Variables of Technology Implementation
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Variables of Technology Implementation
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Variables of Technology Implementation
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Multiple Strategies Yield Multiple OutcomesTim
Spannaus - ILPI
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Evaluation of Training to Support Integrated
Business Processes

• DaimlerChrysler Services, North America
• Financial services company formed by merger of
  Daimler-Benz and Chrysler
• Operates as two brands with common business
  processes and systems
• Prior to 1 September, 2003, operated as two
  distinct companies

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Multiple Training Strategies

• Result of short timelines
• Reused and repurposed existing training
• Developed new training and performance support
  only as needed
• Strategy Media and instructional approach
  (Morrison, 1994)
• Web, classroom, one-to-one
• Performance support, direct instruction,
  practice, management

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Strategies

• CrossTraining, in which CF individuals
  experienced with the systems sat with MBC
  personnel on a one-to-one basis to demonstrate
  and provide opportunities to practice the new
  processes and systems.
• Classroom Training, including hands-on practice
  and overviews of the systems and process
• Web- and Computer-based training (WBT/CBT),
  covering case studies, system simulations and
  business process training

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Strategies

• Job Aids, quick reference guides available for
  use on the job
• Reference Materials, including Books of Knowledge
  and ISO 9000 procedures, knowledge management
  systems intended for use as on-the-job reference
  when detailed or authoritative information is
  needed
• Model Office, a version of the computer systems
  set up to run on a dummy database, allowing
  practice without concern of changing actual
  customer data

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Strategies

• Training Database, a computer system documenting
  all training and performance improvement
  interventions, by job title and job
  responsibilities
• Day 1 On-site Support, subject matter experts and
  other experienced personnel available in each
  location on Day 1 to answer questions, solve
  problems, or address other needs that came up

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Outcomes

• Increased Job Skills, reflecting ability to
  perform job tasks
• Confidence in Use of the New System, the feeling
  of a likelihood of success at using the computer
  systems
• Understanding Personal Roles and
  Responsibilities, each learners knowledge of
  what he or she is supposed to do or be
  responsible for

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Outcomes

• Knowing Interdepartmental Processes and
  Procedures, seeing how ones job and
  responsibilities relate to those of others,
  especially those in different work units
• Improved Interaction with Customers, the ability
  to work with customers in a mutually satisfactory
  way
• Reduced Job-Related Errors, the ability to
  complete work accurately, the first time

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Methodology Two Surveys

• Web survey
• n 48 (lt10 response rate 13 declined)
• Telephone interview
• n 93 (100 response rate)
• Biased toward MBC population participated in
  more training than CF

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Interesting Results
See complete data in EdMedia 2004 paper, Tables 1
2
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Differential Effects Most Unusual

• No Significant Difference phenomenon (Russell,
  1999)
• What strategy, which audiences, what content
  (Meyer, 2002)
• Measuring multiple outcomes instead of one
• Measuring perception of outcomes, rather than
  knowledge or performance
• Not a function of content vs. outcomes

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Further Study

• Order the strategies by affordances (Norman,
  1993)
• Measure performance, not perceptions of learning

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Managing the Partnership

• Two very different cultures
• University
• Research oriented
• Quality of product
• DCS
• Time Cost
• Customer focus
• Product fit

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Making It Work

• Value each others contribution and perspective
• Accommodate the others needs
• Flex on process
• Maintain sound basis for decisions, products,
  process
• Proceed on the basis of agreements
• Speak the others language

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Moving Forward

• What did we learn?
• Whats next?

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Questions?
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Thank You!

• Iris iw2_at_dcx.com
• Tim tspannaus_at_wayne.edu
• Dale d.brandenburg_at_wayne.edu

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References

• Broad, M.L. Newstrom, J.W. (1992) Transfer of
  Training Action-Packed Strategies to Ensure High
  Payoff From Training Investments. Reading, MA
  Addison-Wesley.
• Holton, E. F. III, Bates, R. A., and Ruona, W. E.
  A. (2000). Development And Construct Validation
  Of A Generalized Learning Transfer System
  Inventory. Human Resource Development Quarterly,
  11, 333-360.
• Kotter, John P. (1995). Leading Change Why
  Transformation Effort Fail. Harvard Business
  Review, March-April, 59-67.
• Meyer, K.A. Quality in Distance Education
  ASHE-ERIC Higher Education Report. 4 (29)
• Mourier, P. and Smith, M. E. (2001). Conquering
  Organization Change How To Succeed Where Most
  Companies Fail. Atlanta, GA CEP Press.

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References, contd

• Morrison, G. R. (1994). The Media Effects
  Question Unresolvable or Asking the Right
  Question. Educational Technology Research and
  Development. 42 (2) 41-43.
• Norman, D.A. (1993). Things That Makes Us Smart
  Defending Human Attributes in the Age of the
  Machine. Cambridge, MA Perseus Books.
• Russell, T.L. (1999) The No Significant
  Difference Phenomenon. Montgomery, AL IDECC.
• Smith, M. E. (2002). Implementing Organizational
  Change Correlates Of Success And Failure.
  Performance Improvement Quarterly, 15 (1), 67-83.
• Tornatzky, L. G. and M. Fleischer (1990). The
  Process Of Technological Innovation. Lexington,
  MA, Lexington Books