ILTA White Papers

ILTA White Paper Firm University 20 Informal learning and job-based learning is estimated to be about 70 percent of total learning in an organization. By promoting and managing chosen aspects of informal learning in the LMS, a firm can provide a more holistic learning environment and formalize informal learning. Informal learning in all its forms should be harnessed by the LMS. Some suppliers provide performance support tools, which allow access to training directly from the relevant part of an IT application. Trainers can keep tabs on what is being viewed this way through the LMS and prove the extent to which training is being utilized. This is a significant breakthrough, allowing trainers to obtain double value from content by offering it both in the LMS and with context-sensitive support tools. CommUnICatIon among Users The chief learning officer of telecommunications giant BT recently stated that people learn best from their peers. So it makes sense for a LMS to enable learners to communicate new ideas and thoughts to each other. This is particularly useful when put in place around a rollout and associated blended learning plan, where communication of ideas is encouraged through blogs and chat forums. This allows users to interact, promote good tips and tricks and speedily flushes out any practical problems. BT also allows its engineers to post their own instructional YouTube videos to the LMS. There's an idea to ponder: capturing and leveraging the material created by the best support staff! It's a great idea worth considering. perFormanCe anD skILLs management There has always been pressure on the attorney- to-staff ratio, but now that firms have had to shed personnel in so many areas, it's even more important to know that those remaining have the requisite competencies to perform their jobs. Many of the new LMS's are equipped with performance systems that integrate personal review processes and associate competencies with learning interventions. This allows performance and career development to be aligned with recommended learning and helps embed learning into the firm's culture. People are willing to take training; they just need to know what is expected of them. We know from experience that when learning is made part of their review process, it gets done. Firms we know who use this approach find that as soon as the learning is made available to users, it is sometimes done within the first couple of hours. Core CompetenCIes anD assessments Learning, Not Just "Training" Individual performance can now be evaluated against competencies, which enables the identification of skills gaps. Once identified, the skills gaps can be automatically paired with suitable learning resources. "Informal learning and job-based learning is estimated to be about 70 percent of total learning in an organization."

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