McAfee turned its training around that both saved both time and produced more lucrative sales: ...an average of $500,000 per year in sales [attributed to] new training model.
Before Intel giant McAfee revamped its new-hire orientation, ...80 hours long [with] ... 40 hours of pre-work,, 5 days of on-site training, and ...post-...to be completed at home.
To fix its problem, McAfee turned to ....Massive Open Online Courses, or MOOCs...called “flipping the classroom” [where]...a majority of learning happens ...by giving students access to course materials and having them probe, discuss, and debate issues with fellow learners as well as the professor.
Companies ...have to trust the learner ...incorporating more opportunities for peer reviews and peer-to-peer dialogues...
...Can your company re-imagine the role of the learner? ...the learner takes on a role more expansive than ever before, acting as teacher, learner, and peer reviewer.
Companies ...have to trust the learner to do this, by incorporating more opportunities for peer reviews and peer-to-peer dialogues into the course.
With that change, McAfee turned its training around in a way that both saved both time and produced more lucrative sales: its sales associates now attribute an average of $500,000 per year in sales to the skills they learned through the new training model.
Three MOOC elements are particularly well-suited to corporate learning & development: Semi-synchronicity (cohorts ...[can] motivate each other as they go through the program), course design (flipping the classroom), and credentials
In a recent Future Workplace survey, completed by 195 corporate learning and HR professionals, 70 percent of respondents said they saw opportunities to integrate MOOCs into their own company’s learning programs. Even further, this sample of respondents made six recommendations for how MOOC providers could adapt to needs of corporations:
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