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The Six Hats Of A Community Manager

Learnnovators

Community Management is an evolving role and organizations are beginning to see the need for this role. In this post, I want to talk about the different hats that we need to don as community managers. This shift calls for some intense community management and community building, and the post focuses on the different roles a community manager needs to play during this time. Marketing the platform — albeit subtly — is one of the tasks of a community manager.

MOOCS IN WORKPLACE LEARNING – PART 1: SOME POINTS TO CONSIDER

Learnnovators

Workplace learning designers, consultants, organizational leaders and change agents, and employees will have to work in collaboration to bring about this shift. Course design have been based on an analysis of past performance data or a prediction of skills the organization might need in the future. Moreover, by opening up cross-functional knowledge to the organization, corporate MOOCs can be very effective in bridging silos, if effectively launched and facilitated.

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MOOCS IN WORKPLACE LEARNING – PART 3: LAUNCHING A MOOC

Learnnovators

Before I plunge into the heart of my analysis and discussion, I want to share a couple of snippets on Networked Learning from Wikipedia. ( [link] ) “ Networked learning is a process of developing and maintaining connections with people and information, and communicating in such a way so as to support one another’s learning. To make MOOCs successful, it is important for orgs to have: Community managers and facilitators — I have written about this later in the post.

THE CHANGING NATURE OF WORKPLACE LEARNING

Learnnovators

They require the sharing of tacit knowledge, which cannot easily be put into a manual. In addition, tacit knowledge flows best in trusted networks. This trust also promotes individual autonomy and can become a foundation for organizational learning, as knowledge is freely shared. Without trust, few people are willing to share their knowledge. Recently, I read two posts that to me reflected the changing nature of work — from divergently different perspectives.

INTEGRATING SOCIAL LEARNING IN THE WORKPLACE

Learnnovators

However, while technology advanced forcing us to work differently, the human mindset and the accompanying organizational management models did not. And this takes us back to Taylor, command and control, hierarchy, and the other well-known and esteemed pillars of modern day management. The side effects of hierarchy and top down management – obsolete principles, hunger for power and unnatural competitiveness – desensitized the organizations.

MOOCS IN WORKPLACE LEARNING – PART 4: ROLE IN CORPORATE UNIVERSITIES

Learnnovators

It is time to accept that talent management is a critical business need and a business process; it is not an HR/L&D process. Josh Bersin in the presentation 21st Century Talent Management points out some of the following as imperatives for a holistic talent system: Creating Magnetic Employment Brand. Rebuilding Management Skills and PM. It doesn’t take too much of reflection or analysis to see that these were precisely the goals and vision that CUs were set up to meet.

Social Technology, Community Management & Organizational Development

Learnnovators

Read the post, How Social Technology has Emerged as an Enterprise Management Model , for an in-depth understanding. I am not going to tread into management theory or organizational structures in this post. I wanted to set the premise for what is to come in the months and years ahead…and where do we come in as learning and organizational development specialists. Standardization, efficiency, processes, supervisory management, planning, etc.,

L&D’s Role In A Purpose Driven Workplace

Learnnovators

I have been writing about the shifts required by L&D to meet the connected and collaborative knowledge economy for some time now. Role of Community Management in Workplace Learning Today. So far, the role of L&D has been to define programs and training based on past data – identified skills gaps, best practices and established processes, explicit knowledge residing in experts or documented processes. They do not need stringent monitoring and managing.

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Integrating Social Learning In The Workplace

Learnnovators

However, while technology advanced forcing us to work differently, the human mindset and the accompanying organizational management models did not. And this takes us back to Taylor, command and control, hierarchy, and the other well-known and esteemed pillars of modern day management. The side effects of hierarchy and top down management – obsolete principles, hunger for power and unnatural competitiveness – desensitized the organizations.

MOOCs in Workplace Learning – Part 3: Launching a MOOC

Learnnovators

Before I plunge into the heart of my analysis and discussion, I want to share a couple of snippets on Networked Learning from Wikipedia. ( [link] ). MOOCs are well-suited for open-ended topics that generate discussions and debates, have new knowledge and research growing around it, and are of interest to a wide audience. To make MOOCs successful, it is important for orgs to have: Community managers and facilitators — I have written about this later in the post.

The Changing Nature of Workplace Learning

Learnnovators

They require the sharing of tacit knowledge, which cannot easily be put into a manual. In addition, tacit knowledge flows best in trusted networks. This trust also promotes individual autonomy and can become a foundation for organizational learning, as knowledge is freely shared. Without trust, few people are willing to share their knowledge. Recently, I read two posts that to me reflected the changing nature of work — from divergently different perspectives.

“Digital Mindset”: What Is It All About?

Learnnovators

This post is an attempt to distill some of the skills/attitude/knowledge that possibly make up the “digital mindset” In an attempt to crystallize the skill sets, some of the finer nuances have been lost. This diagram, by putting in perspective the characteristics of a workplace of the 21st Century, acts as a trigger to define certain qualities that everyone (employees, leaders, managers, partners, customers, and all other stakeholders) need to inculcate today.

MOOCs in Workplace Learning – Part 4: Role in Corporate Universities

Learnnovators

It is time to accept that talent management is a critical business need and a business process; it is not an HR/L&D process. Josh Bersin in the presentation 21st Century Talent Management points out some of the following as imperatives for a holistic talent system: Creating Magnetic Employment Brand. Rebuilding Management Skills and PM. The Talent Agenda for 2015: What comes after “Integrated Talent Management?” The world has gotten complicated.

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