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Creating a Strategy
for Change Before
and During a LMS
Implementation
Sheila Grangeiro
Media Specialist, University of Miami
Sandra Sallum
Director, Professional Development,
University of Miami
Creating a Strategy for Change Before and
During an LMS Implementation
By Sandra A. Sallum &
Sheila Grangeiro
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Session Goals
• Know where you are going • Develop strategies to lower
resistance to change
• Identify stakeholders and their role in the change process
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• Approximately 12,000 full-time faculty and staff
• 15,600 Graduate and undergraduate students
• Three main campuses and several satellite operations throughout the South Florida area
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Change as a consistent
companion
• Change will be part of any process • Prepare for it
• See change as an opportunity
– Communication is your best tool – Identify audiences early
– Have an education as well as a communication plan for different audiences
– Keep audiences informed and active in the process – Look for opportunities to educate others on best
practices
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Creating a Change Management Plan
• Know where you are going
– Without a vision, there’s no change management
• Be clear on your ultimate goal
– Break down your vision and strategy into phases
• Have a change management plan for each phase by audience
• Always communicate why change is necessary (Whenever possible, use research to support change)
– Stress opportunity and rewards
• WIIFM
– Settle any fears about job security – Listen and incorporate feedback
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Working Together to Effect
Organizational Change
• “Partners-in-Change”
• Make your stakeholders part of your team • The “leadership team”
– Lead the process, always be the one in front – Start the process/set direction/provide resources
• Communicate the vision and keep the process moving forward!!!!
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How Did We Do It?
• 2004: Request for department to take over a system for training record keeping and online access 24/7
– Opportunity to change Professional Development at UM by:
• Implementing a long-range learning strategy • Using researched best practices to change the way
training was designed and delivered
• Decentralizing training and allowing for Designers and Trainers to own their own pieces
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Vision & Goal
• Use research-based best practices to develop learning-centric professional development experiences that can be measured and transferred to the job
• Tie professional development with performance evaluations that would be supported by a system of rewards and recognitions that recognized those working on their own professional development and skill gaps
• Allow for the learner and their manager to have control of their learning
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Long Term Goal for the System
• Provide enterprise-wide learner centric environment
• Assist and track compliance training, career enhancement, development plans and competency development
• Report on competency and skill gaps to promote Succession planning
• Provide knowledge and collaboration center 365/24/7
• Track coaching component (follow-up and ILT) and evaluation of learning
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Change Management Strategy
• Identify a champion for change • Re-align existing resources
• Increase course offerings and traffic through the system
• Set standards and model innovative behavior • Get lateral buy-in as well as buy-in from
leadership
• Partner with designers and SMEs
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Create Excitement and Show Proof
• Keep the champion informed• Communicate increasing traffic and online offerings available
• Collect data on system usage, participants’ feedback and managers’ comments • Brand the system early
• Promote standards and best practices
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First Steps
• Establish an infrastructure for the learning strategy
– Ensure you have a change management plan
• Identify stakeholders and get them involved early
– Educate practitioners on best practices for learning and professional development
• Professional Development Council
• Implement blended learning and expose organization to online learning
– 2004 – 0 WBL – 2007 – 306 WBL
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Work with Stakeholders
• Work at their level, but set the pace
– Create standards; raise the bar and expectations – Provide guidelines and training on:
• Adult learning principles and tools • New technologies and Instructional Design • Moving stakeholders from lecture based presentations
to training
• Ensuring that training offered by stakeholders is based on adult learning principles
• Using WBL to impart knowledge and focus ILT time to practice skills and appropriate behavior
– Lead the way
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Important Actions
• Align available resources • Use available tools
• In the beginning, go for quantity
• Use what platform you have and show why you need something better
– Collect user feedback and data
– Show benefits to organization and to the bottom line
• Use data to create list of system and business requirements
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Example of Data: Course Completions
0 1000 2000 3000 4000 5000 6000 1/2006 2/2006 3/2006 4/2006 5/2006 6/2006 7/2006 8/2006 9/2006 10/200611/200612/2006 CBL Courses ILP Courses by month num be r of c o m p le ti ons
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When Selecting an LMS
• Select a system based on the business requirements validated by stakeholders • System should:
– promote your learning strategy – have room for growth (functionality) – be scalable
• Never make a decision based on content
• You can always buy it from somewhere else
• Make sure the company is viable and can be a good business partner
– You will be in it together for the long haul
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Selection of an LMS
• Have stakeholders preview final two systems
• Partner with vendor to showcase functionality that will be important to stakeholders
– Collect feedback for stakeholders to make final decision
– Ensure that you can live with either option – Report back on overall consensus
• Use stakeholders as ambassadors for change
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Communication Piece
• Marketing committee change strategy included:
– Teasers
– Demonstration on different system features for 3 Modes (Learner, Manager, Administrator)
• Captivate Tutorials • ULearn Tour
– Step by step guides – ULearn open houses
• iPod raffles
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Remember!
• It is not about a system, it is about the vision and learning strategy
• Secure top-down commitment • Create change “vision/values” • Plan for long term success! • Organize self-directed work teams • Develop your change allies • Be patient!
– Take the time to identify and celebrate little victories