In a recent Brandon Hall Group survey of Learning Management System trends, more than 78% of organizations reported using an LMS. Of those organizations, more than 33% said they were looking to upgrade and replace their current technology.
Selecting and implementing a replacement learning technology should be taken more seriously than the original LMS implementation. Why? When replacing an LMS, an organization has considerably higher levels of expectation, years of data and content creation to manage and transfer, plus numerous governance groups and stakeholder inputs to consider.
For example, key reporting and security considerations for preparing a new LMS include:
Identifying all current reports and assessing their use.
Validating the relevance of these reports and their continued value.
Identifying reporting gaps (business needs not being met).
Assessing new solution provider reporting capabilities and dashboards for their ability to address reporting gaps.
Re-thinking security requirements versus security norms.
Identifying opportunities for transparency and openness.
Producing sample reports and verifying format, layout, location, schedule and drill down requirements before final configurations.
Learn More from LMS Experts
Register for Saba Software’s free “Thinking of Replacing Your LMS?” webinar on Thursday, Jan. 24, 2012, featuring presenters Brandon Hall Group Senior Analyst David Wentworth and Saba Product Marketing Senior Manager Shruti Kala.
Key takeaways will include:
Insights on business strategies for change
Best practices for selecting solutions for the future, not just today
Insights into managing expectations and change-management goals
As you know, Superstorm Sandy struck the East Coast of the United States on Oct. 29, causing major flooding and devastation. This disaster has displaced many from their homes and disrupted countless lives. Along with many others, some of our employees, customers and partners have been impacted.
The Red Cross is one of the main organizations providing immediate support in the aftermath of Sandy. At Saba, we want to help those in need and show our support. We have the opportunity to help raise money toward necessities such as food, shelter and rebuilding efforts. In partnership with the American Red Cross, we are raising urgently needed funds to support rescue and recovery.
I hope we can all help in this effort. Please join me as you’re able to in contributing to this cause. Our goal as a company is to raise $50,000 for the Red Cross by Dec. 3, 2012. Saba will match contributions to the Red Cross at 20%, to a maximum of $10,000. Together, we can help to make a difference in the lives of those who were affected by this disaster and help all affected rebuild, recover and get back to their daily lives.
Are you taking advantage of leading global HR practices?
How do top-performing organizations support their global HR function?
What HR tools and practices have the greatest global business impact?
To find out answers to these and many other questions, you’re invited to take part in Jeitosa’s Fifth Annual Going Global Survey. Co-sponsored by the association for International Human Resource Information Management (IHRIM), Jeitosa’s Going Global Survey covers the global HR, Benefits, Payroll and Talent Management functions, specifically focusing on global HR strategy, global organization design, global business process design, people, competences and culture, plus the global vendor landscape and technology infrastructure options that support the strategy of top-performing organizations.
“HR is awash in surveys. But amid the clutter, one survey stands out for HR’s international issues and the challenges in going global: Jeitosa Group International’s Going Global Survey. The survey covers global HR strategy, organization, business process, culture, and technology—all the areas where Jeitosa has no real competition that I know of.”
The scope of learning management software has changed considerably over recent years as a response to changes in learning strategy (an evolution from compliance and certification goals to increased talent management objectives), organizational structure (from training and learning as siloed departments), and unification among learning management systems and HCM applications.
In fact, learning management is becoming a foundation for HR and talent management software, integrating learning objectives with compensation management, performance management and succession management objectives.
In a conversation with Saba Software’s Emily He and Chris Tratar, done at the recent HR Tech Conference in Chicago, HCM.tv examines the three most influential learning management technology trends of cloud, mobile and social and how they are driving innovation in learning management software, such as combining formal and informal learning for increased retention, and achieving results such as improved user adoption, employee engagement and collaboration.
Also on tap: Learning management software evolution from first generation to second generation learning systems, and how the unification of virtual learning, virtual classrooms, social, mobile and other disruptive technologies are improving business results.
[Note: This post from noted HR technology advisor Steve Goldberg originally appeared in the July 29, 2012 edition of HRTechTruth. It is re-posted with his kind permission. In the piece, Steve nicely sums up the challenges of getting HR data right.]
re HR data, reporting and metrics … I’d like to share the following (perhaps entertaining) anecdotes that may be useful.
It goes like this … in the 90′s I was brought to Zurich as an expat to run global HRIS for the investment banking division of 1 of the ‘big 3′ Swiss banks at that time. I spent the first month gathering the perspectives of my key internal customers and was then summoned to Basel to meet with the #2 executive in the overall bank. The first half hour of that meeting focused on what the bank was paying in expat costs for me (and my family) to be there. The exec then lit up his cigar, took out a napkin, drew criss-crossing horizontal and vertical lines on it, and said the following: “If you can help us get and maintain a truly accurate headount by business unit / by region (filling in the boxes on the napkin with illustrative numbers), your 3-year stay here in Zurich will be well worth the cost.” We then each had a small cognac in his office for good luck and off I went.
In retrospect, that astute executive knew that the global rollout of an HR-ERP, innovative comp planning and workforce planning tools, and even global HR process re-engineering to leverage the new tools (i.e., the global HRIS function’s mandate) would all be compromised if exec-level consumers of headcount and ‘people cost’ reports didn’t believe the numbers, or the numbers didn’t match the numbers they maintained on their excel s/sheets. Fortunately for me, I had been down this road before. In the late 80′s I received my one and only call from the Chairman of Paine Webber as I ran HRIS there as well. He said the following … “I would like you and your team to suspend all headcount reporting until we can get all employees in the company to Yankee Stadium to raise their hands — so we can finally get an accurate headcount.” We were obviously forced to get it right.
The answer or solution was twofold: Data Standards and Effective Education — including mandatory education and training for all consumers of HR data / reports / metrics … so they (a) understood how ALL numbers were being arrived at; and (b) understood why Finance or Compensation or Benefits or Business Units might report numbers that were different — even though all might still be accurate based on the reporting methodology! The training also included real-time ‘learning tidbits or booster shots’ in how to properly interpret every report or specific data when delivered.
There are appropriate reasons and purposes for counting or not counting employees on salary continuance, or on paid or unpaid leave, or long-term or short-term contractors, or summer interns, or part-timers under or over 20 hours/week … and on the comp costs side, whether to count deferred comp, or sign-on’s, or employee referral bonuses, or other imputed income (e.g., club memberships) or whether to blend different salary rates if multiple assignments for hourlies, etc, etc.
There are 2 choices for getting this right as I see it: Let your line managers, sr execs, HR, Finance and other admin staff throughout the organization spend untold hours (and perhaps millions of dollars) forever reconciling and explaining why numbers are different depending on who reports them (the “1 source of the truth” notion is not enough … purposes will vary) — or aggressively attack this near-universal problem with HR-related data standards and very effective training for all consumers of the information.
If you’re off to OHUG 2012—the annual confab for the Oracle HCM Users Group—in Las Vegas, June 18-22, 2012, mark your event calendar for two enlightening sessions close to our heart, our Tuesday night Sushi & Sake Soiree, and demos of HumanConcepts Suite at Booth #526.
Double Down on HCM Sessions Starring HumanConcepts
Presenter: Rana Hobbs, Director of Customer Success, HumanConcepts
Tuesday, June 19, 2:45-3:45 p.m.
Are you a strategic or reluctant planner? HCI research confirms that organizations that build a management discipline around both organizational planning and talent planning enjoy higher employee engagement, profitability, and strategy alignment.
Presenter: Suzanne Johnson, Director of Global Services, HumanConcepts
Tuesday, June 19, 4:30-5:30 p.m.
Over 40% of mergers, reorganizations, and RIFs fail to meet committed objectives. Learn how to effectively manage worker realignment and reduction processes to achieve goals and pursue new opportunities.
Sushi & Sake Soiree
Stop by the Japonais Lounge inside the Mirage, on Tuesday, June 19, 5:30 to 7:30 p.m. for free sushi and drinks and a chance to unwind after a busy day absorbing the conference. RSVP now to email@example.com.