- Katrina Baker, Senior Learning Evangelist, Adobe, and Principal Consultant, Resources of Fun Learning
- Alec Ballantyne, Greater Toronto Airports Authority (GTAA)
- Cathy Chae, Public Health Ontario (PHO)
- Leah Craig, Greater Toronto Airports Authority (GTAA)
- Lynn DiBonaventura, Teleflex Medical Canada
- Nigel Fortlage, GHY International, CIO Association of Canada (Manitoba Chapter)
- Lars Hyland, Chief Learning Officer, Totara Learning
- Lyndsay Massey-Groel, Toronto 2015 Pan Am Games
- Jim Tom, Public Health Ontario (PHO)
- Matt Whitehead, Online Learning Enterprises
- Vivian Yap, Ontario College of Teachers
- Anonymous, Government Industry
- Anonymous, CPG Industry
- Anonymous, Commercial Real Estate Consulting Industry
- Anonymous, Information Technology Industry
- Organizations often have difficulty with increasing internal course participation, measuring training effectiveness, and increasing training accessibility.
- Processes are often manual, resulting in wasted time and resources and a lack of traceability and visibility between departments.
- A disjointed and departmentalized approach to learning technology will inevitably fail.
- Ensure you have a holistic learning technology strategy through the necessary convergence of people, process, technology, and content.
Impact and Result
- Connect a strong learning and development (L&D) strategy with a robust learning technology strategy to increase L&D efficiencies, develop in-house talent, and provide a competitive advantage to organizations.
- Identify your solution alternatives across people, processes, technology, and content. Create a comprehensive roadmap, prioritizing initiatives and identifying dependencies.
This guided implementation is a six call advisory process.
Guided Implementation #1 - Visualize the project
Call #1 - Establish a vision for your learning technology strategy project.
Call #2 - Structure the project. Identify your project team and create a project charter.
Guided Implementation #2 - Right-size the solution
Call #1 - Solicit learning technology requirements from the right people in your organization.
Call #2 - Use your findings to provide insight into your solution.
Guided Implementation #3 - Finalize the strategy
Call #1 - Prioritize roadmap initiatives. Identify dependencies between people, process, technology, and content tasks.
Call #2 - Create a governance plan and consider strategies for communicating changes and selling the strategy to the business.
Learning Technology Strategy
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- Title: Learning Technology Strategy
- Number of Course Modules: 5
- Estimated Completion Time: 1.5 hours
Create an LMS strategy that evaluates and considers the learning needs of the entire organization, and define a comprehensive roadmap
By the end of this course, learners will be able to:
- Identify the importance of content, people, process, and technology in evaluating the needs of the organization.
- Detail the organization’s use case and choose an LMS that aligns with that use case and learning needs.
- Create a comprehensive roadmap that prioritizes initiatives and identifies dependencies.
1 to 1.5 CPD hours per course.
McLean & Company is recognized by SHRM and can award Professional Development Credits (PDCs) for the SHRM-CP® or SHRM-SCP®.
HR Certification Institute’s® official seal confirms that McLean & Company meets the criteria for pre-approved recertification credit(s) for any of HRCI’s eight credentials, including SPHR® and PHR®.