Tuesday 24 July 2018

Podcast 13: High-Stakes Compliance Training Trends – With Bill Mastin of NetDimensions

WELCOME TO EPISODE 13 OF THE TALENTED LEARNING SHOW!

To learn more about this podcast series or to see the full collection of episodes visit The Talented Learning Show main page.

EPISODE 13 – TOPIC SUMMARY AND GUEST:

Compliance seems to be one of the most underrated topics in professional learning circles. Often, it’s dismissed as an unwanted burden. Yet for many industries, it is mission-critical. Are technology vendors responding with better compliance training solutions?

Today I explore this and other high-consequence compliance training trends with Bill Mastin, a learning systems expert who has been at the forefront of the industry for years. Bill is currently SVP at NetDimensions, a learning platform provider focused on serving companies in highly regulated industries.

KEY TAKEAWAYS:

  • For many organizations, compliance training plays a much more strategic role than people assume.
  • Demand for compliance training is actually expanding, with even more industries being held accountable for regulations of all kinds.
  • There are distinct differences in LMS solutions that are purpose-built to support regulatory compliance.

 

Q&A HIGHLIGHTS:

Before we talk about high-stakes compliance training trends, could you share some background about NetDimensions?

Sure. NetDimensions was founded in 1999 with a mission to build and market a robust learning management system. About 10 years ago, we started focusing on solutions for high-consequence environments. And 18 months ago, we were acquired by LTG – Learning Technologies Group.

With so many recent acquisitions, LTG seems to be taking the world by storm…

Yes. LTG started in 2014 by merging two U.K. companies – Epic and LINE – to create LEO, the first anchor company. Since then, we’ve built a comprehensive portfolio of specialist solutions through strategic investments and acquisitions, including:

What’s the strategy behind all those acquisitions?

All the portfolio components can stand on their own. Each company is managed as a separate brand. Each has dedicated product management and engineering teams, making that product the best it can be for its market. Whereas competitors with a unified platform tend to go very horizontal with capability, so some modules have very deep functionality, but other modules are thin on features because they’re not a core competency.

So it is integrated talent management and learning management. But it is also part of an ecosystem. In that way, it is differentiated from unified platforms.

So let’s say there’s a sales opportunity where three of your companies could work together to provide a solution. Do you do that?

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Absolutely. Here’s an example from the high-consequence space. One of our customers is an East Coast state port authority that runs three airports. They’ve used our LMS for a few years, and recently they needed security courseware for their third-party vendors, like taxi and food service providers. So LEO Learning came in under our existing contract and created incredible interactive content that was very engaging.

So we work together to answer to the question, “What is the best blend of services and products to fit a customer’s needs?” But we maintain our independent brands, so if a customer only needs an LMS or an authoring tool, that’s available too.

You describe your market as “highly regulated” and “high-consequence.” What do those terms mean?

We’re talking about environments where the consequences of training are high. But “high” is a subjective term. To us, it’s primarily where human lives or financial structures are at risk. For example, think about the global recession and the regulatory aftermath.

We also work with a ton of healthcare providers. They focus heavily on compliance because, if everyone on your staff hasn’t signed off on correct, consistent standard operating procedures, you’re prone to risk.

And even digital services companies like Facebook are starting to face regulatory challenges, as a result of Congress examining their business practices. Now Facebook is hiring 20,000 people to make sure human eyes are monitoring activity on the platform and managing risk-related situations.

Good point…

So I think it applies to almost every company in some way or another. And as the pendulum swings, I think we’ll see more regulation, not less.

So what does a high-consequence compliance solution look like?

Above all, it must have a laser focus on compliance reporting. There are many other features – the table stakes stuff that every learning system should have. But the real difference is in the ability to drill down deeply in an organization’s data during a compliance analysis. You want full visibility into things like precisely when and how people are consuming content, whether they’ve read and agreed to standard operating procedures, and if they’ve added an e-signature.

Is there a definitive list of compliance challenges that pose the most risk? Or are they all about the same?

Well, there are several kinds of risk. For example, think about healthcare.

On the human side, if records are managed incorrectly or if a doctor is looking at the wrong patient record, the risk to humans is obvious. That’s why healthcare providers are highly aware of the need for everyone to be compliant and check the box.

But there’s also a significant operational business risk in healthcare. If regulations aren’t followed, it exposes a medical facility to lawsuits and financial risk.

True…

I’ve talked with countless companies about compliance issues over the years. And if you ask them where they would prioritize an LMS among business-critical systems, it’s not at the top. In fact, you’re lucky if it’s even in the top 10. Usually they choose email, payroll and other systems that everyone says are operational must-haves.

But then ask, “What happens when you have an audit?” Immediately, for nearly everyone I’ve talked to, the LMS becomes the number one priority.

I believe that!

Well, yeah, from that perspective, you can’t operate without an LMS. But if you don’t pay much attention to an LMS until there’s an audit, that’s how mistakes happen. You really need that system working for you as a safety net before an audit occurs.

So who conducts an audit, and what’s the downside if you fail?

Each industry has its own auditing unit or regulatory agency that performs audits. And they all have unique processes. But if you have an auditable system of record in place, whenever you need to pinpoint and resolve compliance gaps or prove to an auditor that you’re compliant, you can pull a report and feel confident about the results.

How does the new general data protection regulation (GDPR) from Europe affect your customers?

Every software company in the world has been affected by that regulation. It’s actually very good policy. When users have the ability to request that you destroy their data in your system, it really ramps up your responsibility for that data. So we made some substantial updates, and now it’s easy for organizations to administer requests for information or deletion of data.

How do employers in a highly regulated industry get rid of someone’s data? Don’t they need to archive records for compliance?

Data for active employees is one thing. In some industries, you have to maintain that data for up to 7 years. The GDPR policy provides exceptions for some of those things. What’s important to know is that you’re responsible for managing that data and reporting its status to the organization and each individual.

That’s a big job.

If you look into fines for organizations that don’t comply with GDPR, you’ll find that it is significant – up to 4% of revenues – which can be much more than an organization’s profit. That’s the kind of hit those organizations take if they don’t have systems in place to ensure compliance.

Wow. So, what advice would you give to someone wants to be sure their compliance infrastructure is sufficient?

Three things:

1) Your system should make reporting so simple that in one keystroke you have full visibility.

2) Put a process in place to measure impact – from training all the way to business outcomes. No matter how you do it (via LRS, xAPI or some other way), you need that capability.

3) Focus on alignment and communications so everyone understands the risk and reward of being an organization that values compliance.

Any organization that focuses on these things will be doing very well with respect to compliance.

FOR COMPLETE QUESTIONS AND ANSWERS, LISTEN TO THE FULL PODCAST NOW…

WANT MORE LMS INSIGHTS? JOIN OUR JULY WEBINAR

How to Simplify Compliance Training: Strategies for Modern Learning Managers

RSVP NOW FOR OUR JULY WEBINAR!

Whether your organization is large or small, local or global, managing training compliance is no simple task. Each country, state, province and local municipality has its own regulations for workers in their jurisdiction. And failure to address these diverse regulations can lead to costly fines and legal penalties.

How can you avoid these risks while easing the burden of training compliance?

Join our CEO and Lead Analyst John Leh, as he sheds light on this too-often-neglected issue in a panel discussion with other experts:

  • Al Cornish, VP and CLO of Norton Healthcare
  • Bill Mastin, SVP at NetDimensions

In this fast-paced one-hour session you’ll learn:

  • Which compliance training challenges pose the biggest business risks
  • Where you can source effective compliance content
  • How to leverage group authoring and rapid content creation for custom solutions
  • Functional requirements that make or break a compliance LMS

RSVP NOW!

Need Proven LMS Selection Guidance?

Looking for a learning platform that truly fits your organization’s needs?  We’re here to help!  Submit the form below to schedule a free preliminary consultation at your convenience.







The post Podcast 13: High-Stakes Compliance Training Trends – With Bill Mastin of NetDimensions appeared first on Talented Learning.


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Tuesday 17 July 2018

Extended Enterprise Compliance: Mapping the Ecosystem

Extended enterprise compliance isn’t a one-way street.  It isn’t even a two-way street or a highway.  Actually, it’s more like a roundabout at rush hour, with stakeholders entering the fray from every direction.  If you don’t pay close attention or you’re not sure where you’re going, you’ll crash.

Fortunately, specialized technology is available that works like GPS guidance.  It can help make the extended enterprise compliance process much easier to navigate.  But what should you know about these solutions?  Let’s survey the landscape.

Extended Enterprise Compliance Use Case

Companies often struggle to stay ahead of employee compliance – especially in heavily regulated industries like construction, healthcare, pharmaceuticals, energy, utilities, chemicals, steel, construction and manufacturing.  But for organizations that rely on contractors to round-out their workforce, there are extra layers of complexity.

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Both employees and contractors pose significant compliance challenges.  However, contractors definitely cause more compliance headaches, safety risks and financial damage.  In fact, the total cost of weak contractor compliance management is much more than just penalty fees – especially when noncompliance leads to extremely expensive operational disruptions or delays.

For example, metal welders on offshore oil and gas rigs need to complete and maintain diverse certifications.  These credentials must be current when a welder boards the helicopter en route to the rig and remain current throughout the assignment.  To verify that their certifications are up-to-date, rig workers typically carry tools that are tied to one or more compliance databases –  either an ID card that can be swiped for status checks or a mobile learning and tracking app.

Workers who fail to show proper certifications and related documentation are denied transportation to the rig.  For every rejected worker, companies sacrifice helicopter flight fares worth $5,000 or more each way, along with lower production capacity on the rig until a certified replacement is found.  The opportunity cost can easily total hundreds of thousands of dollars a day.  Now that’s serious financial risk!

Compliance = More Than Training + Certifications

Tracking contractor training and certification status is extremely important, but compliance verification runs even deeper.  For example, hiring companies must ensure that the following items are up-to-date for every employee and contractor:

  • Health, Safety, Environmental and Quality Documentation – This includes the contracting company’s policies and program guidelines, work hours, incident reports and injury reports.
  • Insurance and Procurement Records – Proof of minimum and mandatory insurance coverage, as well as other hiring-related documents such as W-9 tax forms, business licenses and special certifications for veterans, minorities and other relevant affiliations.
  • Hiring Company Policies and Processes – Compliance with the hiring organization’s internal rules and regulations. For example, a Brazilian Pepsi plant may have vastly different contractor hiring standards than a Coca-Cola plant in the same country.
  • Individual Screening Results – Reports from background and criminal record checks, education verification and drug tests.
  • Compliance Training Records – Results of all contractor training that satisfies regulatory and hiring company requirements.

The Compliance Stakeholder Ecosystem

It takes a village to ensure regulatory compliance, so understanding the various players is important.  Here’s a brief overview:

  • REGULATORY BODIES – These public entities establish and enforce the local, state and national rules that hiring companies and contractors must follow.  Federal government examples include the Department of Transportation (DOT), the Federal Drug Administration (FDA), the Environmental Protection Agency (EPA) and the Occupational Safety and Health Administration (OSHA).
  • HIRING ORGANIZATIONS – These are large companies that need access to qualified contract workers at scale.  Think of organizations like AstraZeneca, BP, BHP, Georgia Pacific, Pepsi, TVA and Whirlpool.  They may hire individual contractors directly, but more often they hire contractor companies who supply their own employees.  For example, imagine that Exxon wants to expand production capacity at its Baytown Refinery in Texas.  It would solicit bids from reputable contractor companies who specialize in supplying talent on demand.
  • CONTRACTOR COMPANIES – These organizations employ workers who are assigned to large-scale client projects all over the world.  For example, continuing the scenario mentioned above, Exxon would turn to a contractor company like Halliburton, ThyssenKrupp or Henkel’s & McCoy to fulfill its contract workforce requirements.  As part of their management responsibilities, contractor companies ensure that assigned employees comply with relevant regulatory and hiring organization regulations throughout the life of every project.

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  • COMPLIANCE CONTENT PROVIDERS – To support compliance training requirements, content companies like Beacon, California Chamber of Commerce, OpenSesame, Skillsoft, Syntrio and Vivid Learning Systems produce accredited online course libraries for every type of occupational, health and safety topic.  Traditionally, live classroom instructors delivered compliance training, supported by printed manuals and workbooks. However, content providers have moved online to help customers save time and money.  These content companies serve contractor companies, hiring clients, individual contractors, or a combination of segments.
  • DATA PROVIDERS – In the compliance space, any organization that captures information about contractor companies and their employees is a data provider. In addition to the content providers above, other examples include:

The Compliance Technology Ecosystem

With so many stakeholders in the extended enterprise value chain, an effective technology infrastructure is vital.  The following components are necessary for a successful business compliance foundation:

  • CONTENT AUTHORING – While most compliance training is available commercially off-the-shelf, every hiring client and contractor company must help employees learn and comply with proprietary standards.  Content authoring tools like Articulate, domiKnow, Gomo, iSpring and Lectora are commonly used to develop in-house online training.
  • MOBILE APPS – Mobile apps have become indispensable for compliance activities, especially when managing a decentralized workforce in the field.  They are necessary for downloading online compliance content to a smartphone, working with content offline, and syncing progress or completion results when connected.  A mobile app may be developed and supported by an LMS provider, a content company, a hiring client or a third-party software company. Good examples include ISN and WorkplaceNL.
  • ID CARDS – Hiring companies issue identification cards that can be scanned at any time to confirm individual compliance status.  Scanning, tied to compliance databases, occurs at key points of entry and when contractors attempt to use digital systems and other equipment.  This ensures that only fully compliant contract employees have access to company facilities and data.
  • SECURE APIs – To verify compliance in most extended enterprise scenarios, sensitive information must be shared across systems owned by multiple organizations.  Strong API interoperability is required to securely aggregate and use information from these various sources.  A common approach involves RESTful APIs that send JSON payloads.
  • HOLISTIC REPORTING – Sophisticated supply chain solutions efficiently collect data from across the extended enterprise network and automatically deliver scheduled reports, updates and notifications.  They also offer visual dashboards that make it possible to slice and dice data and drill-down as needed for effective compliance gap analysis and troubleshooting.  Examples include Apttus, Browz, Quantivate, Reciprocity, SAI Global, Simplify and Veriforce.

Conclusion

To some learning professionals, compliance training seems like a costly and thankless nuisance.  But extended enterprise compliance is a highly strategic business issue that requires know how.

Without strong compliance systems and processes, the wheels of commerce would grind to a halt right in the middle of the roundabout.  It may not be easy to manage, but it is essential. As the world of work continues to shift toward contract relationships, the need for extended enterprise compliance is likely to expand.  That means organizations that invest in well-designed compliance solutions are not just responding to today’s regulatory pressures, but are also positioning themselves for future success.

Thanks for reading!

WANT MORE LMS INSIGHTS? JOIN OUR JULY WEBINAR

How to Simplify Compliance Training: Strategies for Modern Learning Managers

RSVP NOW FOR OUR JULY WEBINAR!

Whether your organization is large or small, local or global, managing training compliance is no simple task. Each country, state, province and local municipality has its own regulations for workers in their jurisdiction. And failure to address these diverse regulations can lead to costly fines and legal penalties.

How can you avoid these risks while easing the burden of training compliance?

Join our CEO and Lead Analyst John Leh, as he sheds light on this too-often-neglected issue in a panel discussion with other experts:

  • Al Cornish, VP and CLO of Norton Healthcare
  • Bill Mastin, SVP at NetDimensions

In this fast-paced one-hour session you’ll learn:

  • Which compliance training challenges pose the biggest business risks
  • Where you can source effective compliance content
  • How to leverage group authoring and rapid content creation for custom solutions
  • Functional requirements that make or break a compliance LMS

RSVP NOW!

Need Proven LMS Selection Guidance?

Looking for a learning platform that truly fits your organization’s needs?  We’re here to help!  Submit the form below to schedule a free preliminary consultation at your convenience.







The post Extended Enterprise Compliance: Mapping the Ecosystem appeared first on Talented Learning.


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Tuesday 10 July 2018

Podcast 12: Collaborative Medical Education at Vermont Oxford Network

WELCOME TO EPISODE 12 OF THE TALENTED LEARNING SHOW!

To learn more about this podcast series or to see the full collection of episodes visit The Talented Learning Show main page.

EPISODE 12 – TOPIC SUMMARY AND GUESTS:

Vermont Oxford Network (VON) is a nonprofit collective of multidisciplinary medical professionals, working together to improve the landscape of neonatal healthcare. Founded in 1988, VON has evolved into a community of practice for clinicians from more than 1000 neonatal intensive care units and level I and II hospital nurseries around the world.

What can this organization teach the rest of us about effective social learning strategies? Join me as I explore this topic with two of VON’s program leaders:

KEY TAKEAWAYS:

The VON collaborative learning network elevates the practice of neonatal medicine through ongoing research, evidence-based knowledge sharing and quality improvement.

This kind of collaborative approach presents unique communication, procedural and technology challenges that require flexible learning strategies and continuous feedback loops.

Collaborative learning has tremendous potential to add value in other industries where professional expertise is limited and geographically dispersed.

Q&A HIGHLIGHTS:

JL: Welcome, Denise and John! How would you describe the mission of Vermont Oxford Network (VOX)?

DZ: Our mission is to improve the quality and safety of medical care for newborn infants and their families through a coordinated program of research, education and quality improvement projects.

JL: Great.  Let’s focus on that education pillar.  What is your scope and who is your audience?

DZ: We facilitate education and quality improvement collaboratives for interdisciplinary teams of healthcare clinicians you would find in a neonatal environment.  These teams focus on infants who require very intensive care because they’ve been born prematurely or are facing serious challenges.

JL: Interesting.  How does that work?

DZ: We have two types of collaboratives.  From one, we collect and analyze data that helps us identify opportunities to improve newborn clinical care.  In addition, we have a strictly Internet-based collaborative where we define, deliver and evaluate quality improvement with a very intensive process.  For both teams, we use quality improvement science and methods to identify where they might be able to improve care.  In addition, we provide tools, resources and evidenced-based practices to help them achieve that.

JL: How do these two audiences differ in their learning requirements?

JM: The collaboratives are actually quite different in how they learn and the types of learning we provide.

1)  One benefits from more traditional online learning.  We provide a targeted set of lessons they work through.  When they earn credit, they notify their supervisors, so their centers can achieve their goal of having the desired number of learners with that universal education.

2)  The other type of collaborative is much more communicative and interactive.  They work together to gain knowledge based on a particular sequence of steps to develop an abstract or a learning improvement project, they’ll continually modify again and again, over time.

JL: So the second collaborative requires a more innovative approach?

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JM: Yes. Traditional online learning doesn’t fully meet their needs. It fits when they have a particular goal and they’re trying to gain some background and understanding of prior knowledge. Online lessons can help with that. But viewing lessons for credit is only one aspect of what they ultimately need to accomplish. So we integrated different types of scaffolded learning to segment the content so they can focus on specific topics as work through a particular project and determine how they should best teach that to their users. So the learning experience has to be flexible, yet very targeted and scaffolded at the same time.

JL: What do you mean by “scaffolded”?

JM: Scaffolding is basically segmenting. It helps when people are learning together, and you want to be sure they focus on one task at a time in a progressive series of steps. We chose this method because it’s often easier to learn something complex when you break it up into smaller segments.

JL: How did that work?

JM: It definitely needs more planning and takes more time, but it gives learners space for self-reflection and helps them gain more confidence as they’re learning. That’s important in these environments, where teams are continuously testing and changing things.

JL: It sounds like you need serious executive-level buy-in from your members. How do you accomplish that?

DZ: We started with the data set.  We wanted to understand the practices teams engaged in and the critical outcomes they were seeing by the time a baby went home or was transferred to another center.  Centers agreed it would be helpful if they knew what was going on with care across their whole community. So we collected a small, critical set of anonymous data that compares apples with apples. We share this an annual report that indicates where each center performs relative to the aggregate of all others who are doing the same work.  That established the goodwill.

JL: Brilliant…

DZ: And that’s how the network was built. From there, it was a natural step for organizations to say, “We’re not doing as well as our colleagues in this particular area.  We should try to see what we could do to improve. If we want to help our partners identify opportunities for improvement, we should invest in giving them some resources to do that.”  So that’s what led to us offering learning capabilities.

JL: Interesting. And how exactly does the quality improvement methodology work?

DZ: Healthcare organizations are designed to making changes in three ways:

1)  The research method – where you gather a lot of data ahead of time and administer a well-designed intervention to a specific group in a study.  Then you assess your findings and hopefully that will guide your decisions about how to improve your practices.

2)  The other approach is more top-down – where an interdisciplinary group of professionals gets together, reviews some evidence and reaches a consensus about a new standard of practice.  Then this is rolled-out more universally in a large-scale implementation.

3)  Where it’s appropriate, quality improvement is a third option. In this scenario, the group may say, “We have an idea what might be helpful and we have some evidence for it.  So let’s just start making small changes.  Instead of investing in a gargantuan project, let’s do one very specific thing and see if that makes a difference.  Let’s study it, maybe just for a week or so or with a few infants or families.  Then let’s assess the outcomes and move on to additional changes.”

The third approach is the foundation of our network – creating the loop between submitting your data, seeing where you stand relative to colleagues, and then offering an opportunity to participate in a quality improvement collaborative with experts who can help you apply methods to make desired changes.

JL: I’m curious – what role does technology play in this collaborative learning process?

JM: Well, we leverage our learning management system, YourMembership, as a learning platform. About three years ago we followed more of a traditional format. But focus group feedback helped us realize that a traditional learning model just wasn’t aligned with the collaborative work that groups need to do.

So instead of trying to fix this as a single massive problem, we focused on small incremental improvements. For example, we deconstructed a particular project into key steps a team needed to complete.  Then we used our learning management system and other technology to make that content more interactive and accessible.  Also, we integrated various examples teams had previously worked on, so they would have ideas about how to keep the big picture in mind while moving through each step.  Plus, we gave them specific exercises, examples and lessons focused on doing each step well.

JL: So you’re embracing continuous improvement with your learning program improvements…

JM: Next, we kept the same model, but expanded the scope a bit.  Then we said, “Okay, now you’ll be going through step 1, 2 and 3…all the way to step 11.”  So each collaborative focused on the deliverable for each step, based on their own culture and the product they wanted to improve.  Ultimately, each of those steps helped them build the target deliverable, which was an abstract.

JL: Did you see improvement?

JM: We added value to the learning process by meeting with the teams, listening to their input, aligning with their goals and keeping it simple.  One thing we learned at the beginning was that we were overwhelming teams by trying to give them everything we thought could be beneficial, including the learning system.  But they need to focus on a particular goal, and if a lot of things are coming at them that don’t move them forward, it can be overwhelming.  People can tune out or shut down because they don’t see a clear path.

JL: Interesting. For others who would like to develop this kind of program, what advice would you share?

JM: The best thing learning professionals can do is to set a good example of what it means to be a strong learner by making sure we’re listening to learners and aligning with their needs. Here’s one small but important example from our world:  by listening to learners, we discovered the importance of making content printable.

From a technology standpoint, that might seem like a step back.  So we asked, “Why is making something printable good for you?”  Well, many of them said that, with everything else learners have to do at work, they have very limited time to plan for team meetings.  Sometimes they don’t have an internet connection, or a projector, or they don’t all have a laptop with them.  In other words, they need to be flexible, and printed content gives them another option.

The only way we discovered that printing matters was by listening to our learners. So my best advice is to be sure you understand the need and integrate tools that make sense, instead of trying to build something completely new and cool that may actually miss the mark.

FOR MORE QUESTIONS AND DETAILED ANSWERS, LISTEN TO THE FULL PODCAST NOW…

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If you haven’t already subscribed to The Talented Learning Show, you can tune-in now with whatever method you prefer:

Thanks for listening!

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How to Capture Lifelong Learners: A Holistic Approach to Continuing Education

Continuing education can be a lonely experience. Many of us must rely on ourselves to identify credible training sources, choose and consume content, earn certifications and demonstrate our value in the marketplace. But it doesn’t have to be that way.

How can continuing education providers make it easier for professionals to connect with the right resources and navigate through the lifelong learning process?

Find out from our panel of experts:

  • John Leh – CEO and Lead Analyst – Talented Learning
  • Tamer Ali – SVP Education – Community Brands
  • Jacob B. Gold, CAE – Director, Education Development – Community Associations Institute
  • Kevin Pierce, MAT – Manager, Digital Learning – American Academy of Dermatology

You’ll discover:

  • Why and how to create a lifelong competency model
  • How to support self-guided and directed content paths
  • How AI helps enhance content recommendations and analyze results
  • The value of digital badges and credentialing
  • Pricing methods that lock-in long-term subscribers

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Need Proven LMS Selection Guidance?

Looking for a learning platform that truly fits your organization’s needs?  We’re here to help!  Submit the form below to schedule a free preliminary consultation at your convenience.







The post Podcast 12: Collaborative Medical Education at Vermont Oxford Network appeared first on Talented Learning.


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