Advisory

The organisation had already made several attempts at piloting Virtual Classrooms, with mixed results and little success. I quickly identified their Level of Maturity in LIVE Online Learning according to a well-developed scale of considerations, and commenced engaging with stakeholders involved in various aspects of the Technology, Administration of Learning, Capability Consulting, Instructional Design and Facilitation teams. The project comprised a number of solutions deployed at different levels including an in-depth examination of Technology Infrastructure & Contracts, Learning Management System Integration, Business Unit Acceptance Testing, Capability of Central Learning Teams (Design & Facilitation), Measurement & Evaluation, Internal Promotion & Cultural Normalisation. This organisation has now extended its maturity in operating live Virtual Classrooms and is conducting 90% more learning hours via this digital channel than the previous year. Capability Team employees are part of my Virtual Classroom Facilitators & Designers online community and regularly return to attend Webinars with me. 

This organisation wanted to explore how they could deploy digital content (research), promotional videos and elearning courses for their internal staff, partner organisations and large volunteer base. They needed a solution which was open, flexible and ultimately cost-effective and easy to maintain. I completed this assessment and recommendations as a pro-bono project, and sourced a learning portal solution provider who also provided their solution on a pro-bono basis. Working with this organisation was both a privilege and a responsibility to provide a service and solution worthy of their brand and reputation. The Learning Lounge (an online digital delivery portal for both internal and volunteer workforces) was launched and continues to grow in its sophistication as a community and communications platform.

The Capability function for Australia’s largest childcare provider was formed following a history of organisational consolidation and change. Incorporating a large RTO operation that delivers critical qualifications for both internal and external students, this not-for-profit organisation is an industry leader. Due to high growth in a short period of time, a more strategic focus on Capability delivery and development was required, including solving some significant cultural challenges for the organisation. I lead a team of HR Leaders through a process of assessment, stakeholder engagement, investigation and formulation of strategies to optimise existing systems, channels, materials and programs, as well as to guide and inform further investment in delivery channels, technologies and skills. The process delivered a refreshed and united team, a clear strategy for Reimagining Capability Culture & Delivery, and a detailed 3 Year Plan for implementation with horizons and milestones.

This organisation’s Career Transition Services were previously provided face-to-face together with occasional telephone coaching. Many of their large clients were requesting these services to be equitably provided for their outplaced employees across vast geographic regions. In order to effectively win and service these clients, this organisation realised they needed to provide high quality, interactive and engaging learning and coaching experiences live via virtual channels. I partnered with them to determine a compatible web-conferencing software, re-designed their content to suit a fully interactive virtual workshop, and upskilled their existing Career Coaches to be a confident presence in this channel. Webinars commenced deployment and are increasing rapidly in popularity with outplaced employees and career transition candidates. The organisation has maintained its reputation for providing high quality specialist coaching advice in a widely deployed and cost-effective manner.

Specialist training had previously been provided face-to-face in Canberra only for a small and highly technical audience. Due to global diversity and inclusion of specialist employee roles in regional areas, this government agency was required to explore the provision of training via digital channels. The stakes were very high due to the expected level of quality, assessment and scientific accuracy in both examinations and in training processes. Utilising the Success Case Method combined with traditional Kirkpatrick levels of evaluation, a proposed digital framework for learning was fully analysed and evaluated as a potential to replace the face-to-face traditional training methods. I developed a matrix of success factors and key metrics relevant to the specialist subject matter and audience, incorporating existing quality measures into a dashboard view. A 2.5 year development and deployment timeframe was reduced to 9 months with detailed project planning that recommended a combination of insourced and outsourced development of content, progressive and rapid deployment via an agile learning content management system and targeted change management initiatives.