To encourage participation, don’t bury your learning content behind a firewall where nobody can access it. If someone has to VPN in to your system, they’re probably not going to collaborate in real time. You need to get those access barriers out of the way.
Second, you need to get a feel for the typical workflow of your employees so that you can optimize your learning strategy for their unique work style. What apps do they use? Are they using email a lot? How much of their time is spent on the go, or in the office, together? Once you get a firm grasp of how your teams like to work, you can start to implement tools that make sense for them.
次に、従業員の独特の仕事スタイルのためにあなたの学習戦略を最適化することができるように、あなたは従業員の典型的な仕事の流れの雰囲気をつかむ必要があります。彼らは、どんなアプリを使用しますか？彼らは電子メールをたくさん使いますか？なんて、彼らはどれくらいの時間オフィスの外や中で、一緒にいますか？一旦チームがどのように働いているか把握できれば、あなたは彼らのために有意義なツールの導入を始めることができます。
4. Learn or Die
We’ve spent too much time in recent years doing social media for social media’s sake. We’ve spent too much time talking about activity streams, likes, and other small features.
If learning has not switched from push to pull, is not peer centered, and you don’t do it as fast as possible, do you really believe one social network is going to solve your problem? It won’t.
After all, behind most business problems is a learning problem, and these three principles can make all the difference in whether your organization’s knowledge-sharing program is static and stale, or whether it is a thriving, dynamic resource that pumps up the bottom line. The gist is this: Any company that wants to flourish must learn or die.
