Performance Consulting EDER Instructor: Tony Roithmayr Introducing Blended Learning into Higher Education Rosalie Pedersen, Kenneth Kim, Elaine Laflamme

Overview ▪Case Study ▪Great Performance ▪Performance Improvement Process ▪ Performance Relationship Map ▪Great Performance Enablers ▪Conclusion

Case Study ▪Institution wants to maximize opportunity for increased revenue and learning by implementing blended learning within 3 years. ▪Instructors: ▪ are resistant to change. ▪ have have not implemented blended learning. ▪Students objects to costs and don’t perceive value. ▪Dean calls in Performance Consultants to manage the change.

Great Performance Performer: all instructors are complying. INPUT OUTPUT CONTRIBUTION TO BUSINESS RESULTS Performer(s) Feedback Feedback & Consequences Feedback & Consequences ACTIONS Task & Interaction Behaviours Outcome: institution is maximizing revenue opportunity: (gain 10% in three years). Outcome: institution is enhancing learning: (student satisfaction index increases by 25% in three years). Output: 100% of instructors are offering blended learning courses.

Performance Improvement Process Step 1: Explored the Situation ▪met with Dean ▪discovered the true client (President & executive team) ▪arranged and met with President & executive team. ▪reframed problem using Performance Maximizer Model and business terms. ▪gained agreement to complete an assessment process. ▪determine stakeholders ▪president / executive ▪instructors / students ▪IT / Information Services (Library)

Performance Improvement Process Step 2: Defined the Need ▪identified other stakeholders. ▪defined data collection sources and methods. ▪identified performance gaps & causes. ▪analyze data and share findings. ▪provided cost/benefit projection. ▪agreed on actions.

Performance Improvement Process “Should” sources: ▪ client. Step 2: cont… Data Collection (Operational Results) “Should” methods: ▪ interview (meeting).

Performance Improvement Process “Is/Cause” sources: ▪ CFO & Accounting Dept. ▪Annual Report ▪student satisfaction index. ▪compliance data. Step 2: cont… Data Collection (Operational Results) “Is/Cause” methods: ▪ documentation review. ▪annual report. ▪feedback forms. ▪interview. ▪database search.

Performance Improvement Process “Should” sources: ▪ exemplar performers. ▪subject matter experts ▪best practice literature review. ▪partner with similar institutions. Step 2: cont… Data Collection (On-Job Performance) Instructors “Should” methods: ▪ semi-structured interview. ▪focus groups. ▪online search. ▪observe exemplar. ▪videoconference, review videotapes of training.

Performance Improvement Process “Is/cause” sources: ▪ typical instructors. ▪veterans of blended learning. ▪Deans and supervisors. Step 2: cont… Data Collection (On-Job Performance) Instructors “Is/cause” methods: ▪ semi-structured interview. ▪focus groups. ▪questionnaires.

Performance Improvement Process Should / Is Description

Performance Improvement Process Business & performance opportunities or problems Definethe Need Great PERFORMANCE Develop Responses Implement Actions Measure and follow- through Partner with clients and manage change Explore the Situation

Performance Maximizer Know what to do Great PERFORMANCE Equipped to do it Want to do it to do it Able to do it Vision, strategy and goals Values, beliefs, behavioural expectations Performance expectations- accountabilities, objectives best practices Personal attributes Knowledge, skills and experience Coaching support Personal well-being Personal motivation, morale Feedback, recognition Reward, balance of consequences Relationships and Leader support Resources: staff, money, time, equipment, tools, job aids, workspace… Procedures, roles, processes and systems Information, data on performance Authority

Performance Maximizer Know Cause for gaps: ▪Lack of clarity regarding best practices. ▪Ambiguity of how the work supports the goals of the organization. Great Performance Case Study Agenda Great Performance Case Study Agenda Actions: ▪Produce and communicate best practices ▪Communicate vision, goals, & strategy of organization

Performance Maximizer Able Cause for gaps: ▪Lack of pre-requisite knowledge or skill. ▪Insufficient on-job learning support. ▪Emotional or psychological issues (stress) that impede performance. Great Performance Case Study Agenda Great Performance Case Study Agenda Actions: ▪provide training, retraining, coaching. ▪offer peer support or mentor. ▪provide just-in-time training. ▪offer help in course redesign.

Performance Maximizer Equipped Cause for gaps: ▪no “how to” information (manual) ▪no access to materials & tools including computers & software (3 instructors sharing 1 computer) ▪conflicting tasks (not enough time/learning curve) ▪IT Infrastructure (Course Management System). Great Performance Case Study Agenda Great Performance Case Study Agenda Actions: ▪prepare FAQ section and handout/resource material. ▪buy computers & software (1 instructor per computer). ▪share course amongst instructors. ▪use students to provide technical help.

Performance Maximizer Want Cause for gaps: ▪Fear of technology. ▪Work not seen as meaningful. ▪No recognition for implementation. ▪Leader impact – balance of consequences. Great Performance Case Study Agenda Great Performance Case Study Agenda Actions: ▪Coaching or peer support. ▪Communicate “line of sight” ▪allow smaller classes or off- load courses. ▪give merits, awards. ▪ publish name in newsletter. ▪ showcase new course.

Performance Consulting Issues ▪Instructor ‘Buy In’ ▪Demonstrate cost benefit ▪Overcoming layers of bureaucracy ▪Academic culture ▪Instructor ownership of material ▪Instructor losing professional autonomy ▪Political Factors ▪Divided loyalty ▪Department fragmentation (silos)

Conclusion ▪Explored the situation. ▪Defined the need. ▪Maintained successful partnership with client throughout. ▪Suggested actions and client is now ready move forward. ▪Next step is to include setting up project teams.