Kennis veroudert steeds sneller. Daarom neemt in professionele organisaties de aandacht voor leren nog voortdurend toe. Interessante informatie komt overal vandaan. De geldigheidsduur ervan wordt alsmaar korter en we kunnen vandaag steeds moeilijker voorspellen wat we morgen moeten gaan leren. Organisatiesturing op basis van planning & control heeft daarom zijn langste tijd gehad. Maar hoe dan wel de produktiviteit van de meest kostbare produktiefactor kennis te faciliteren?

Waar het nu om gaat is concurreren op creativiteit en innovatie. Degenen die dat waar moeten maken, zijn de professionals op de werkvloer. Die zullen dat alleen doen als ze plezier in hun werk hebben. De kans daarop is groter in organisaties waar zelfsturende teams werken aan de realisering van een breed gedragen collectieve ambitie, waar verandering rustig beschouwd wordt als de enige constante, waar voldoende leergelegenheid is om de steeds snellere veroudering van vakdeskundigheid tegen te gaan, waar meester-gezelrelaties de gewoonste zaak van de wereld zijn en waar het delen van kennis onderdeel is geworden van het primaire proces.

Just-in-Time learning used to be enough. However, new technologies and approaches have driven the need for learning at the moment of need. This session will look at five types of learning at the moment of need. We will look at current and future trends around embedded learning beyond the Help systems. We will also examine how distance learning needs to be delivered so that it takes advantage of the best in all modalities. You will see how to adapt the new technologies to meet these new models.

In this session, you will learn:

• A definition for learning at the moment of need
• Five models for learning at the moment of need
• How new technologies support and can be used for these new models
• How current models such as EPSS should be adapted for the newer approaches

Performance support is an asset that a nurse, teacher, parent, mechanic, taxpayer, pilot, or auditor turns to for help in getting things done, such as taking advantage of software, leading a meeting, and getting the right pizza pie to the family when it absolutely has to have it. Because there are so many possibilities for performance support, Rossett & Schafer (in press) have tamed the domain into two kinds of performance support: Planners and Sidekicks.

Planners are in our lives just before or after the challenge. They help us decide if Avian Flu should alter trip plans or to reflect on how we could have improved the presentation offered at the sales meeting.

Sidekicks, on the other hand, are at our side during the task. The quick food cook uses the planner as she creates the new food product. The writer pecks away and smiles at how Wikipedia sports a red line under it in this sentence.

What new options do these forms of performance support open up? What are the implications for transfer? How critical is integration? Personalization? Let's look at many examples and relevant research as we move learning and performance forward.

This presentation is a case study about Royal Boskalis Westminster's electronic performance support system, which was set up to help support users of their BaaN 5c ERP application. Royal Boskalis Westminster has developed ERP-Lite, a BaaN 5c ERP application, of which 150 implementations are taking place across 50 countries. The company is very geographically dispersed with dredging activities on five continents. They have approximately 3,000 employees comprising several nationalities and a vast and multi-purpose fleet of around 350 vessels and other supporting marine equipment.

Royal Boskalis Westminster's performance support and learning system covers their key ERP application processes: contract fulfilment, logistics, finance, fleet and equipment, personnel, supporting scenarios and business management.

By using an EPSS to provide support to users' questions, directly in the workplace, a saving on the BaaN 5c user training was achieved, along with reductions in the workload of the Support Desk. A faster user adoption was achieved, than with traditional training as users could refresh their knowledge right at the time they needed it, and didn't need to rely on remembering particular parts of classroom courses.

Veel van de complexe Fokker Services processen worden ondersteund door ICT systemen en werkinstructies. Deze instructies zijn een combinatie geworden van systeemhandleidingen, procedurebeschrijvingen en organisatiemanuals en moeten voor iedereen goed toegankelijk zijn. Er wordt inzicht gegeven in de problematiek, visie en gekozen oplossingsrichting, waarbij de kosten en baten de leidraad vormen.

Naast de presentatie, wordt ook de daadwerkelijke LeaningGuide oplossing bij 2 applicaties getoond.

Océ Technologies bv, Nederlands grootste kopieer- en printerfabrikant met het hoofdkantoor in Venlo, besloot in 2005 tot standaardisatie van de e-mail omgeving. Tot die tijd werd er gebruik gemaakt van verschillende e-mail platforms. Standaardisatie moest leiden tot een grote besparing in de beheerkosten en een optimalisatie van de interne en externe mail-communicatie. Implementatie werd als belangrijk onderkend, doch ruimte om iedereen op te leiden was er uit praktische overwegingen niet. Met KnowHow van Compu'Train werd een alternatieve 'informele' leeroplossing geïntroduceerd die aansloot bij de ontwikkelingsfase van de organisatie en de uitrol zonder een bedrijfsbreed opleidingstraject mogelijk maakte.

To be effective in today's world we need to know less and learn more. That may seem illogical. However, the amount of information available to us is increasing at 30% per year and much of the information and knowledge that we need to do our jobs and live our lives has an increasingly short useful life. So, we can no longer know all there is to know about anything, and it's unwise even to try.

In the face of this steamroller of data, information and knowledge, traditional training models can no longer serve us effectively. The word knowledge worker in today's world is a misnomer. Knowledge workers actually need to hold less knowledge in their heads to do their jobs than they did 20 years ago. However, they need to have the skills to be able to find the right information and knowledge, and build it into capability as efficiently as possible.M

To do our jobs, we need to be flexible and fleet-of-foot, and our learning provision needs to be fleet-of-foot as well.

The economy is rapidly being transformed into a knowledge economy. Therefore, individuals, teams and companies need to develop the necessary competencies to be able to participate in a working life that is mainly based on knowledge productivity. Traditional approaches to management, training and development will not provide the learning environment that is required for knowledge work. Therefore, each company needs to design a corporate curriculum that turns the day-to-day work environment into a powerful learning environment.

Promoting the development of an appropriate learning culture requires critical thinking and emancipatory learning. Instead of organising the provision of formal training, more emphasis has to be placed on creating favourable conditions for learning in the workplace.

When the workplace is an inspiring place for learning, competencies will rapidly develop and be embedded in a rich network of social capital. Here, managers and training & development officers have challenging work to do, because the corporate curriculum runs beyond the classroom.