|
|
| |
 |
|
|
|
As we continue to add to this research section, be assured that we're finding studies, research, and other information for you relating to:
|
|
|
- teleconferencing, web conferencing, video conferencing
- learning and development
|
|
You'll find executive summaries, and links to any downloadable reports and the organizations that conducted or sponsored them.
|
|
|
|
|
|
|
|
|
|
|
|
| |
|
Studies and Research available online: |
|
| Below you will find executive summaries of independent studies and research, with links to the websites and/or reports for
download: |
- Wainhouse Research survey: use of collaboration technology after 9/11
- Wainhouse Research case studies:
- Data Resource Associates
- SynQuest
- Wainhouse Research case studies: Picture Videoconferencing Best
Practices:
- WorldCom Inc.
- ASTD
|
|
|
| |
|
Survey Results: Usage Trends of Collaboration Technology By Business Travelers
10 pages (156K PDF) 2002 |
|
| Wainhouse Research
Download the case study
|
| |
|
Executive summary:
|
Sponsored by Polycom
Inc., Wainhouse
Research finds conferencing
technology use is up in the post-9/11 environment, with
a shift indicating a trend away from in-person
meetings.
- Conferencing technology use up
as high as 60%
- In-person conferencing down by
16%
- Interest in conferencing: up
44%. Why?
- Be more competitive: 64%
- Make faster decisions: 67%
- Get more work done: 78%
- Shift of conferencing/in-person
meetings overall:
- Remote: up 16%
- Audio conferencing: up 12%
- Web conferencing: up 62%
- Video conferencing: up 25%
|
|
|
|
|
| |
|
PictureTel Videoconferencing Best Practices: 3M
from the case studies of Wainhouse Research. 34 pages (90K PDF) 1995 |
|
| Wainhouse Research Download the case study
|
| |
|
Executive summary:
|
The Videoconferencing Network: 3M introduced videoconferencing to improve worldwide
communication and reduce travel costs. The 3M network consists of 60 units at 46 sites, to grow with planned installation of 25 more systems.
Applications and Benefits: Departments throughout use videoconferencing to share information: for regular meetings, distance learning, project management and emergencies. It enables 3M to speed product development by bringing together functionally, geographically different work teams cost-effectively. Benefits include: faster response time, involvement of more people, reduced travel costs, and greater efficiency and convenience to employees.
|
|
|
| |
| |
|
PictureTel Videoconferencing Best Practices: Mobil
from the case studies of Wainhouse Research. 27 pages (68K PDF) 1995 |
|
|
Wainhouse Research Download the case study
|
| |
|
Executive summary:
|
| In addition to the obvious travel cost savings, the key strategic value
of videoconferencing has been as a promoter of virtual teams across the
corporation. |
|
Irving Kay, Manager of Information Services |
Mobil is a lean, low-cost oil and gas producer that uses videoconferencing as a tool to save time and money, increase
productivity, and help people in remote sites work together in teams.
|
|
|
| |
| |
|
Data
Resource
Associates
Records
Success
In
Automating
the
Library
from
the
case
studies
of
Wainhouse
Research.
3
pages
(19K PDF) 2001 |
|
|
Wainhouse
Research
Download
the case
study |
| |
|
Executive
summary:
|
| Challenge:
Data Research Associates
(DRA), library
automation
leader,
launches
new
software
product,
must introduce
it to
large
distributed
customer
base
effectively
and
timely,
but does
not have resources to deliver on-site software
demonstrations, tailored to
needs of specific libraries.
Solution
Requirement:
Perform live software demos using true application sharing.
Vendor
product
met
requirement.
Extra
benefits:
(1) Used
solution to deliver online
customer training.
Post-training comments:
liked
online vs.
prior
on-site:
1. asking questions via
private chat
feature
2. delivered to their
desktop.
(2) DRA
sales
support
team
leader
greatly
reduces
travel to
customer
sites. |
|
|
| |
|
|
PictureTel Videoconferencing Best Practices: Pfizer
from the case studies of Wainhouse Research. 24 pages (76K PDF)
1994 |
|
|
Wainhouse
Research
Download
the case
study |
| |
|
Executive
summary:
|
| The Videoconferencing Network: In 1989 the telecommunications team at Pfizer was trying
unsuccessfully to introduce videoconferencing to the company.
Headed by Doris Weller, the team was running into a significant amount of resistance. This resistance slowed around the time of
the Gulf War and when Pfizer's management announced, on January 24, 1991 that all travel would cease until the end of the
war.
The cost savings due to videoconferencing have been approximately $2.6 million dollars for
just the Groton, NY and Sandwich facilities. These savings are
due to the potential travel costs which, without video, Pfizer would have incurred.
Applications and Benefits: Research uses it to conduct prototype strategy meetings with
overseas offices; drug developmental process is now quicker and more efficient.
Healthcare uses it for education and training. Pfizer management, conducts their quarterly meetings, via video from a high tech video room,
as do the production and purchasing facilities. Clinical research will use it to
lower administrative, travel-related expenses in monitoring patient medication
intake in hospitals.
|
|
|
| |
| |
|
PictureTel Videoconferencing Best Practices: Quantum
from the case studies of Wainhouse Research. 22 pages (77K PDF)
1997 |
|
|
Wainhouse
Research
Download
the case
study |
| |
|
Executive
summary:
|
Videoconferencing is allowing Quantum to leverage
resources
separated by distance. We have determined through benchmarking how to
make our network more effective, and what is important to our user
community. Now that we have made sufficient strides in our domestic
network, we will be focusing on the international network. |
|
Linda Walker, Video and Audio conference Program Manager |
The Organization: Founded in 1980, Quantum Corporation designs, manufactures,
and markets storage products for today's digitized world, and is one of the highest-volume global suppliers of hard disk
drives. Headquartered in Milpitas, California, the company had approximately 6,380 employees worldwide at March 31, 1997.
Applications and Benefits:
| Videoconferencing as a productivity tool that has helped us stream
line the decision making process. We are having more face-to-face meeting without spending increased travel dollars. We have also
embraced videoconferencing as a mechanism for increasing the amount of executive communication with employees worldwide. |
|
Linda Walker, Video and Audio conference Program Manager |
Quantum Corporation speaks of more than just travel, time, and money savings. Although
savings are very significant, videoconferencing allows Quantum to involve more people
in meeting that would not be due to travel costs. Video network uses saves 150 trips
worldwide, or $225,000. They conduct 260 monthly conferences, costing $400
each. Estimated travel savings was $1M over last 6 months; estimated value of time saved was $88K.
|
|
|
| |
| |
|
SynQuest Starts a Chain Reaction Towards Victory
from
the
case
studies
of
Wainhouse
Research. 2 pages (21K PDF) 2001 |
|
|
Wainhouse
Research
Download
the case
study |
| |
|
Executive
summary:
|
| Challenge: Fast-growing supply chain software company SynQuest
has numerous geographical branches and a growing workforce, and needed to keep
its employees, customers and partners current on the newest software features and best practices in the supply chain industry. Customer support for software applications requires many employees to
work out of regional areas, making travel expenses to and from the Norcross,
Georgia, training center extremely high and time consuming.
Solution and Benefits: Web conferencing saves SynQuest $10,000 per training session in travel costs while increasing the frequency
and rapid scheduling of new training sessions for employees. Customers can review functionality with an instructor and learn
features in new software releases without having to attend an entire class again.
|
|
|
| |
| |
|
Meetings in America IV: The New Road Warrior
prepared by WorldCom Inc.. 35
pages (572K PDF) 2002 |
|
| WorldCom
Inc. Download
the case
study |
| |
|
Executive
summary:
|
Study objectives and findings:
- Determine changes in business- related travel since events of Sept. 11 and
identify reasons for change.
Findings:
One- quarter have reduced their airline travel since Sept. 11. One- third of business travelers canceled business trips.
Reason for travel changes: Lower company allowable air travel and poor
economic outlook (40%). Safety concerns (30%)
- Examine how business travelers are maintaining productivity since Sept. 11
via use of alternative business communications technologies
Findings:
Travelers (42%) have used audio, web or video conferencing meetings instead of
flying. Audio conferencing used most (32%). Web conference users most likely to use
it for remote training and/ or collaboration on a document. Secondary uses:
presentations to virtual audiences and software demonstrations
Business travelers traveling less as a result of Sept. 11 are significantly
more likely to have relied on conferencing technologies than those who did not
change travel patterns. Their use:
- Total using alternative conferencing: 55%
- Audio: 42%
- Video: 32%
- Web: 23%
- Identify future expectations for business travel and use of alternative
business communications technologies
Findings:
The economic outlook: cautious hope. Majority of travelers hopeful for recovery within the year.
Most of those affected by changes in company travel allocations do not expect company travel budget to return to pre- Sept. 11 allocations until later in the
year or longer
Personal safety concerns may be decreasing. Yet, family concerns likely to persist well beyond three
months. One in five say their family will never be comfortable with flying again.
On travel logistics, travelers foresee a long recovery period.
Email is the primary technology that most business travelers plan to use more in the next year to maintain productivity.
Overall, about half (47%) plan to use available conferencing technology to maintain
productivity in 2002 .
About one- quarter each intend to use audio, video or web conferencing more
Business travelers traveling less as a result of Sept. 11 significantly more likely
to use conferencing technologies in the future than those who did not change travel patterns.
Their survey results:
- Total Conferencing to be used: 62%
- Audio: 36%
- Video: 39%
- Web: 26%
- Those planning future conferencing use increase more likely to have used conferencing since Sept.
11, and to have cancelled a business trip and replaced it with some form of conferencing
- Those intending future conferencing use increase more likely to say that recent travel plans influenced by overall economic issues (54%
vs 40% of total sample) and overall safety issues (40% vs. 30% of total sample).
- This group more affected by economic- related issues, i.e., reduced company travel budgets (40% vs. 28% of total sample)
|
|
|
|
| |
| |
|
Training for the Next Economy: An ASTD State of the Industry
Report on Trends in Employer-Provided Training in the United States
6 pages (95K PDF) 2002 |
|
| ASTD
Download
the summary |
| |
|
Executive
summary:
|
| Training holds its own with changes in method |
| Organizations did not report any marked changes in their training investments and activities between 2000 and
2001, suggesting events served to enhance previous trends, particularly
in the shift to e-learning.
|
| The spending picture is mixed |
| Training expenditures dropped slightly (2000: 2.0% of payroll in
2000 vs. 2001: 1.9%) reversing the 1999-2000 upwa rd trend. Training expenditures per eligible
employee rose 8 percent to $761, but the share of eligible employees receiving training (78 percent) and
their average hours (23.7) were close to last year.
|
| E-learning reaches record level while classroom share
declines |
| Over the last several years, training time delivered via learning
technologies was between 8.5% and 9.1%. In 2001, this grew to 10.5%. The share of
expenditures going to learning technologies increased from 3.7 to 4.6%.
Training time delivered via the classroom declined slightly from 2000 to 2001
(79.4% to 77.1%). Technology may be finding its niche as the solution for the problem of how to do more with less in the “Next Economy.”
|
| Evaluation remains a challenge |
| More organizations conducting evaluation of training, more
trying higher levels of evaluation. Yet only about one in ten trying results-based
evaluation.
|
| Training Investment Leaders aren’t just running faster; they’re working
smarter |
| ASTD identifies the top 10 percent of all Benchmarking Service participants as Training Investment
Leaders on the basis of their training investments, time, reach, and sophistication.
They have made a significant commitment to developing the abilities of their
employees. They spend about twice as much per eligible employee as the Benchmarking Service average
and provide more than double the training hours. And differ in thier emphasis and
practice: more money goes to front-line supervisors and senior managers, less
to administrative employees. In the area of human performance management, they
are moving away from individual development plans, skill certification, and documentation of individual
competencies. In work practices, they are more likely to use self-directed work teams than
the rest of the group. They also now place less emphasis on traditional "Reaction" (Level 1)
methods of evaluation, and are more likely to attempt the higher levels of evaluation.
|
| The outsourcing pendulum swings again |
| Previous reports found payments to outside training companies as a percentage of total training expenditures were on the rise
(2000: 22.2% vs. 1999: 19.9%) after an earlier period of decline. 2001 shows a slight decline
to 20.9 percent. When outsourcing, Benchmarking Service and Training Investment Leader organizations make more use of 4-year
colleges and universities, and community and junior colleges, while Benchmarking Forum
companies make more use of private training and consulting companies and contractors.
|
| 9/11-connected training events hold important lessons for the workplace learning and
performance community |
Pre-existing shifts to e-learning are likely to be enhanced. Among the lessons learned:
- The stimulus for new thinking and new training approaches can come anytime and from
anywhere, without warning. You only get one chance to make a first response.
- Basic training principles can and should be applied in the modern context.
- Customer focus is an important element of all training, even if the real
substance of the training addresses a more specific problem.
- Successful modern training and development has to be about more than curriculum and
content, and extend its reach to the whole person, building the capacity to learn along with
personal resilience. It’s not just about the next job: it’s about the Next
Economy.
- Technology is more than just a useful tool. It is now central to initial assessment, training
delivery and consistency, going to scale, and whole-system preparedness.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
