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You’ve read about how Tin Can will benefit your organization and now you need to get buy in. So what do you need to tell the key people in your organization about Tin Can? In addition to the compelling case studies you’ve already read, this page offers direction and advice for your conversations with the key stakeholders in your organization.
Your manager and others with responsibility for learning in your organization will likely want to browse this website themselves. The Design section and Learning Strategy Impacts page should be of particular interest.
For L&D managers, measuring the impact of learning initiatives is important, but it’s not the end of the story. Be sure to take them through the Layers of the Tin Can Onion and the capacity of Tin Can to transform learning design. Emphasize how Tin Can will enable you to create far more engaging, social and interactive learning experiences than were feasible during the SCORM era. Discuss the benefits of having all your learning and performance data in one place and one format. Talk about the benefits of being able to connect new systems into the ecosystem and get insight from them. Tin Can isn’t just a new tracking specification, it’s a whole new mindset for digital and blended learning.
Executives higher up in your organization may not be interested in the details of learning technologies. They will want to know how Tin Can will affect the business of the organization. For many executives learning and development is a black box (or maybe a black hole) that costs the organization money with no clear evidence of the impact of that cost.
Tin Can API opens up this black box allowing your organization to see the measurable impact of your learning initiatives on the performance of your staff. When speaking with executives, discuss Kirkpatrick’s four levels of learning evaluation and the importance of levels three and four, then demonstrate how your current reporting only allows you to reach levels one and two at best.
Of course, evaluating changes in employee behaviour and the impact on the business (levels three and four) aren’t just helpful metrics for reports. This information allows the Learning and Development team to see that impact and focus the L&D budget on the areas that genuinely contribute towards business goals. Talk to executives about how you plan to use Tin Can to identify those opportunities and transform L&D from a mysterious cost centre into a strategic business partner.
Your IT department is likely to be most interested in security and performance of your Tin Can solution. As a specification, Tin Can was written with these issues in mind but ultimately security and performance are the responsibility of the products and programs that implement Tin Can. If you’re buying Tin Can powered products, be sure to ask about security and performance and if developing your own, make sure they are considerations.
It’s important to understand what you mean by security and think about the risks you’re trying to avoid. If the risk is the learner cheating in a learning activity, this may or may not be a genuine concern, particularly if the learning experiences are optional and the outcome carries no great consequence for the learner. Other risks such as loss of personal or confidential data will normally be more important to consider.
The biggest win Tin Can brings to your IT department is the ability to more easily bring new technologies into the L&D ecosystem without costly integration projects. Integrating non-standards conformant tools with existing products often requires expensive custom work; integrating a Tin Can conformant tool with your LRS (and therefore the rest of your ecosystem) is often as simple as completing a few configuration fields.
Your Finance department will want to know about the cost of implementing Tin Can. As an Open Source specification, Tin Can itself is entirely free and open. What you’ll pay for is either Tin Can powered products, your own internal Tin Can development or a combination of the two.
You should talk to your vendor to understand pricing on any Tin Can powered products and to understand how the metrics measured are likely to translate into costs for your business. Pricing models often vary for similar products from different vendors (or even the same vendor). For example an LRS might charge based on number of learners, number of analysts, number of statements or some combination. Be sure to find a pricing model that suits you.
Finance will also be interested in ways Tin Can saves the organization money. By analyzing which learning initiatives actually work to improve performance, you can focus future spending on those kinds of initiatives, saving money on initiatives that are ineffective. At the same time, you can spend more money in the areas that are most effective and give the largest return on investment, something finance will love!
If you’ve got further questions, we’d love to answer them! Please contact us.
If you’re ready to adopt, move on to the Get Started section to find out how.
Alternatively, you can read on and explore the emerging Enterprise Learning Ecosystem.