LearningCafe Year End Omnibus Webinar 2018LearningCafe
The document provides an overview of the LearningCafe Year End Omnibus Webinar 2018 that took place on December 28th, 2018 from 12:30-2 PM in Sydney. It lists ways for participants to engage in the webinar through a Q&A box, Twitter backchannel, and provides information on the experienced panel that will discuss knowledge sharing, better practices, and leadership. The webinar aimed to provide a community of professionals focused on implementing organizational learning ideas.
Communities of Practice - Challenges, Curiosity and Dragons SIKM
Arup is an independent firm of designers, engineers, and consultants working across the built environment. They help clients solve complex challenges by turning ideas into reality.
Arup's challenges include improving health and well-being while transitioning to zero-carbon and adopting circular economy principles. They also focus on enhancing resilience to climate change and creating more equitable societies.
Arup has over 15,000 employees across 89 offices in 33 countries. They utilize their 40+ skills networks, which are communities of practice that virtually connect people to share knowledge across geographies. These networks are led by skills leaders and aim to ensure Arup remains best-in-class in its capabilities.
The document provides information on Noz Urbina and their consulting services for component content, taxonomy, and omnichannel experiences. It includes their contact information, experience, clients, and topics they can help with such as content design best practices for component content management and the continuous process of content strategy. The document also includes examples of how content can be modeled and structured for reuse across different contexts and channels through the use of things like personas, journeys, content patterns, and component types.
seminar on top down knowledge transfer vs co creation Pk N
1) The document discusses top-down knowledge transfer versus co-creation approaches for supporting agricultural innovation. It notes the limitations of top-down linear technology transfer models.
2) Co-creation is defined as active collaboration between producers and users initiated by firms to co-construct services and solutions. It allows for dialogue, access, and transparency between stakeholders.
3) Advantages of co-creation include adaptive innovation through learning cycles, building strategic relationships, and creating exceptional experiences through provocative leadership that focuses on customer needs.
Technology Capabilities – How to Build on Shifting SandsLearningCafe
Technology has become a critical component of most business including traditional industries with processes and transactions being digitised. Information Technology is also one of the fastest changing landscapes, which poses a challenge for Learning and Capability Management professionals who try ensure that the organisations has the required skills.
Time for Learning & Knowledge Management to Merge?LearningCafe
The document summarizes a panel discussion on merging learning and knowledge management functions. It notes that while learning and KM roles have traditionally been separate, they are increasingly overlapping as both fields adopt practices like content curation and microlearning. The panel discusses how fully integrating learning and KM could help organizations by improving responsiveness, reducing costs and inefficiencies, and creating a better employee experience. However, barriers like separate reporting lines and legacy technologies have prevented greater convergence. The panel argues it is time for organizations to better combine the relative strengths of learning and KM.
Should L&D/HR be Architects of Lifelong Learning in the Workforce?LearningCafe
The Economist dedicated a January 2017 issue to Lifelong Learning, bringing to fore the need for everyone to be Lifelong Learners due to rapid changes in jobs and the skills required for them.
Lifelong Learning is here to stay. While individuals need to take responsibility to keep their capabilities up to date, organisations can support them by helping them create a mindset and skills for Lifelong Learning. L&D can be the architects by providing support and tools while being the advocate for Lifelong Learning.
In this webinar, we discuss if L&D currently advocates or has the mandate to support Lifelong Learning and how best they can achieve this.
LearningCafe Year End Omnibus Webinar 2018LearningCafe
The document provides an overview of the LearningCafe Year End Omnibus Webinar 2018 that took place on December 28th, 2018 from 12:30-2 PM in Sydney. It lists ways for participants to engage in the webinar through a Q&A box, Twitter backchannel, and provides information on the experienced panel that will discuss knowledge sharing, better practices, and leadership. The webinar aimed to provide a community of professionals focused on implementing organizational learning ideas.
Communities of Practice - Challenges, Curiosity and Dragons SIKM
Arup is an independent firm of designers, engineers, and consultants working across the built environment. They help clients solve complex challenges by turning ideas into reality.
Arup's challenges include improving health and well-being while transitioning to zero-carbon and adopting circular economy principles. They also focus on enhancing resilience to climate change and creating more equitable societies.
Arup has over 15,000 employees across 89 offices in 33 countries. They utilize their 40+ skills networks, which are communities of practice that virtually connect people to share knowledge across geographies. These networks are led by skills leaders and aim to ensure Arup remains best-in-class in its capabilities.
The document provides information on Noz Urbina and their consulting services for component content, taxonomy, and omnichannel experiences. It includes their contact information, experience, clients, and topics they can help with such as content design best practices for component content management and the continuous process of content strategy. The document also includes examples of how content can be modeled and structured for reuse across different contexts and channels through the use of things like personas, journeys, content patterns, and component types.
seminar on top down knowledge transfer vs co creation Pk N
1) The document discusses top-down knowledge transfer versus co-creation approaches for supporting agricultural innovation. It notes the limitations of top-down linear technology transfer models.
2) Co-creation is defined as active collaboration between producers and users initiated by firms to co-construct services and solutions. It allows for dialogue, access, and transparency between stakeholders.
3) Advantages of co-creation include adaptive innovation through learning cycles, building strategic relationships, and creating exceptional experiences through provocative leadership that focuses on customer needs.
Technology Capabilities – How to Build on Shifting SandsLearningCafe
Technology has become a critical component of most business including traditional industries with processes and transactions being digitised. Information Technology is also one of the fastest changing landscapes, which poses a challenge for Learning and Capability Management professionals who try ensure that the organisations has the required skills.
Time for Learning & Knowledge Management to Merge?LearningCafe
The document summarizes a panel discussion on merging learning and knowledge management functions. It notes that while learning and KM roles have traditionally been separate, they are increasingly overlapping as both fields adopt practices like content curation and microlearning. The panel discusses how fully integrating learning and KM could help organizations by improving responsiveness, reducing costs and inefficiencies, and creating a better employee experience. However, barriers like separate reporting lines and legacy technologies have prevented greater convergence. The panel argues it is time for organizations to better combine the relative strengths of learning and KM.
Should L&D/HR be Architects of Lifelong Learning in the Workforce?LearningCafe
The Economist dedicated a January 2017 issue to Lifelong Learning, bringing to fore the need for everyone to be Lifelong Learners due to rapid changes in jobs and the skills required for them.
Lifelong Learning is here to stay. While individuals need to take responsibility to keep their capabilities up to date, organisations can support them by helping them create a mindset and skills for Lifelong Learning. L&D can be the architects by providing support and tools while being the advocate for Lifelong Learning.
In this webinar, we discuss if L&D currently advocates or has the mandate to support Lifelong Learning and how best they can achieve this.
Content Curation for Learning – Beyond the BasicsLearningCafe
The document summarizes a content curation workshop held by LearningCafe on October 12th, 2017 in Sydney. It provides details on how to participate via Q&A or Twitter, and lists experienced panelists from various organizations. The workshop covered topics like best practices in content curation, introductions from panelists, and next steps for attending future LearningCafe events.
The document discusses challenges related to workforce turnover and the loss of organizational knowledge. It notes high turnover rates in the US federal government and private sector. When people leave an organization, either through retirement, job changes, or downsizing, their valuable institutional knowledge is lost. This impacts productivity, quality, consistency, and the ability to adapt to change. The document advocates that organizations capture, retain, and leverage knowledge to increase their resilience and agility during times of change. It provides examples of knowledge management techniques like communities of practice, expert knowledge transfer processes, and learning repositories. The key takeaway is that organizations need to view knowledge management as an ongoing, long-term process rather than a one-time project in order to operate effectively
Learning Portals – User Centric Gateway to Learning & KnowledgeLearningCafe
In the age of information glut, Learning Portals can provide Learners a way through the chaos to Learning and Knowledge that is useful and easier to access. However success stories are few and far between due to technology and design challenges. In many organisations the LMS is viewed as a Learning portal but not the one that provides the flexibility and user experience required.
With the Learning ecosystem becoming more complex and connected, Learner experience expectations are rising with an increase in the need to reduce costs.
Is it possible to implement a Learning portal that meets these requirements? We discuss with an experienced panel about the state of Learning portals and which way is it heading.
Date & Time : Thu, 29th June 2017, 12 – 1 pm Sydney Time
We Discuss
Should Learning Portals be the gateway for all learning and knowledge in the organisation?
What is user experience expected from a Learning Portal?
What are the benefits and drawbacks of using the LMS as a Learning Portal?
Can a Learning Portal be developed in the face of IT and policy restrictions?
Digital Culture
Digital technologies have the potential to revolutionise entire businesses, but without the right strategy, approach and leadership, transformation initiatives will fail. This infographic explores the elements of a strong digital culture and the common obstacles standing in the way of true transformation
Managing Capability – New Avatar of L&D/HR.Are we doing it right?LearningCafe
Our research indicates that while “capability” is a popular term, it means different things and seems to encompass many different outcomes and job roles. We discuss with an experienced panel what “Capability Management” encompasses and how it manifests itself in organisations
Thinking of Learners as Consumers – Can L&D deliver more than just Compliance...LearningCafe
What if employees were free to make a choice to consume or reject the Learning developed by L&D i.e be consumers? Mandatory learning including compliance courses has been the engine that has driven the adoption of eLearning as it provides trackable, cost effective and a scalable solution to ensure that employees have acquired essential knowledge.
Mandatory learning however rarely addresses the higher level skills and mindsets required by organisations to stay ahead of the competition today such as innovation, resilience, customer centricity etc. Social, informal and workplace learning falls in the discretionary category and have a poor track record in most organisations. Earlier this year we released the “LearningCafe Digital Manifesto for L&D,” which is the result of thinking at LearningCafe about how L&D should adapt to provide value in a fast changing and digitally disrupted world. One of the principles of this manifesto is “Thinking of Learners as Consumers”.
An experienced online panel discusses the opportunities and challenges of thinking of Learner as Consumers.
The document discusses how knowledge management (KM) happens implicitly in startups through their natural growth and evolution. In early stages, sharing is organic due to close proximity and few employees. As companies grow, knowledge gaps emerge due to specialization, physical separation, and process changes. While startups adapt knowledge tools quickly, old information gets orphaned. The document suggests keeping KM simple, tied to work processes, and proactively led without using the term "KM" to avoid separation from work. It remains unclear when KM formally becomes important as knowledge barriers form between roles and organizations.
LearningCafe Year End Webinar - Looking back at 2016. What is coming in 2017?LearningCafe
We explore what were the significant trends last year and what can we expect for 2017?
We Discuss:
Business drivers for Learning in 2016. How Learning design and delivery has changed?
Current and future capability of L&D teams and bridging the gaps.
Influences of disruptive business model of Learning.
Top 3 predictions for L&D in 2017.
If we can’t accurately predict the future, how can we define the capabilities required for the future? Many organisations rely on generic capabilities such as innovation, leadership etc as future capabilities, but do these really provide the cutting edge in a competitive market place.
Our expert panel, share their views and experiences on Future Capabilities and how to make this exercise more robust and effective.
Measuring What Matters for Maturity - KM World 2017Thomas Vander Wal
The document discusses ways to measure maturity and success in knowledge sharing platforms. It suggests measuring engagement, roles, and patterns that lead to successful answers rather than just clicks or numbers. Improving search and knowledge success involves asking questions to groups, finding and refinding information, and identifying answers that work through voting, sharing, and increasing search relevance.
Enspire Performance Accelerators provides custom and online learning programs to help companies build leaders, transform managers, and drive results. Founded in 2001, it now has over 50 talent development professionals creating interactive experiences for Fortune 500 companies. Enspire offers a learning journey through various accelerators to develop people across career levels from leadership to management to business acumen. Its simulations and challenges are designed to provide safe practice environments for skills development and self-discovery.
LearningCafe Year End Omnibus Webinar 2017LearningCafe
LearningCafe ran a year-end omnibus webinar covering all aspects of Learning. During this 2 hour webinar, we spoke to a panel of experienced learning practitioners who reviewed the year that was and the next one in the world of corporate learning.
Digital culture: The Disconnect Between Leadership And Employees Couldn’t be ...Seta Wicaksana
Digital technologies can bring significant new value, but organizations will only unlock that potential if they have the right digital culture ingrained and in place. Currently, that is not happening.
Employees are being sidelined and disenfranchised in the culture change journey, and the gap between leadership and employee perceptions is stark.
There are three key aspects to ensuring the success of your company undergoing digital transformation. These are: leadership and talent, culture and change management.
The document discusses fostering innovation in local councils. It provides a framework for local councils to encourage and implement innovation, including focusing on service users, having a clear vision and priorities, strong leadership, a strategic approach, an organizational culture that supports innovation, cross-boundary working, empowering employees, and effective delivery of innovations. The framework is based on interviews with chief executives from various local councils on their experiences with and approaches to innovation.
Leadership for Innovation: Rethinking Management and Organization ParadigmsEdward Erasmus
This document discusses innovation, leadership, and organizational change. It argues that leaders need to adapt to increasing speed of change, engage employees and customers, and focus on sustainability. Old management paradigms based on control and short-term profits are outdated. The document advocates for network-based organizations that focus on creativity, collaboration, intellectual capital, social capital, and learning to create innovation. Effective leadership requires establishing clarity of purpose, cultivating an open environment, and facilitating new ideas.
Future of Learning - innovative new learning formats for accounting and finan...Tom Hood, CPA,CITP,CGMA
MACPA and the Business Learning Institute release the first nano-learning course for CPAs, accounting and finance professionals that meets the new CPE standards.
NASBA and the AICPA approved the revisions to the Statement on Standards for Continuing Professional Education (CPE) Programs (Standards) effective September 1, 2016. Among the most significant changes to the Standards is the addition of two new instructional delivery methods: nano learning and blended learning.
The Maryland Association of CPAs and its Business Learning Institute believe that Learning is THE only competitive advantage in this rapidly changing world. They have been on the forefront of learning for the past ten years. Since passing nano-learning in 2015 at the Maryland State Board of Public Accounting, they have been integrating new formats of learning to make learning continuous, engaging and ultimately transformative. The Anticipatory Organization: Accounting and Finance Edition is THE First nano-learning program in North America for accounting and finance professionals. Winner of the Accounting Today 2016 Product of the Year in the learning category. This program combines nano learning format (three to four minute single concept videos) with rapid application exercises to accelerate learning of complex competencies in less times than traditional CPE / CPD programs.
MACPA and its Business Learning Institute have pioneered new methods of learning including second life (CPA Island), remote collaboration via the ThinkTank platform, participation engagement via conferences.io and their #MBSN Management by Sticky Notes collaboration process.
Here are five ways we are changing up learning:
Social;
Mobile / nano, or “Just When You Need It” learning;
Cloud: In what we call the four Cs of talent development, the AICPA Navigator allows us to offer Competencies, Career Path, and a Curriculum on a Cloud-based learning platform that allows firms and companies to move their talent development to a strategic and systematic approach;
Collaborative: MBSN (Management By Sticky Notes), Conferences.io, and the ThinkTank Collaboration platform are highly engaging ways of increasing learning through involvement (see our post on LinkedIn);
Competency-based learning: With our Bounce framework (which maps BLI programs to the new CGMA Competency framework) and our new program to develop a special self-directed action learning program to build a competency around anticipation and strategic thinking.
This document discusses strategic innovation leadership and the key factors for organizations to foster innovation. It covers the four Ps of innovation - Press, People, Process, and Product. For Press, it emphasizes the importance of organizational culture and climate in supporting innovation. For People, it discusses personality preferences and team dynamics. For Process, it outlines frameworks for creative problem solving and managing ideas. For Product, it lists characteristics of innovative products and services. The document provides models and tools for assessing and developing an organization's innovation capabilities.
Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...Tom Hood, CPA,CITP,CGMA
This is the first accelerated learning system for accounting and finance professionals featuring nano-learning and rapid application tools. The Business Learning Institute and the Maryland Association of CPAs customized the learning system with a co-creation group working with Daniel Burrus. Accounting Today Magazine recognized this learning system as a 2016 Top Product in Learning.
This presentation covers the experience of firm-wide adoption of the Anticipatory Organization: Accounting and Finance Edition at several major organizations with focus on the first firm to adopt this for their entire firm. Joey Havens, Executive Partner of HORNE, LLP a Top 50 CPA Firm outlines the reasons he made the AOAF learning system a cornerstone of his Growth Mindset and implemented it across his entire workforce of almost 400 people. he also explains why he thinks an "anticipatory skill set is essential for today's accounting and finance professionals.
The Anticipatory Organization™ Model, created and developed by Daniel Burrus of Burrus Research, Inc., has changed how many of the world’s most successful businesses plan their future and accelerate growth. Now, Daniel Burrus is bringing what he calls the greatest missing competency – the ability to anticipate change – to CPAs, CFOs, controllers and management accountants. This model represents a new way of thinking, planning, and acting – a paradigm shift that’s required in a world of accelerating change, competition, and uncertainty.
This innovative learning system will jump start your ability to anticipate and learn critical competencies like strategic thinking, external awareness, vision, continuous learning, innovation, creativity, problem solving, prioritization, business acumen, decisiveness, influencing/persuading, emotional intelligence, consensus building, collaboration, inspiration, risk management, and immediately apply it to your own situation at work.
For more information visit our website http://www.blionline.org/ao
Day in the life of a Capability Manager - CapabilityCafe WebinarLearningCafe
Capability has become a very popular term in management. A search on Seek.com.au on the term “Capability” turned up over 8000 jobs in Australia including Learning and Capability Manager, Capability Development Lead, Capability and Culture Consultant and many more.
Our research indicates that while “Capability” is a popular term, it means different things and seems to encompass many different outcomes and job roles.
So who is a Capability Management Professional and what do they do? Join us as we talk to an experienced panel who are trying to shape Capability Management in their organisations. We also present CapabilityCafe’s own view on what encompasses this increasingly important function in achieving business results.
Content Curation for Learning – Beyond the BasicsLearningCafe
The document summarizes a content curation workshop held by LearningCafe on October 12th, 2017 in Sydney. It provides details on how to participate via Q&A or Twitter, and lists experienced panelists from various organizations. The workshop covered topics like best practices in content curation, introductions from panelists, and next steps for attending future LearningCafe events.
The document discusses challenges related to workforce turnover and the loss of organizational knowledge. It notes high turnover rates in the US federal government and private sector. When people leave an organization, either through retirement, job changes, or downsizing, their valuable institutional knowledge is lost. This impacts productivity, quality, consistency, and the ability to adapt to change. The document advocates that organizations capture, retain, and leverage knowledge to increase their resilience and agility during times of change. It provides examples of knowledge management techniques like communities of practice, expert knowledge transfer processes, and learning repositories. The key takeaway is that organizations need to view knowledge management as an ongoing, long-term process rather than a one-time project in order to operate effectively
Learning Portals – User Centric Gateway to Learning & KnowledgeLearningCafe
In the age of information glut, Learning Portals can provide Learners a way through the chaos to Learning and Knowledge that is useful and easier to access. However success stories are few and far between due to technology and design challenges. In many organisations the LMS is viewed as a Learning portal but not the one that provides the flexibility and user experience required.
With the Learning ecosystem becoming more complex and connected, Learner experience expectations are rising with an increase in the need to reduce costs.
Is it possible to implement a Learning portal that meets these requirements? We discuss with an experienced panel about the state of Learning portals and which way is it heading.
Date & Time : Thu, 29th June 2017, 12 – 1 pm Sydney Time
We Discuss
Should Learning Portals be the gateway for all learning and knowledge in the organisation?
What is user experience expected from a Learning Portal?
What are the benefits and drawbacks of using the LMS as a Learning Portal?
Can a Learning Portal be developed in the face of IT and policy restrictions?
Digital Culture
Digital technologies have the potential to revolutionise entire businesses, but without the right strategy, approach and leadership, transformation initiatives will fail. This infographic explores the elements of a strong digital culture and the common obstacles standing in the way of true transformation
Managing Capability – New Avatar of L&D/HR.Are we doing it right?LearningCafe
Our research indicates that while “capability” is a popular term, it means different things and seems to encompass many different outcomes and job roles. We discuss with an experienced panel what “Capability Management” encompasses and how it manifests itself in organisations
Thinking of Learners as Consumers – Can L&D deliver more than just Compliance...LearningCafe
What if employees were free to make a choice to consume or reject the Learning developed by L&D i.e be consumers? Mandatory learning including compliance courses has been the engine that has driven the adoption of eLearning as it provides trackable, cost effective and a scalable solution to ensure that employees have acquired essential knowledge.
Mandatory learning however rarely addresses the higher level skills and mindsets required by organisations to stay ahead of the competition today such as innovation, resilience, customer centricity etc. Social, informal and workplace learning falls in the discretionary category and have a poor track record in most organisations. Earlier this year we released the “LearningCafe Digital Manifesto for L&D,” which is the result of thinking at LearningCafe about how L&D should adapt to provide value in a fast changing and digitally disrupted world. One of the principles of this manifesto is “Thinking of Learners as Consumers”.
An experienced online panel discusses the opportunities and challenges of thinking of Learner as Consumers.
The document discusses how knowledge management (KM) happens implicitly in startups through their natural growth and evolution. In early stages, sharing is organic due to close proximity and few employees. As companies grow, knowledge gaps emerge due to specialization, physical separation, and process changes. While startups adapt knowledge tools quickly, old information gets orphaned. The document suggests keeping KM simple, tied to work processes, and proactively led without using the term "KM" to avoid separation from work. It remains unclear when KM formally becomes important as knowledge barriers form between roles and organizations.
LearningCafe Year End Webinar - Looking back at 2016. What is coming in 2017?LearningCafe
We explore what were the significant trends last year and what can we expect for 2017?
We Discuss:
Business drivers for Learning in 2016. How Learning design and delivery has changed?
Current and future capability of L&D teams and bridging the gaps.
Influences of disruptive business model of Learning.
Top 3 predictions for L&D in 2017.
If we can’t accurately predict the future, how can we define the capabilities required for the future? Many organisations rely on generic capabilities such as innovation, leadership etc as future capabilities, but do these really provide the cutting edge in a competitive market place.
Our expert panel, share their views and experiences on Future Capabilities and how to make this exercise more robust and effective.
Measuring What Matters for Maturity - KM World 2017Thomas Vander Wal
The document discusses ways to measure maturity and success in knowledge sharing platforms. It suggests measuring engagement, roles, and patterns that lead to successful answers rather than just clicks or numbers. Improving search and knowledge success involves asking questions to groups, finding and refinding information, and identifying answers that work through voting, sharing, and increasing search relevance.
Enspire Performance Accelerators provides custom and online learning programs to help companies build leaders, transform managers, and drive results. Founded in 2001, it now has over 50 talent development professionals creating interactive experiences for Fortune 500 companies. Enspire offers a learning journey through various accelerators to develop people across career levels from leadership to management to business acumen. Its simulations and challenges are designed to provide safe practice environments for skills development and self-discovery.
LearningCafe Year End Omnibus Webinar 2017LearningCafe
LearningCafe ran a year-end omnibus webinar covering all aspects of Learning. During this 2 hour webinar, we spoke to a panel of experienced learning practitioners who reviewed the year that was and the next one in the world of corporate learning.
Digital culture: The Disconnect Between Leadership And Employees Couldn’t be ...Seta Wicaksana
Digital technologies can bring significant new value, but organizations will only unlock that potential if they have the right digital culture ingrained and in place. Currently, that is not happening.
Employees are being sidelined and disenfranchised in the culture change journey, and the gap between leadership and employee perceptions is stark.
There are three key aspects to ensuring the success of your company undergoing digital transformation. These are: leadership and talent, culture and change management.
The document discusses fostering innovation in local councils. It provides a framework for local councils to encourage and implement innovation, including focusing on service users, having a clear vision and priorities, strong leadership, a strategic approach, an organizational culture that supports innovation, cross-boundary working, empowering employees, and effective delivery of innovations. The framework is based on interviews with chief executives from various local councils on their experiences with and approaches to innovation.
Leadership for Innovation: Rethinking Management and Organization ParadigmsEdward Erasmus
This document discusses innovation, leadership, and organizational change. It argues that leaders need to adapt to increasing speed of change, engage employees and customers, and focus on sustainability. Old management paradigms based on control and short-term profits are outdated. The document advocates for network-based organizations that focus on creativity, collaboration, intellectual capital, social capital, and learning to create innovation. Effective leadership requires establishing clarity of purpose, cultivating an open environment, and facilitating new ideas.
Future of Learning - innovative new learning formats for accounting and finan...Tom Hood, CPA,CITP,CGMA
MACPA and the Business Learning Institute release the first nano-learning course for CPAs, accounting and finance professionals that meets the new CPE standards.
NASBA and the AICPA approved the revisions to the Statement on Standards for Continuing Professional Education (CPE) Programs (Standards) effective September 1, 2016. Among the most significant changes to the Standards is the addition of two new instructional delivery methods: nano learning and blended learning.
The Maryland Association of CPAs and its Business Learning Institute believe that Learning is THE only competitive advantage in this rapidly changing world. They have been on the forefront of learning for the past ten years. Since passing nano-learning in 2015 at the Maryland State Board of Public Accounting, they have been integrating new formats of learning to make learning continuous, engaging and ultimately transformative. The Anticipatory Organization: Accounting and Finance Edition is THE First nano-learning program in North America for accounting and finance professionals. Winner of the Accounting Today 2016 Product of the Year in the learning category. This program combines nano learning format (three to four minute single concept videos) with rapid application exercises to accelerate learning of complex competencies in less times than traditional CPE / CPD programs.
MACPA and its Business Learning Institute have pioneered new methods of learning including second life (CPA Island), remote collaboration via the ThinkTank platform, participation engagement via conferences.io and their #MBSN Management by Sticky Notes collaboration process.
Here are five ways we are changing up learning:
Social;
Mobile / nano, or “Just When You Need It” learning;
Cloud: In what we call the four Cs of talent development, the AICPA Navigator allows us to offer Competencies, Career Path, and a Curriculum on a Cloud-based learning platform that allows firms and companies to move their talent development to a strategic and systematic approach;
Collaborative: MBSN (Management By Sticky Notes), Conferences.io, and the ThinkTank Collaboration platform are highly engaging ways of increasing learning through involvement (see our post on LinkedIn);
Competency-based learning: With our Bounce framework (which maps BLI programs to the new CGMA Competency framework) and our new program to develop a special self-directed action learning program to build a competency around anticipation and strategic thinking.
This document discusses strategic innovation leadership and the key factors for organizations to foster innovation. It covers the four Ps of innovation - Press, People, Process, and Product. For Press, it emphasizes the importance of organizational culture and climate in supporting innovation. For People, it discusses personality preferences and team dynamics. For Process, it outlines frameworks for creative problem solving and managing ideas. For Product, it lists characteristics of innovative products and services. The document provides models and tools for assessing and developing an organization's innovation capabilities.
Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...Tom Hood, CPA,CITP,CGMA
This is the first accelerated learning system for accounting and finance professionals featuring nano-learning and rapid application tools. The Business Learning Institute and the Maryland Association of CPAs customized the learning system with a co-creation group working with Daniel Burrus. Accounting Today Magazine recognized this learning system as a 2016 Top Product in Learning.
This presentation covers the experience of firm-wide adoption of the Anticipatory Organization: Accounting and Finance Edition at several major organizations with focus on the first firm to adopt this for their entire firm. Joey Havens, Executive Partner of HORNE, LLP a Top 50 CPA Firm outlines the reasons he made the AOAF learning system a cornerstone of his Growth Mindset and implemented it across his entire workforce of almost 400 people. he also explains why he thinks an "anticipatory skill set is essential for today's accounting and finance professionals.
The Anticipatory Organization™ Model, created and developed by Daniel Burrus of Burrus Research, Inc., has changed how many of the world’s most successful businesses plan their future and accelerate growth. Now, Daniel Burrus is bringing what he calls the greatest missing competency – the ability to anticipate change – to CPAs, CFOs, controllers and management accountants. This model represents a new way of thinking, planning, and acting – a paradigm shift that’s required in a world of accelerating change, competition, and uncertainty.
This innovative learning system will jump start your ability to anticipate and learn critical competencies like strategic thinking, external awareness, vision, continuous learning, innovation, creativity, problem solving, prioritization, business acumen, decisiveness, influencing/persuading, emotional intelligence, consensus building, collaboration, inspiration, risk management, and immediately apply it to your own situation at work.
For more information visit our website http://www.blionline.org/ao
Day in the life of a Capability Manager - CapabilityCafe WebinarLearningCafe
Capability has become a very popular term in management. A search on Seek.com.au on the term “Capability” turned up over 8000 jobs in Australia including Learning and Capability Manager, Capability Development Lead, Capability and Culture Consultant and many more.
Our research indicates that while “Capability” is a popular term, it means different things and seems to encompass many different outcomes and job roles.
So who is a Capability Management Professional and what do they do? Join us as we talk to an experienced panel who are trying to shape Capability Management in their organisations. We also present CapabilityCafe’s own view on what encompasses this increasingly important function in achieving business results.
Learning Excellence in Australia - Are we in the race ? Learning Cafe Online ...LearningCafe
Online panel discussion on Learning Excellence in Australia - Are we in the race ? Learning Cafe Online Discussion was held on 5 July 2013. This is the slide pack for the webinar. recording can be viewed here.
https://www1.gotomeeting.com/register/601941520
So where does Australian organisational learning stand on the world stage. Are we aspiring for excellence or just cruising? Is the tall poppy syndrome at work? The Australian academic sector (Universities and Schools) has a structured and focused approach to defining what excellence in learning means and how to achieve it. This approach seems to be missing in organisational and corporate learning. Maybe we are running so fast that we may never stop to improve our running technique. We talk to an experienced panel that architect and manage Learning in their organisations to deliver business results. We will ask what Learning excellence means to them and how they plan to get there
Learning and development professionals and business leaders have come to realize data-driven strategies effectively drive learning and business outcomes. But what does data-driven learning really mean to the learners and what happens when they are empowered to take the lead in learning strategy and execution?
Join this TICE Virtual session, as Kelly Siegel, vice president and chief talent officer of Continental Western Group, shares her story of the creation of underwriter development paths – A process driven by learner engagement and representative of significant cultural shift in two related organizations.
Recognizing Knowledge and Skills in a Digital Age - WaterlooDon Presant
This document provides an overview of a keynote presentation given at Waterloo University on recognizing knowledge and skills in a digital age. It discusses the changing skills demands of the modern workplace and challenges with traditional education models. Open badges are proposed as a way to provide micro-credentials that represent skills gained through formal, non-formal and informal learning. Examples are given of how open badges are being used by various institutions and organizations to recognize skills, provide alternative credentials, and create skills networks. Aligning open badges with ePortfolios is discussed as a way to showcase learning from both academic and co-curricular experiences.
The document describes the Dave Ulrich HR Academy, a virtual training program for HR professionals. The program consists of 16 modules delivered over 8 weeks, with weekly live sessions led by HR experts. It aims to help HR professionals take a strategic, outside-in approach to creating business value in three key areas: business context/HR value, HR outcomes, and building competent HR teams. Participants will learn frameworks, assess their skills and departments, and develop action plans to drive change in their organizations. The program is designed to have a high completion rate through its guided, collaborative approach.
This document provides an overview of an innovation and design thinking course. It outlines the course learning goals which are to enable students to recognize changing business landscapes, understand design thinking philosophy, and equip students with design thinking tools and frameworks. It also lists the intended learning outcomes which are to recognize limitations of traditional thinking, formulate innovative solutions, develop empathy, enhance creativity, embrace experimentation, and develop an entrepreneurial mindset. The course evaluation includes a mid-term exam, design thinking project, and end-term exam. It then introduces the instructor and provides testimonials praising his expertise in innovation and ability to build design thinking capacity.
This document provides an overview of an innovation and design thinking course. It outlines the course learning goals which are to enable students to recognize changing business landscapes, understand design thinking philosophy, and equip students with design thinking tools and frameworks. It also lists the intended learning outcomes which are recognizing limitations of traditional thinking, formulating innovative solutions, developing empathy, and recognizing an entrepreneurial mindset. The course evaluation includes a mid-term exam, design thinking project, and end-term exam. It then introduces the course facilitator and provides testimonials praising his expertise in innovation and design thinking workshops.
From intuitive to data driven and evidence based HRTom Haak
On September 9, 2015, Tom Haak of the HR Trend Institute gave a lecture to 2nd year students of International Business Administration at the University of Amsterdam (VU). The lecture was part of the course on HRM and Organizational Behavior.
The document summarizes a Learning Leader Symposium that was part of the MACPA Innovation Summit. It provides an agenda and summaries of keynote presentations and panel discussions on trends in learning and talent management. Participants engaged in collaborative discussions to identify priorities and opportunities to advance learning effectiveness and create an ongoing learning community. Key topics included the increasing role of mobile learning, importance of practical applications, and need for leadership buy-in and metrics to link learning to business goals.
Report from Learning Leader Symposium in conjunction with the MACPA Innovation Summit. Featuring Learning Trends from Julie Duda @ Bersin, Vinay Nilakantan @ Meridian, Tom Hood @MACPA. Panel of CPA Firm Learning Leaders and a facilitated discussion by Pam Devine & Laura Dorsey-Shaner.
HUM31 4th Annual Business Driven HR Metrics ForumBenjamin Finnan
This document provides information about the 4th Annual Business Driven HR Metrics Forum taking place from April 15-17, 2015 in Sydney, Australia. The forum will focus on helping attendees quantify the value of workforce data, learn best practices in building predictive analytics capabilities, and engage senior executives through effective communication of data insights. A variety of expert speakers from organizations like National Australia Bank, Monash University, and Peoplebank will provide case studies and tips on topics like aligning metrics with financial goals, using data to improve productivity and talent management, and optimizing existing data resources. The agenda also includes panel discussions, workshops, and opportunities for networking.
Capability Frameworks - Too Slow for a Fast Moving WorldLearningCafe
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The document discusses innovation and how to build an innovative environment within an organization. It notes that people and corporate culture are the most important drivers of innovation, and that leaders play a key role by encouraging and modeling innovative behavior. It outlines a five-stage process for building an innovative environment that includes defining the type of innovation needed, connecting diverse groups of people, engaging employees, supporting innovation efforts, and measuring and motivating innovation.
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The Tools You Need to Build the Learning Culture You WantDavid Blake
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Gaya aperiangobal conference anita zanchettin presentationgaya2001
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081916 dd hr_analytics_wfp_mms03_070616 (1)
1. Slide 1
HR Analytics and Workforce
Planning: Trends, Challenges
and Solutions
Simon Hann
CEO, DeakinDigital
@deakindigital
www.deakindigital.com
2. Slide 2
What we will cover in the next 30 minutes
• Workforce Planning – trends and challenges
• HR Analytics: Beyond the hype and noise to enable success
• Credentials – a data driven solution for HR
• Capabilities and credentials – underpinning the HR Lifecycle
• Case study ‐ Cisco
3. Slide 3
DeakinDigital – What do we do?
We provide independently verified, evidence‐based
employability credentials for the development of high
performing organisations.
Backed by
Deakin University
7. Slide 7
What skills will the future demand?
Sponsored by Google
Source: The Economist Intelligence Unit, ‘Driving the skills agenda: Preparing students for the future’, p. 8.
11. Slide 11
Benefits of mature analytics organisations
Bersin by Deloitte WhatWorks Brief
High Impact Talent Analytics: Building
a World Class HR Measurement and
Analytics Function
13. Slide 13
Wicked problems for HR
1. Proof of capability and fast cycle time to
proficiency for Early Career Entrants/ Early
Into Company
2. A taxonomy or currency to better design jobs
and run the HR lifecycle‐ now and future
3. Matching people to more dynamic, fast
emerging new jobs (the “right” person; right
time; every time; in real time)
4. Identify and support future capability
development needs for High Potential (HiPo)
employees
5. Strategic management and reporting the
human capital value of the workforce
capability
15. Slide 15
Professional Practice Credentials – what
are they?
Creating a new currency for workforce planning and HR lifecycle that provide
independent PROOF OF CAPABILITY
Through Recognition of Professional Practice the knowledge, skills and
potential of the experienced workforce are identified
Credentials recognise professional expertise and benchmark this against
recognised global standards
21. Slide 21
Credentials – across the HR lifecycle
Capabilities and
credentials provide a
consistent, comparable
currency that can
underpin activities in
the HR Lifecycle
Business Need
Workforce
Planning‐ Job
Design
Define talent and
potential
Selection &
Recruitment
Learning &
Development
Performance
Succession
Reward & Benefits
Capabilities
&
Credentials
22. Slide 22
Workforce Planning
HR Analytics measure and show capabilities valuable into the future
Close match
Responsive and agile
Shared vision for future
Strong Leadership
Engaged employees
Motivated and committed employees
Innovation
Effective talent pool
Good performance
Poor match
Inflexible, slow to change
Poor alignment to future vision
Lack of leadership
Low motivation and commitment
Poor or inconsistent performance
Low responsiveness
Low attraction to new recruits
Capabilities – Skills, knowledge and attributes required by the individual to perform
roles that contribute to the performance, culture and organisational vision for future.
Other Competencies – Technical and job specific attributes required by individuals to
perform task or static job role.
Now Future