HR leaders are hot on the innovation trail, searching for novel methods and tools to make learning and development (L&D) faster and reach farther while cutting costs. And what they are finding is that traditional methodologies and one-size-fits-most tools are no longer comprehensive enough to build the capabilities that organizations and, more important, workers need to succeed.If you’re serious about empowering today's workers and creating a culture of continuous learning, you need a comprehensive learning ecosystem and executives who think, lead, and work differently.
The requirements for learning technology have evolved because organizations and their employees have evolved. Today, people are learning in many different ways, often outside of conventional L&D systems.
But investing in the tools to deliver and measure learning in a modern ecosystem requires new approaches to selecting technology as well. Some organizations may just be starting to dabble in learning beyond the LMS, while others aim to fully transform how they deliver and measure L&D. Regardless of where you fall on the “innovation” spectrum, though, RFPs are still geared towards the same old systems.
Join Todd Tauber, Degreed’s VP of Product Marketing, and Mike Rustici, CEO of Watershed, for a 30 minute webinar to learn:
1) What questions to ask when evaluating tools for a new learning ecosystem.
2) How to identify the capabilities you really need instead of the product you think you need to deliver, track, and analyze formal and informal learning
3) Three examples of how leading-edge organizations have successfully created an RFP for a modern ecosystem
Digital technology is creating a huge opportunity to elevate the learning and talent development function from a distraction to a driver of business results.
But effectively adapting L&D to our always-on workforce is harder than ever. Reality is getting more virtual. Intelligence is getting more artificial. Data is getting bigger.
This talent-packed Q&A will feature a discussion with Bersin by Deloitte analyst, Dani Johnson, and 3 learning trailblazers:
- Barry Murphy, global learning at airbnb
- Chris Trout, VP of L&D at The Walt Disney Company
- Amy Rouse, Senior Learning Strategist, formerly of AT&T
We will dive into just how these leaders are adapting and evolving to confront the digital disruption of L&D.
The State of Workforce Learning in Our Digital WorldDavid Blake
Workplace learning is remaking itself whether organizations are on board or not. And there’s a glaring disconnect: Employees are only spending 1% of a workweek on professional development and learning while organizations are spending over $130 billion worldwide in 2014, and rising ever since.
That’s a pricey 4.8 minutes a day!. Learning is among the 10 ten trends reshaping how we work, and a key concern for companies of every stripe, but success is going to take a whole new approach.
What’s needed: a culture of learning, with learning opportunities across every platform we use today: mobile, social, video, classroom, and more. The smartest CLO’s are creating a partnership between employer and employee, are measuring engagement, performance and discern. Empowering those connections means drawing on the best tools out there.
[Webinar] BYOL: Bring Your Own LearningDavid Blake
YouTube: http://youtu.be/SBGyZHjNzHI?t=1m
The BYOD trend brought a flood of both anxieties and benefits to the workplace. Now BYOL, "Bring Your Own Learning", is upon us and has brought anxieties as learning professionals prepare for the complexities, and work to unlock the benefits. Take an in-depth look at the data behind the BYOL "Bring Your Own Learning" trend.
This presentation covers:
- Consumerization of Learning
- "Autonomy Leads to Engagement"
- How to Manage the BYOL Shift
People are choosing to learn in different ways from a much more diverse range of sources. Meanwhile, most L&D infrastructure is still geared for the same old thing – managing formal training. This webinar deck covers:
- What the wisdom of the crowd can teach L&D professionals about learning
- 3 ways to reconnect L&D’s requirements to learners’ expectations
- How to leverage the new learning ecosystem to make L&D more efficient, effective and agile
How to Create Better Capabilities Through DiversityDavid Blake
It’s a popular adage: 2 heads are better than one. So why is diversity an eye roll versus a priority for many organizations?
Forbes reported 85% of large global enterprises agree diversity is crucial to fostering innovation in the workplace.
Diversity can be your competitive advantage, empowering products that are designed better and therefore, organizations that are able to capture a greater share of the business market.
With the diverse, dispersed and continuously expanding workforce of today, relying on technical knowledge and skills isn’t enough to be successful anymore. Growing personally and professionally has never been more important. As AT&T CEO Randall Stephenson said in a recent interview with the New York Times, those who don't spend five to 10 hours a week learning “will obsolete themselves.”
As L&D providers, we are responsible for helping our employees stay relevant and grow. Although it may seem like it, it’s not about increasing available content. It’s about creating a learning ecosystem, made up of content, systems and people, that supports learners for their positions now and in the future.
How to Build Motivation to Drive Change - WebinarDavid Blake
The world’s top achievers and effective leaders didn’t get to the top without the desire to continuously improve.
Degreed and getAbstract have partnered to bring you motivation expert, Jason Womack, to guide you through an abbreviated version of his sought-after “Get Momentum Leadership Academy” program.
This event will provide actionable guidance for L&D and talent leaders on how to shift your approach so you can build and sustain the motivation required to change.
In This 45-Minute Training You'll Learn:
1) The building blocks for true motivation - BEING versus getting motivated
2) How to find, engage and become a mentor that builds and supports success
3) The reason's you’re more effective when focusing on the future and what you've already accomplished!
The requirements for learning technology have evolved because organizations and their employees have evolved. Today, people are learning in many different ways, often outside of conventional L&D systems.
But investing in the tools to deliver and measure learning in a modern ecosystem requires new approaches to selecting technology as well. Some organizations may just be starting to dabble in learning beyond the LMS, while others aim to fully transform how they deliver and measure L&D. Regardless of where you fall on the “innovation” spectrum, though, RFPs are still geared towards the same old systems.
Join Todd Tauber, Degreed’s VP of Product Marketing, and Mike Rustici, CEO of Watershed, for a 30 minute webinar to learn:
1) What questions to ask when evaluating tools for a new learning ecosystem.
2) How to identify the capabilities you really need instead of the product you think you need to deliver, track, and analyze formal and informal learning
3) Three examples of how leading-edge organizations have successfully created an RFP for a modern ecosystem
Digital technology is creating a huge opportunity to elevate the learning and talent development function from a distraction to a driver of business results.
But effectively adapting L&D to our always-on workforce is harder than ever. Reality is getting more virtual. Intelligence is getting more artificial. Data is getting bigger.
This talent-packed Q&A will feature a discussion with Bersin by Deloitte analyst, Dani Johnson, and 3 learning trailblazers:
- Barry Murphy, global learning at airbnb
- Chris Trout, VP of L&D at The Walt Disney Company
- Amy Rouse, Senior Learning Strategist, formerly of AT&T
We will dive into just how these leaders are adapting and evolving to confront the digital disruption of L&D.
The State of Workforce Learning in Our Digital WorldDavid Blake
Workplace learning is remaking itself whether organizations are on board or not. And there’s a glaring disconnect: Employees are only spending 1% of a workweek on professional development and learning while organizations are spending over $130 billion worldwide in 2014, and rising ever since.
That’s a pricey 4.8 minutes a day!. Learning is among the 10 ten trends reshaping how we work, and a key concern for companies of every stripe, but success is going to take a whole new approach.
What’s needed: a culture of learning, with learning opportunities across every platform we use today: mobile, social, video, classroom, and more. The smartest CLO’s are creating a partnership between employer and employee, are measuring engagement, performance and discern. Empowering those connections means drawing on the best tools out there.
[Webinar] BYOL: Bring Your Own LearningDavid Blake
YouTube: http://youtu.be/SBGyZHjNzHI?t=1m
The BYOD trend brought a flood of both anxieties and benefits to the workplace. Now BYOL, "Bring Your Own Learning", is upon us and has brought anxieties as learning professionals prepare for the complexities, and work to unlock the benefits. Take an in-depth look at the data behind the BYOL "Bring Your Own Learning" trend.
This presentation covers:
- Consumerization of Learning
- "Autonomy Leads to Engagement"
- How to Manage the BYOL Shift
People are choosing to learn in different ways from a much more diverse range of sources. Meanwhile, most L&D infrastructure is still geared for the same old thing – managing formal training. This webinar deck covers:
- What the wisdom of the crowd can teach L&D professionals about learning
- 3 ways to reconnect L&D’s requirements to learners’ expectations
- How to leverage the new learning ecosystem to make L&D more efficient, effective and agile
How to Create Better Capabilities Through DiversityDavid Blake
It’s a popular adage: 2 heads are better than one. So why is diversity an eye roll versus a priority for many organizations?
Forbes reported 85% of large global enterprises agree diversity is crucial to fostering innovation in the workplace.
Diversity can be your competitive advantage, empowering products that are designed better and therefore, organizations that are able to capture a greater share of the business market.
With the diverse, dispersed and continuously expanding workforce of today, relying on technical knowledge and skills isn’t enough to be successful anymore. Growing personally and professionally has never been more important. As AT&T CEO Randall Stephenson said in a recent interview with the New York Times, those who don't spend five to 10 hours a week learning “will obsolete themselves.”
As L&D providers, we are responsible for helping our employees stay relevant and grow. Although it may seem like it, it’s not about increasing available content. It’s about creating a learning ecosystem, made up of content, systems and people, that supports learners for their positions now and in the future.
How to Build Motivation to Drive Change - WebinarDavid Blake
The world’s top achievers and effective leaders didn’t get to the top without the desire to continuously improve.
Degreed and getAbstract have partnered to bring you motivation expert, Jason Womack, to guide you through an abbreviated version of his sought-after “Get Momentum Leadership Academy” program.
This event will provide actionable guidance for L&D and talent leaders on how to shift your approach so you can build and sustain the motivation required to change.
In This 45-Minute Training You'll Learn:
1) The building blocks for true motivation - BEING versus getting motivated
2) How to find, engage and become a mentor that builds and supports success
3) The reason's you’re more effective when focusing on the future and what you've already accomplished!
Learning and Development Works in The Gray SpaceDavid Blake
Learning professionals have a big opportunity to help their companies build a strong learning culture and it’s right in front of them - the gray space. The prevailing L&D model is to create courses that address organizational needs but this misses the biggest part of workplace learning - learning happens everywhere, not somewhere.
See how workplace learning professionals can support and enable people to meet their organizational and individual goals.
Curation 101: How To Make Sense of Content OverloadDavid Blake
Are you and your learners overwhelmed by the thousands of learning options and systems available today?
Curation can help make sense of the wealth of content out there and reduce the barriers preventing you from forming a daily learning habit.
The best part? You already have everything you need to jumpstart that culture of continuous learning.
Join us and learn how curation can help you:
- Make self-directed learning easy since people learn in all kinds of ways
- Save money and time by developing pathways versus building new content each time
- Deliver both formal and informal learning experiences to engage 21st century learners
Degreed LENS Event: Reinventing the Learning Experience - March 23rd, 2016, N...David Blake
Are you ready for today's learners?
According to new research by Degreed, only 18% of workers would recommend their employer's L&D opportunities to a colleague; they're disengaged and looking elsewhere for their learning and growth experiences. In this exclusive, free invitation-only event you will hear from prominent industry analyst, Josh Bersin, about innovative approaches to corporate learning in the 21st century.
Through a series of case studies and interactive discussion, you will also connect with some of the most forward thinking L&D leaders to share what they're learning about how to build more engaging, more responsive digital learning experiences.
How to Leverage Informal Learning to Create a Learning CultureDavid Blake
Workers don’t confine development to their offices or to the average learning and development (L&D) catalog. According to recent Degreed research, 70 percent said they learn from peers and reading online every week.
You need to understand the changes occurring in learning habits in today’s workforce, and what L&D professionals of all levels can do to address them. In this webcast, you’ll learn what your learners want from you in this age of digital disruption and instant access, and how Purch began valuing informal learning and realigned its L&D strategy to support employee learning and performance.
We are all learning most of the time, but we often don’t recognise this! Many people only feel they have had some development if they have been on a course. Courses can be a great way to develop people, though they can be expensive and people are not always able to put what they have learned into practice when they come back to the work place.
In this on demand webinar, Developing People with the 70/20/10 Model, Jayne McPhillimy has introduced different ways of recognising, and therefore encouraging the development of your people through a range of interventions.
These interventions are often more effective than a traditional course approach and are invariably a more cost effective option.
At the end of this practical on demand webinar recording, you will:
Understand the 70/20/10 Model for Learning & Development and how this approach could support the development of the people in your business.
Widen the scope for what is considered to be learning and development activity in your business.
Understand how you can use this approach to build a ‘Learning Culture’, where people firstly recognise the learning opportunities around them and then actively seek them out.
Be able to move people away from the idea that learning only happens on a Training Course
This webinar is aimed at all those involved in developing staff from HR Managers to Senior Business Leaders and Managers.
You can view the full webinar at the end of the slide deck and if you would like to view more on demand webinars or attend the live Shorebird RPO events, please visit http://www.shorebird-rpo.com/free-webinars
Why Learning is the Key to Happiness at WorkDavid Blake
Learning is your biggest competitive advantage – the key to getting and keeping great talent in an ever evolving workforce. People want to develop their skills for the future whether they are just graduating from college and are looking to land their first job, want to get better at the job they already have, or looking to gain new skills for their career of the future. Traditional classroom models are antiquated and outdated, but technology is making new things possible, and easier!
The Power of Informal: Driving People-Based LearningDavid Blake
Digital disruption is drastically changing the way we learn and consume content. Learning follows the path of least resistance. As a result, people look to what is right in front of them – informal options like social and on-demand learning. A recent studyby Degreed found that nearly 50 percent of people search the Internet and 43 percent browse specific online resources when they need to learn something new for work.
The smartest learning leaders are embracing the changing learning habits in today’s workforce, taking advantage of the drive towards informal. Join us for this complimentary webinar, sponsored by Degreed and presented by Juli Weber, organizational development manager at Purch, and Sarah Danzl, head of enterprise communication and content development at Degreed. You’ll learn how Purch began valuing informal learning and realigned its L&D strategy to support employee learning and performance.
The Tools You Need to Build the Learning Culture You WantDavid Blake
Most business leaders say they want a culture of learning. But less than one third of corporate learning leaders believe that their organization has one. Part of the problem is that many employees are already looking beyond their employers’ training and driving more of their own development. And the traditional tools of the trade just aren’t enough anymore – not for these hyper-connected, hyper-kinetic workers.
Design thinking for the learning professionalDavid Blake
Learn how to apply design thinking to help others learn. While many talk about design thinking, it is often underutilized or even unknown in the learning space. This webinar will review basic principles of design thinking and empower participants to apply this method to solve problems in their organizations.
Every day, employees waste approximately 11% of their time on unproductive learning. According to CEB Research, this misused time costs the average organization more than $134.5 million in employee productivity each year.
Many think the answer is improved content that’s more relevant. But the better answer is actually being more productive and efficient with your learning time, or being a better learner.
The reality is that most of us, even those of us who are in the HR or L&D fields, don’t know how to learn effectively.
Lucky for you, Degreed and Dr. Barbara Oakley are going to help you become a better learner in just 45 minutes.
Digital technology is transforming just about everything—fast. Yet only a fraction of executives think their HR function is helping them adapt to the digital future. The smartest CLOs are already transforming their approaches to L&D. But evolving to meet the demands of today’s always-on economy takes more than just investing in bite-sized content and the newest technology. What separates the disruptors from the disrupted is how you put those new tools to work.
Find out:
- Why progressive learning leaders are rethinking their strategies
- How innovative L&D professionals are redesigning their toolkits and technology architectures
- What forward-thinking CLOs are doing to re-organize and re-skill their teams
IBM Strategy and Values: (1) Focus on open technologies and high- value solutions, (2) Deliver integration and innovation to clients, (3) Become the premier Globally Integrated Enterprise.
The near future of learning and development (L&D) is already here. And this new reality includes workers and their managers sharing more of the responsibility than you might be used to. That doesn’t mean your L&D organization, practices and tools are obsolete – they still play an important role. But they do need to evolve. These days, the most successful CLOs do more than just “supply” learning. They also enable their workers to take learning into their own hands. Caterpillar has done just that, having created a dynamic learning environment that empowers workers to both discover and track learning at their moment of need, rather than wait for the next formal session.
The Democratization of Learning and DevelopmentDavid Blake
The future of learning and development (L&D) is already here. This new reality includes workers and their managers sharing more of the responsibility than you might be used to. That doesn’t mean your L&D organization, practices, and tools are obsolete—they still play an important role. But they do need to evolve. These days, the most successful chief learning officers do more than just supply learning. They also enable their workers to take learning into their own hands.
It’s not hard to be overwhelmed by the wealth of content available today. Every day, we create 2.5 quintillion bytes of data 1. That’s equivalent to 10 million compact discs that when stacked, would equal the height of 4 Eiffel towers 2. But the explosion of both content and digital technology hasn’t actually increased productivity. In fact, content searches cost companies over $14,000 per worker and nearly 500 hours per worker every year 3.
So how can you break through the noise? The most successful CLOs have begun harnessing the power of all learning experiences through curation, and more importantly, context. Curation and context powers learning in a variety of ways that can help you and your learners make sense of the plethora of information and reduce barriers to creating a culture of continuous learning.
The Future of Corporate Learning - Ten Disruptive TrendsJosh Bersin
The corporate learning market is exploding with change, growth, and disruption. This detailed presentation discusses our findings and perspectives on all the changes taking place.
Conduent Webinar Feb 2020: Skills, The Currency of the Future of WorkDavid Blake
Two major shifts:
- Education went from being scarce to being abundant
- Technology outpaced the ability of humans to learn
- Created a massive global skills gap
CEO's reporting skills as a top priority, and lack of skills as a top threat to business
- Most companies cannot yet inventory skills
- Market is beginning to respond to meet this need
- Market maturity is highest around lifelong learning; medium around skills measurement; and nascent around skills gap analysis (informing what skills a company needs)
Bridging the Skills Gap - How Cognizant is re-defining learning strategiesDavid Blake
56% of current workforce skill sets do not match the changes in their company’s strategy, goals, markets, or business models, says ATD's survey on Bridging the Skills Gap. With the rise of digital disruption, a 4-generation workforce and 60-year careers, organizations are forced to re-think how they develop their employees. In order to operate differently, companies need to explore new strategies, skillsets, and modernized tools. It is an important time for corporate learning leadership to take stock of their learning investments and create the ecosystem and solutions that will take them through the age of disruption. In this webcast you learn about how some of the leading companies are re-thinking their learning strategies, what should be in your learning toolkit and how you can re-skill employees.
A recent Bersin survey pointed out that just 28 percent of organizations have “good” or “very good” levels of proficiency in basic data literacy skills. And that makes sense, because it often feels like you need a statistics degree to understand HR analytics. But the truth is, you don’t need a degree. You just need to know what to look for and how to turn that into meaningful conclusions. Degreed and Watershed are here to help.Join us for Data Fluency for Dummies.
Retooling L&D: Building the Right Capabilities for Organizational SuccessDavid Blake
Dismally, only 40% of organizations feel that their L&D organizations are helping to drive the business. New technologies, empowered and picky employees, and executives that demand results are fundamentally changing the role that L&D must play in the business. As organizations become more intent on adaptable and innovative workforces, L&D capabilities must move from “doing” to “influencing”.
Retooling L&D: Building the Right Capabilities for Organizational SuccessDavid Blake
Dismally, only 40% of organizations feel that their L&D organizations are helping to drive the business. New technologies, empowered and picky employees, and executives that demand results are fundamentally changing the role that L&D must play in the business. As organizations become more intent on adaptable and innovative workforces, L&D capabilities must move from “doing” to “influencing”.
Learning and Development Works in The Gray SpaceDavid Blake
Learning professionals have a big opportunity to help their companies build a strong learning culture and it’s right in front of them - the gray space. The prevailing L&D model is to create courses that address organizational needs but this misses the biggest part of workplace learning - learning happens everywhere, not somewhere.
See how workplace learning professionals can support and enable people to meet their organizational and individual goals.
Curation 101: How To Make Sense of Content OverloadDavid Blake
Are you and your learners overwhelmed by the thousands of learning options and systems available today?
Curation can help make sense of the wealth of content out there and reduce the barriers preventing you from forming a daily learning habit.
The best part? You already have everything you need to jumpstart that culture of continuous learning.
Join us and learn how curation can help you:
- Make self-directed learning easy since people learn in all kinds of ways
- Save money and time by developing pathways versus building new content each time
- Deliver both formal and informal learning experiences to engage 21st century learners
Degreed LENS Event: Reinventing the Learning Experience - March 23rd, 2016, N...David Blake
Are you ready for today's learners?
According to new research by Degreed, only 18% of workers would recommend their employer's L&D opportunities to a colleague; they're disengaged and looking elsewhere for their learning and growth experiences. In this exclusive, free invitation-only event you will hear from prominent industry analyst, Josh Bersin, about innovative approaches to corporate learning in the 21st century.
Through a series of case studies and interactive discussion, you will also connect with some of the most forward thinking L&D leaders to share what they're learning about how to build more engaging, more responsive digital learning experiences.
How to Leverage Informal Learning to Create a Learning CultureDavid Blake
Workers don’t confine development to their offices or to the average learning and development (L&D) catalog. According to recent Degreed research, 70 percent said they learn from peers and reading online every week.
You need to understand the changes occurring in learning habits in today’s workforce, and what L&D professionals of all levels can do to address them. In this webcast, you’ll learn what your learners want from you in this age of digital disruption and instant access, and how Purch began valuing informal learning and realigned its L&D strategy to support employee learning and performance.
We are all learning most of the time, but we often don’t recognise this! Many people only feel they have had some development if they have been on a course. Courses can be a great way to develop people, though they can be expensive and people are not always able to put what they have learned into practice when they come back to the work place.
In this on demand webinar, Developing People with the 70/20/10 Model, Jayne McPhillimy has introduced different ways of recognising, and therefore encouraging the development of your people through a range of interventions.
These interventions are often more effective than a traditional course approach and are invariably a more cost effective option.
At the end of this practical on demand webinar recording, you will:
Understand the 70/20/10 Model for Learning & Development and how this approach could support the development of the people in your business.
Widen the scope for what is considered to be learning and development activity in your business.
Understand how you can use this approach to build a ‘Learning Culture’, where people firstly recognise the learning opportunities around them and then actively seek them out.
Be able to move people away from the idea that learning only happens on a Training Course
This webinar is aimed at all those involved in developing staff from HR Managers to Senior Business Leaders and Managers.
You can view the full webinar at the end of the slide deck and if you would like to view more on demand webinars or attend the live Shorebird RPO events, please visit http://www.shorebird-rpo.com/free-webinars
Why Learning is the Key to Happiness at WorkDavid Blake
Learning is your biggest competitive advantage – the key to getting and keeping great talent in an ever evolving workforce. People want to develop their skills for the future whether they are just graduating from college and are looking to land their first job, want to get better at the job they already have, or looking to gain new skills for their career of the future. Traditional classroom models are antiquated and outdated, but technology is making new things possible, and easier!
The Power of Informal: Driving People-Based LearningDavid Blake
Digital disruption is drastically changing the way we learn and consume content. Learning follows the path of least resistance. As a result, people look to what is right in front of them – informal options like social and on-demand learning. A recent studyby Degreed found that nearly 50 percent of people search the Internet and 43 percent browse specific online resources when they need to learn something new for work.
The smartest learning leaders are embracing the changing learning habits in today’s workforce, taking advantage of the drive towards informal. Join us for this complimentary webinar, sponsored by Degreed and presented by Juli Weber, organizational development manager at Purch, and Sarah Danzl, head of enterprise communication and content development at Degreed. You’ll learn how Purch began valuing informal learning and realigned its L&D strategy to support employee learning and performance.
The Tools You Need to Build the Learning Culture You WantDavid Blake
Most business leaders say they want a culture of learning. But less than one third of corporate learning leaders believe that their organization has one. Part of the problem is that many employees are already looking beyond their employers’ training and driving more of their own development. And the traditional tools of the trade just aren’t enough anymore – not for these hyper-connected, hyper-kinetic workers.
Design thinking for the learning professionalDavid Blake
Learn how to apply design thinking to help others learn. While many talk about design thinking, it is often underutilized or even unknown in the learning space. This webinar will review basic principles of design thinking and empower participants to apply this method to solve problems in their organizations.
Every day, employees waste approximately 11% of their time on unproductive learning. According to CEB Research, this misused time costs the average organization more than $134.5 million in employee productivity each year.
Many think the answer is improved content that’s more relevant. But the better answer is actually being more productive and efficient with your learning time, or being a better learner.
The reality is that most of us, even those of us who are in the HR or L&D fields, don’t know how to learn effectively.
Lucky for you, Degreed and Dr. Barbara Oakley are going to help you become a better learner in just 45 minutes.
Digital technology is transforming just about everything—fast. Yet only a fraction of executives think their HR function is helping them adapt to the digital future. The smartest CLOs are already transforming their approaches to L&D. But evolving to meet the demands of today’s always-on economy takes more than just investing in bite-sized content and the newest technology. What separates the disruptors from the disrupted is how you put those new tools to work.
Find out:
- Why progressive learning leaders are rethinking their strategies
- How innovative L&D professionals are redesigning their toolkits and technology architectures
- What forward-thinking CLOs are doing to re-organize and re-skill their teams
IBM Strategy and Values: (1) Focus on open technologies and high- value solutions, (2) Deliver integration and innovation to clients, (3) Become the premier Globally Integrated Enterprise.
The near future of learning and development (L&D) is already here. And this new reality includes workers and their managers sharing more of the responsibility than you might be used to. That doesn’t mean your L&D organization, practices and tools are obsolete – they still play an important role. But they do need to evolve. These days, the most successful CLOs do more than just “supply” learning. They also enable their workers to take learning into their own hands. Caterpillar has done just that, having created a dynamic learning environment that empowers workers to both discover and track learning at their moment of need, rather than wait for the next formal session.
The Democratization of Learning and DevelopmentDavid Blake
The future of learning and development (L&D) is already here. This new reality includes workers and their managers sharing more of the responsibility than you might be used to. That doesn’t mean your L&D organization, practices, and tools are obsolete—they still play an important role. But they do need to evolve. These days, the most successful chief learning officers do more than just supply learning. They also enable their workers to take learning into their own hands.
It’s not hard to be overwhelmed by the wealth of content available today. Every day, we create 2.5 quintillion bytes of data 1. That’s equivalent to 10 million compact discs that when stacked, would equal the height of 4 Eiffel towers 2. But the explosion of both content and digital technology hasn’t actually increased productivity. In fact, content searches cost companies over $14,000 per worker and nearly 500 hours per worker every year 3.
So how can you break through the noise? The most successful CLOs have begun harnessing the power of all learning experiences through curation, and more importantly, context. Curation and context powers learning in a variety of ways that can help you and your learners make sense of the plethora of information and reduce barriers to creating a culture of continuous learning.
The Future of Corporate Learning - Ten Disruptive TrendsJosh Bersin
The corporate learning market is exploding with change, growth, and disruption. This detailed presentation discusses our findings and perspectives on all the changes taking place.
Conduent Webinar Feb 2020: Skills, The Currency of the Future of WorkDavid Blake
Two major shifts:
- Education went from being scarce to being abundant
- Technology outpaced the ability of humans to learn
- Created a massive global skills gap
CEO's reporting skills as a top priority, and lack of skills as a top threat to business
- Most companies cannot yet inventory skills
- Market is beginning to respond to meet this need
- Market maturity is highest around lifelong learning; medium around skills measurement; and nascent around skills gap analysis (informing what skills a company needs)
Bridging the Skills Gap - How Cognizant is re-defining learning strategiesDavid Blake
56% of current workforce skill sets do not match the changes in their company’s strategy, goals, markets, or business models, says ATD's survey on Bridging the Skills Gap. With the rise of digital disruption, a 4-generation workforce and 60-year careers, organizations are forced to re-think how they develop their employees. In order to operate differently, companies need to explore new strategies, skillsets, and modernized tools. It is an important time for corporate learning leadership to take stock of their learning investments and create the ecosystem and solutions that will take them through the age of disruption. In this webcast you learn about how some of the leading companies are re-thinking their learning strategies, what should be in your learning toolkit and how you can re-skill employees.
A recent Bersin survey pointed out that just 28 percent of organizations have “good” or “very good” levels of proficiency in basic data literacy skills. And that makes sense, because it often feels like you need a statistics degree to understand HR analytics. But the truth is, you don’t need a degree. You just need to know what to look for and how to turn that into meaningful conclusions. Degreed and Watershed are here to help.Join us for Data Fluency for Dummies.
Retooling L&D: Building the Right Capabilities for Organizational SuccessDavid Blake
Dismally, only 40% of organizations feel that their L&D organizations are helping to drive the business. New technologies, empowered and picky employees, and executives that demand results are fundamentally changing the role that L&D must play in the business. As organizations become more intent on adaptable and innovative workforces, L&D capabilities must move from “doing” to “influencing”.
Retooling L&D: Building the Right Capabilities for Organizational SuccessDavid Blake
Dismally, only 40% of organizations feel that their L&D organizations are helping to drive the business. New technologies, empowered and picky employees, and executives that demand results are fundamentally changing the role that L&D must play in the business. As organizations become more intent on adaptable and innovative workforces, L&D capabilities must move from “doing” to “influencing”.
Shaping the Workforce: Strategies for the Future of WorkDavid Blake
For many years, society has operated under the premise that growth is a linear activity: school, then university and then work. But what if you didn’t have access to school? And what happens when you’ve been out of school for more than 10 years? Are you no longer valuable? Absolutely not – yet we value employees based on their degrees or time spent in formal training settings.
We have to become more modern in our approach to how we think about, and then support, the development of our employees.
Decoding L&D Jargon: How Learning Can Use Machine Learning and AIDavid Blake
Artificial intelligence (AI) and machine learning could prove to be invaluable as solutions to both hiring and modern skill development challenges. The problem? Many of us don’t actually know the differences, and most tech providers that say they do AI don’t actually provide exactly that.
This webinar provided a better understanding of these terms and how they can be used to benefit both employees and L&D management.
Getting Started Using Data-Driven Learning DesignDavid Blake
A savvy facilitator observes the body language of their participants to gauge interest and engage. While an online environment lacks the face-to-face interaction, every drop-off, click, or share is a learner shouting their likes and dislikes. These actions are the digital equivalents of the eyerolls, smiles, and arms-crossed in the classroom. But are we paying attention? Learn practical ways to use data you already have access to in ways to uncover valuable insights and make design decisions with better results, increased engagements, and save your content from the digital dustbin.
Proven Practices in Learning Curation - Transforming Content Shock to Busines...David Blake
Curation is more than putting your favorite content in a word or Google doc.
Take your curation efforts to the next level with curation expert, Dr. Gina Richter.
In this session, Dr. Richter demonstrated tried and true methods for creating effective learning pathways.
She covered content strategy, and how you can transform your organization's content shock and overload into learning experiences that drive business results.
60-year careers, the decreasing half life of skills, and digital disruption have many organizations rethinking, and maybe even struggling with how they develop their employees.
“Fifty-six percent of current workforce skill sets do not match the changes in their company’s strategy, goals, markets, or business models.” — ATD, Bridging the Skills Gap, 2015
Finding success in this turbulent time takes new strategies, skillsets and modernized tools, which makes it an important, yet perfect time for corporate learning leadership to take stock of their learning investments.
Creating the right ecosystem will be the difference between those who make it through the age of disruption and those who don’t.
How to Train the Smartest People in the WorldDavid Blake
It is responsible for putting 12 people on the moon and sending countless more to space, and has some of the world’s most advanced technology and brightest minds inside its walls. But even NASA’s Jet Propulsion Laboratory (JPL) has learning challenges.Recognizing the shift is already under way in the technology, skills, and employee demographic that will lead them into the future, JPL has shifted its learning strategy and technology ecosystem.Join us for a question and answer session with NASA Jet Propulsion Laboratory Head of Technical Learning and Development Tony Gagliardo.
How To Measure Informal Learning's Value David Blake
We’re hearing it everywhere: today’s workers are learning every day, in a variety of ways, on and offline. In fact, more than 70 percent of workers surveyed say they learned something useful for their job from an article, a video or a book in the last 24 hours. Yet at the organization level, very little data is captured on what employees are learning in the course of doing their jobs. Regularly, measurement ends when the training program is over, and the details captured are minimal.
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?David Blake
Organizational learning is always evolving, but it seems that we have reached a point in time when it is changing more rapidly than companies can keep up with. The changes are both dramatic and incremental, and coming from every direction. Simply changing what we do is not enough, we need to start changing who we are. Do today’s learning organizations and the people running them have the DNA to deliver the modern learning experience?
4 Effective Strategies for Engaging the New Consumer LearnerDavid Blake
For a long time, perhaps too long, the HR and training functions have dictated learning for employees. But workers have started taking things into their own hands.
This shift from relying on L&D to self-directed has left many organizations wondering what their next move should be.
The best place to start is putting yourself in the learner’s’ shoes and examine the human behaviors around growth and development.
4 Generations: How to Make Learning Part of Your BrandDavid Blake
Tuesday, March 14, 2017 1:00pm - 2:00pm CDT
By: Ryan Seamons, Product Manager, Degreed; Mariah Cherniss, BlueBeyond Consulting; Judy Dutton, Senior Director, Global Talent & Organization Development, eBay; and Kelly Palmer, Chief Learning Officer, Degreed
People are a big expense—up to 70 percent of operating costs in many organizations. They are also your best investment, the reason for your organization’s success. Empowering your workers through ongoing growth opportunities and keeping them engaged is more vital than ever.With multiple generations in the workforce with varying preferences, how do you show everyone in your organization you’re invested in them?
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Hi everyone! Thank you for making time for today’s webinar from Degreed.
Everyone in L&D (and in HR and talent management more broadly) has been obsessed with measuring and improving workplace culture and employee engagement for the last couple of years.
- But one critical driver of both of those things – learning and development – still gets a lot less attention from the C-suite.
So today we want to focus on four things:
1 Why it’s important to also pay attention to how the workforce really learns and grows
2 Then I want to summarize some new research we’ve done on just that topic
3 Third, we’ll cover what we think the results mean for you all – L&D leaders; how you can start to adapt
4 And last, we’ll cover how some leading-edge companies are already evolving their approach to L&D. I’ll go into a bit of detail on MasterCard, in particular.
We’ll try to cover all that in about 45 minutes.
- Then we’ll have some time for Q&A.
And YES, we will share this slide deck afterwards, along with the replay.
We’d be grateful if, as we go through, you could share anything you find useful.
- You can tag us @toddtauber or @degreed
Learning at - and for - work has changed. Radically.
Everyone knows most learning happens outside classrooms and learning management systems.
- Now we’re starting to get a pretty good idea of just how much.
- And our data - which is shown here - is pretty startling.
According to research we’ve done over the last year, people spend at least 4-5x more time on self-directed learning than on what their L&D departments build and buy.
- Workers told us they're spending more than 14 hours a month, on average, learning on their own.
- But they’re only putting 2-3 hours a month into training provided by their employers.
That should matter to learning and development professionals because it’s the starting point for understanding not just why L&D needs to evolve - urgently - but also how.
- And if you watch and listen carefully, the wisdom of the crowd is giving us three big clues.
I think it’s notable, then, that what is obviously a critical lever is not being pulled broadly or effectively enough.
ATD – the Association for Talent Development – released some interesting new research just before the holidays. Which means a lot of people probably missed it. The headline, if you’re one of them, is that only 38% of L&D professionals think they’re ready to meet the needs of tomorrow’s learners.
- Almost two-thirds of people in their survey believe that the ways workers learn and develop are evolving. But most are not doing much to evolve or adapt.
Only a minority of learning functions are even trying to understand and prepare for changes in the ways we learn.
- I think that’s only partially right, though.
For starters, the crowd is telling us they expect faster, easier access to answers. 243 0401
Almost 70% of the people we asked told us the first thing they do when they need to learn something new for their jobs is Google it and read or watch what they find.
- Less than half say they look specifically for a course, but they’re inclined to do so on their own.
- Fewer than 12% said they ask their L&D or HR department for courses or other resources.
- Just this month, the head of leadership development at one of the biggest food and agribusiness groups in the US told us his employees look first online. They only come to L&D if they can't find what they need.
My own informal polls of corporate learning professionals say pretty much the same thing over and over again.
- We are all “just Googling it”. And not just because it’s expedient. We’re doing it because, in many cases, it’s all we really need.
- In fact, by a 3.5 to 1 margin, people tell us they believe their own self-directed learning is more effective in helping them be successful at work than the training provided by their employers.
- These are adults; they have a good idea what they need.
- And in many cases, they say they don't need a day-long course or even a 2-hour workshop or a 1-hour video. They just need some targeted articles and a few short video clips -- just enough to get started.
But often, we also do it because it’s not clear where to go for resources.
- Almost two-thirds of L&D professionals in a CrossKnowledge survey said that less than 30% of their employees use the LMS for non-mandatory learning
- And when CrossKnowledge asked why, one person summed it up nicely: “The LMS is poorly organized, there is a lack of promotion to the business and the content is dated.”
Everyone knows most learning happens outside classrooms and learning management systems.
- Now we’re starting to get a pretty good idea of just how much.
- And our data - which is shown here - is pretty startling.
According to research we’ve done over the last year, people spend at least 4-5x more time on self-directed learning than on what their L&D departments build and buy.
- Workers told us they're spending more than 14 hours a month, on average, learning on their own.
- But they’re only putting 2-3 hours a month into training provided by their employers.
That should matter to learning and development professionals because it’s the starting point for understanding not just why L&D needs to evolve - urgently - but also how.
- And if you watch and listen carefully, the wisdom of the crowd is giving us three big clues.
The takeaway here is that the operative word in L&D is “and”. Or at least it should be. Evolving to meet the needs of tomorrow’s learners still starts with the conventional L&D toolkit – psychology, neuroscience, classes, courses and LMSs.
But there is more to the job now.
Learning at - and for - work has changed. Radically.
The big takeaway here is simple: Workplace learning needs to adapt. And sooner would be better. Because even though learners have already moved on, 70% of L&D is still instructor-led.
For starters, the crowd is telling us they expect faster, easier access to answers.
Almost 70% of the people we asked told us the first thing they do when they need to learn something new for their jobs is Google it and read or watch what they find.
- Less than half say they look specifically for a course, but they’re inclined to do so on their own.
- Fewer than 12% said they ask their L&D or HR department for courses or other resources.
- Just this month, the head of leadership development at one of the biggest food and agribusiness groups in the US told us his employees look first online. They only come to L&D if they can't find what they need.
My own informal polls of corporate learning professionals say pretty much the same thing over and over again.
- We are all “just Googling it”. And not just because it’s expedient. We’re doing it because, in many cases, it’s all we really need.
- In fact, by a 3.5 to 1 margin, people tell us they believe their own self-directed learning is more effective in helping them be successful at work than the training provided by their employers.
- These are adults; they have a good idea what they need.
- And in many cases, they say they don't need a day-long course or even a 2-hour workshop or a 1-hour video. They just need some targeted articles and a few short video clips -- just enough to get started.
But often, we also do it because it’s not clear where to go for resources.
- Almost two-thirds of L&D professionals in a CrossKnowledge survey said that less than 30% of their employees use the LMS for non-mandatory learning
- And when CrossKnowledge asked why, one person summed it up nicely: “The LMS is poorly organized, there is a lack of promotion to the business and the content is dated.”
Another thing they tell us they need is more diverse options for learning.
70% of employer-provided training and development is still formal, instructor-led classes and traditional e-learning courses, according to ATD’s latest numbers.
- Bersin by Deloitte, Chief Learning Officer... All the other data says the same thing: L&D is stuck on classes and courses.
- More flexible virtual classes, on-demand courses and MOOCs are all good steps toward making courses more accessible.
- And lots of organizations are certainly pushing in that direction.
But it is not enough. Less than a quarter of the people we've surveyed tell us they've completed a course of any kind in the last two years - not at college, not online, not professionally.
- So innovative new formats like micro-learning, videos and gamification are great, too; they're much more in-tune with people's habits now.
But just swapping long-form courses for snacks, fun and games still misses the bigger picture.
- There’s an obvious limit to how much you can learn in 60 seconds
- And just slapping points and a leaderboard on the same old content doesn’t fundamentally make it any more relevant or any better.
- All of these new methods require a very different approach to design and development; they’re not quick, cosmetic fixes.
But more importantly, learning is not an "either / or" proposition; we all learn through a constantly changing, increasingly diverse and incredibly fragmented mix of content and feedback and experience - both planned and ad-hoc.
- Our attention and preferences do follow the path of least resistance, though - to informal learning.
- More than 70% of the people we've surveyed say they've learned something for their job from an article, a video or a book in the last 24 hours.
Unfortunately, most of that informal learning activity is outside the view of the L&D or HR function.
- Because it's happening outside of the old, traditional L&D or HR systems.
- And because informal learning is rarely tracked, it's also rarely valued by conventional L&D or HR processes. But it should be.
Informal learning should be valued because if you take the 70/20/10 model at face value then what it says is most organizations only have visibility into a tiny fraction of their learning, development and capabilities.
- In fact, half of workers told us that at least 60% of what they learn for work comes from informal learning.
- And almost 90% said they would prefer to be given credit for their own learning than learn at L&D or HR’s direction.
That means valuing informal learning could be a big, under-leveraged tool for building learning culture
- If I can’t see what my peers are learning about, then I can’t read or watch those things myself, I can’t discuss them with colleagues, or ask other people for help.
- Imagine what would happen if IT departments only supported PCs inside company offices now. Or if you tried to run accounting without tracking employees’ T&E. That’s what’s happening in L&D.
The reason that should matter to L&D teams is that without it, you have no line-of-sight into most of what your people are actually learning.
- If you had that, you could be a lot more proactive about solving your internal customers’ problems.
- According to some upcoming Bersin by Deloitte’s research, L&D teams that do a better job measuring all of their learning tend to have more support for learning among managers, better relationships with executives and easier access to funding for L&D initiatives.
So the third thing the wisdom of the crowd is telling us is that corporate learning teams should be leveraging the entire ecosystem of learning solutions that the workforce is using to learn.
Learning at - and for - work has changed. Radically.
For starters, we'd have to rethink some priorities. Because usually, what the organization needs and what people want seem like they're at odds:
Create vs solve (assemble) - For example, L&D organizations need to create effective learning experiences - efficiently - to meet a wide range of needs.
- Given the choice, most prefer to build the content themselves. Almost ⅔ of the content that L&D organizations use is custom-built in-house (Bersin).
- But learners just want to solve their problems. We usually don’t care how or where the content comes from.
What if L&D professionals crowdsourced, assembled and curated more of that content from employees and subject experts instead of just building or buying it? Or used both created and curated content in one place for a well rounded learning plan?
- It would be way more scalable. And potentially higher quality.
Manage vs find (empower) - L&D teams spend a lot of time and money trying to manage the ever-growing mess of LMSs and SharePoint sites and custom portals and external content…
- But learners just want to find the right learning and development opportunities fast
What if CLOs invested more in deploying better tools for finding the good stuff?
- I bet a lot of people would be a lot happier. And learn more.
Control vs access (enable) - Employers say they want to provide personalized learning, but when push comes to shove, control and security almost always seem to come first.
- Meanwhile, employees just want to access what they need whenever and wherever they want.
- Most of them can’t. Email at all hours is OK, but learning needs to be super-secure?
What if L&D teams spent more time with IT people to find better solutions for accessing and sharing learning, not just locking it down? …We would probably see better learner engagement.
Track vs value (recognize) - And just about every CLO says they want to track and measure the impact of learning
- But most of the time, they only really track formal training
- So workers can’t get recognition or visibility into their career paths.
- And managers don’t have a handle on what their employees know and can do.
What if more CLOs embraced more comprehensive, holistic solutions that make it easier to get value out of all kinds of learning?
- Managers and employees could have better, more productive conversations about development
- And a lot more people would see the value learning brings to your organization
A big part of the difficulty is that while the way we're all learning has evolved, the way many L&D organizations invest haven't really.
Right now, most corporate learning infrastructure - the tools, the technology, the content, the processes, the organizations - is set up for the old command-and-control, one-to-many broadcast approach to L&D.
- We build and deliver programs and courses, they consume them.
- As a result, L&D teams rely primarily on authoring tools, LMSs, SharePoint sites, course libraries and virtual training platforms; all tools for broadcasting.
But remember, the data says the L&D department is not in control anymore; learners are.
- So the people and processes, the programs and content, and the tools and technology systems all need to reflect this new reality.
That doesn't mean you don't need the traditional tools-of-the-trade anymore. Of course you do.
- But you should also balance them out and start to experiment with the entire ecosystem of solutions that the workforce is already using to learn.
- Solutions that enable and empower continuous, informal learning at least as much as they manage formal training.
Changes like that really only happen when you start to shift everyone’s mindsets – from L&D as an “either / or” proposition to one that’s more holistic. But when you do, you’ll start to see organizations get ready to really put their money where their mouths are.
According to the latest Bersin Corporate Learning Factbook, for example, the best L&D organizations are already delivering...
- up to 20% fewer hours via formal training (ILT, vILT, elearning)
- up to 30% more via experiential learning
- up to 13% more via coaching and collaboration
- and significantly more through on-demand resources like articles, videos and books
And by “best”, I mean the ones who are delivering the most value to their stakeholders; they’re having an impact on employees and they’re moving the needle on business results.
But in order to do all these things – to make L&D work differently – these organizations need new and different skills and processes and tools.
You can’t really get mentoring inside an e-learning course, for example.
And in order to invest in those new tools, you need CLOs and L&D teams – and all the other stakeholders – to think differently about how they define learning.
The takeaway here is that the operative word in L&D is “and”. Or at least it should be. Evolving to meet the needs of tomorrow’s learners still starts with the conventional L&D toolkit – psychology, neuroscience, classes, courses and LMSs.
But there is more to the job now.
What if we chose to change how L&D works?
Those things are out there already.
- And it’s much, much more than just LMSs and SharePoint sites and course catalogs and videos.
From our perspective, the learning ecosystem should include a rich mix of three kinds of things:
- Content - but not just your proprietary content or the stuff you’ve traditionally bought
- Tools for creating and making use of that content, and not just the conventional ones
and Systems for tracking and leveraging all of that learning, regardless of the source
And if you look back at what the learners are doing one more time, you start to get a pretty clear picture of what that could look like.
First, the content…Look past proprietary or vendor content. Embrace alternative formats and sources.
There are at least five possible sources of content...
In today’s fast-moving business world, the course is no longer the sole way of creating and distributing content. And neither, importantly, is the L&D department any longer the only source of learning content. There are at least five ways of sourcing content, and most organizations use a combination of them. It can be commissioned from an external provider, created internally, generated by users, developed as “off the shelf” material by a third party, or be freely available over the internet. - See more at: http://blogs.infor.com/infor-certpoint-learning/2014/05/learning-content-aint-what-it-used-to-be-.html#sthash.KBLwkdkY.dpuf
Your employees are already using open and user-generated content alongside your proprietary and vendor content.
- The five biggest MOOC providers now have two-thirds as many registered users as the five biggest established corporate learning vendors. And they’re only 3 years old!
- TED Talks videos have been watched more than 1bn times.
- And each Harvard Business Review stories gets shared ~1,200 times on Twitter and Facebook alone.
- Those are just a few examples, though. Our community has catalogued over 225,000 courses and 3m informal learning activities - videos, articles, books, events… - from more than 1,200 different sources.
So look past your proprietary content and traditional vendors.
- Help your people to embrace diverse mix of alternative formats and sources, too.
The field sales team at Dyson, the household appliance maker, uses smartphone apps to create and share 2 to 3 minute videos on how to demonstrate and pitch their vacuums, heaters and other products in stores like Costco.
- By collecting and sharing best practices, their training team is helping its people sell better.
- It’s working; they’ve grown sales 150% in the last four years
- and they attribute a big part of that to this new approach to product and sales training.
Second is the tools...
Your employees are already using new tools to crowdsource and curate their own learning. Things like blogs and Twitter and Quora and yes, Degreed.
- In fact, only 4 of the Top 25 Tools for Learning, according to a survey of over 1,000 learning professionals by the C4LPT, are enterprise class products. Only one is an LMS.
- 4 of the top 10 are consumer social networks: Twitter, YouTube, Facebook and LinkedIn.
That means lots of L&D professionals are already using these tools for themselves!
- But few are fully leveraging them in their work.
So do more than just build, buy and push content.
- Crowdsource, curate and assemble it for your learners ...and enable them to do it, too.
Unum, an insurance company, wanted to help people move from “trainer-dependent learning” to independent learning.
- So one of their learning consultants read up on curation - studying the work of folks like Harold Jarche, Beth Canter, Robin Good and Harold Rheingold.
- Then he and his team started sharing RSS feeds around six core business competencies.
- They tried at least four free or low cost tools until they found what he thought was the right platform. They were specifically looking for something with strong tools for discovering and filtering content to make the “Seek, Sense, Share” model work.
- They started to channel relevant content to employees. And many created their own feeds.
- The company credits the shift with improving employees’ digital skills, helping them build stronger internal and external networks, and driving a culture of self-directed development.
- Just as importantly, The L&D team is now finding ways to use that constantly growing library of content to support other learning needs.
And the third thing is the systems for measuring and valuing learning…
- Workers are already using new technologies and systems for tracking and valuing all kinds of learning, not just training.
So are vendors.
- There have been around 150 adopters of xAPI to date, according to the standard’s creators
- But corporate adoption has been slow. When I ask people why, everyone says they’re still kicking the tires, learning or trying to figure out how.
But the choice isn’t just between SCORM and xAPI anymore. And employees are already embracing new solutionsthat show not just what they did, but what they can do.
- Here at Degreed, we’re closing in on ~1m user profiles
- Behance, an online community for graphic designers, showcases over 5m projects by 2m designers.
- There are actually well over 4m+ people with Mozilla open badges in all - and 14,000 organizations issuing them
- GitHub has 9.8m registered IT professionals with 23m+ repositories of code
- And there have been more than 3bn LinkedIn endorsements and hundreds of thousands of people have added certifications to their profiles.
So there’s no excuse anymore. You should measure more than formal training.
- And you should be recognize and valuing all kinds of learning.
The UK’s National Health Service recognizes that a lot of learning doesn’t happen in classrooms.
- It’s also expensive and not always feasible to take doctors, nurses and other healthcare professionals off the floor for continuing education.
- So the NHS iis testing xAPI and a Learning Record Store system called WatershedLRS to track and analyze the resources their employees already use -- and to compare their formal and non-traditional learning to application on the job.
The experiment aims to show how the NHS can use those insights to focus its investments on the most cost-effective learning activities - regardless of the format.
Guitar Center – Badges + continuous feedback and recognition http://www.saba.com/media/18562/cs_guitar_center.pdf
IBM - http://www.elearningguild.com/DevLearn/sessions/session-details.cfm?event=380&fromselection=doc.4055&session=7021
The takeaway here is that the operative word in L&D is “and”. Or at least it should be. Evolving to meet the needs of tomorrow’s learners still starts with the conventional L&D toolkit – psychology, neuroscience, classes, courses and LMSs.
But there is more to the job now.