We've entered the content curation era. The number of learning resources has exploded, and content is readily available and easy to access. Modern employees drive most of their own learning, spending 14.4 hours per month on self-directed learning vs. just 2.7 hours on learning or training at the direction of L&D or HR. Learners want diverse options; they take courses, attend events, read books, watch videos, read articles, and so much more. L&D and HR professionals have a choice: Try to change employees' habits and preferences, or change how enterprise learning works.
In this presentation, we'll cover:
-Detailed statistics about how employees learn, the tools they use, and how they allocate time between them
-How to embrace all content sources and formats to track, recognize and value all employee learning
-How to shift your enterprise learning and training strategy towards less managing and more empowering
Making the unfamiliar familiar: reflections on training digital scholarship i...James Baker
Slides from a talk I gave at 'Data Driven: Digital Humanities in the Library', College of Charleston, 22 June 2014
Notes: https://gist.github.com/drjwbaker/90352720df706fa29a6c
Making the unfamiliar familiar: reflections on training digital scholarship i...James Baker
Slides from a talk I gave at 'Data Driven: Digital Humanities in the Library', College of Charleston, 22 June 2014
Notes: https://gist.github.com/drjwbaker/90352720df706fa29a6c
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.
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?
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.
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
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.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.
There’s some shiny new toy every year, though. This year, everyone is talking about micro-learning and gamification. Last year, it was MOOCs and big data analytics. Before that, it was social learning. And before that, it was mobile. Next year, it'll probably be wearables and xAPI.
Unfortunately, few of these new tools seem to make it past that experimental phase to become a core part of L&D. Mobile is a prime example. Even though 64% of the workforce uses smartphones now, barely a third of employers have any mobile learning program yet, only 19% of LMS shoppers say mobile is a primary consideration and only a tiny fraction of content is accessible on mobile devices.
That’s because technology and content are just tools. They don’t solve problems by themselves. That takes people. And only 6% of L&D people rate themselves as very good at providing mobile learning -- about the same number who say they’re ready to use video, MOOCs, simulations or other new forms of learning content.