Looking for international exposure in advertising or communications? Find your next job at this fast growing, full-service agency.
190 Search results
Check out jobs at marketing and communications agency HZDG.
The ability to email, surf the Internet, and text 24/7 has revolutionized communications, but it also makes it easy to ignore those in your real-life presence. Our etiquette expert weighs in on how to stay connected and professional at the same time.
Ever wonder how your personality’s depicted in your online communications? Well, we have five common work email habits for you to use to decode your own traits.
If you want to build the future of video communications in the workplace, check out jobs at Kontiki.
New Directions Recently, The Public Managers Board of Editors met to help refresh the 2011-2012 editorial calendar. Coupled with feedback from other meetings and through online communications (What would we do without LinkedIn, Twitter, Facebook, GovLoop, and so forth?), we…
A partnership with Nextdoor helps cities and states target communications at the neighborhood level.
The American Clean Skies Foundation awarded a second-place energy visions prize to a documentary co-produced by the Nebraska Department of Health and Human Services (HHS), Nebraska Educational Telecommunications (NET) Public Media, and the Nebraska Well Drillers Association. “Geothermal: Energy from the Ground Up” features efficient geothermal technology (underground pipes installed with a heat pump to keep buildings cool in the summer and warm in the winter). It won in the foundation’s long-form feature film or documentary category.
One medical supplies manufacturer trains its salespeople to practice what they preach. The following story was told by Kevin Glover, vice president of corporate communications, clinical education, and training at B. Braun Medical Inc.; and Connie Murray, director of clinical education and training at B. Braun. Client>> …
A communications company adapts its traditional mentoring program to better suit the interests and attributes of its young workforce.
The University of Florida College of Journalism and Communications offers lifelong learning to its alumni via the Master Access program.
We’ve all heard Muhammad Ali’s line, “Float like a butterfly, sting like a bee,” which he used to describe the necessary combination of moves for winning his boxing championships. What I’ve discovered is that the ability to “float like a butterfly” is, indeed, mandatory for professional communications and conversations – “…
How to craft a killer talent development communications plan.
The National Association of Workforce Boards (NAWB) is telling the story of the workforce investment system and would like you to share! NAWB recently launched a national communications campaign designed to collectively build a business case to policy makers and other stakeholders through thousands of workforce success stories submitted to their site, from each state and local area. As the story repository grows, the site will be searchable by zip codes to allow policy makers and stakeholders to drill down into the site and obtain workforce success stories pertinent to their state and local areas. Beyond filling the site with success stories in the first phase of the project, NAWB has plans in the coming year to engage CBS as a full partner, create customize videos for workforce investment boards (WIBs), expand sections of the site to highlight individual WIBs across the country, integrate social media to have conversations about workforce, and launch an all-out educational campaign with all policy makers. Here is a 5-minute video about the campaign: http://www.fullcapacitymarketing.com/media/presentations/WIWCampaign/player.html If you have a success story to share, either personally through the One Stop or Career Center system or your organization has had successes interacting with the workforce system, please share your story! Here is a link for more information: http://www.workforceinvestmentworks.com The General Accounting Office (GAO) puts out a report about Federal Worker Training Investments: Wyoming Senator Mike Enzi (R), ranking member of the Senate Health, Education, Labor and Pensions committee (HELP), highlighted this recent GAO report on his web site. The GAO report highlights the 47 worker training and employment programs and the $18 billion a year in investment. The report does highlight duplication and opportunities to stream line these programs. This report has also been highlighted in several recent news reports: http://www.usatoday.com/news/washington/2011-02-09-1Ajobtraining09_ST_N.htm?loc=interstitialskip The GAO Report, “Multiple Employment and Training Programs: Providing Information on Co-Locating Services and Consolidating Administrative Structures Could Promote Efficiencies” is available here: http://help.senate.gov/imo/media/doc/GAO%20Report%20Multiple%20Employment%20and%20Training%20Programs%20Released%20020920111.pdf
As the doors open to a new era of mobile learning and performance support, it’s a good time to step back and think about the new mindset required when designing for mobile. Although a mobile pedagogy will continue to evolve, we already know quite a bit about how people use mobile devices and some of the advantages of mobile learning. Mobile is Supportive It doesn’t take much deep thought to realize that mobile devices are an ideal medium for supporting performance at work. When an employee runs into an unsolvable problem, requires information to complete a task or needs step-by-step advice, this type of need can often be filled through mobile performance support. Mobile is Collaborative Learning and support at work can be provided through one’s network of professional colleagues, both internal and external to the workplace. Using mobile devices, the geographically dispersed workforce can help each other solve problems and make decisions in real time when the desktop is isn’t convenient. And of course, mobile devices can also be used for voice communication. That’s an old-fashioned and highly collaborative approach. Mobile is Gestural The gestural user interface (UI) for interacting with a smartphone or tablet seems like another universe when compared to one-finger clicking on a mouse. The gestural UI removes the intermediary device (mouse, pen, etc.) so that users can directly manipulate objects on the screen. Objects are programmed to move and respond with the physics of the “real world.” This opens up a new world of design possibilities for creative imaginations. Mobile is Learner-centric Learner-centric experiences occur when a person seeks the answer to an internal question. At this moment of need, the individual is highly motivated to learn and remember. When this occurs, it circumvents the need for extrinsic motivational techniques. Instead, it demands more effective information design, to provide quick and searchable access to content. Mobile is Informal Although there are bound to be an increasing number of Learning Management Systems that track mobile learning events, the mobile medium seems better suited to informal learning. Because mobile devices are often ubiquitous as well as always connected, they are ideal for learning in a variety of ways to fit a particular time and place. Mobile is Contextual Unlike other types of learning, mobile learning on a smartphone or tablet can occur in context. Only 3D simulations come close to this. Mobile learning may be initiated in the context of a situation, such as a few minutes of instruction prior to a sales call or quickly looking up a technical term at a meeting. Mobile learning may be initiated in the context of a location, such as augmented reality to learn about a place while traveling or getting directions to the next technical service call. And if employees “check in” to a location-based site, they can find each other anywhere around the world. Mobile is User-Generated By taking advantage of smartphone and tablet hardware, users can generate content by taking photographs and recording video and audio. Through these multimedia capabilities, your workforce can send and receive information from the field. A healthcare worker in a rural area can send photos of a patient’s skin condition and ask for help with a diagnosis. An agricultural expert can create a photo album for farmers, showing conditions that indicate soil erosion. Rather than take notes, a trainer can voice record his or her thoughts on how to improve a workshop. Then use this recording back at the office. Mobile is Fun The most popular apps in iTunes are games. With mobile devices, games don’t need to be limited to the phone. They can take in the larger world and be situational. For example, at a call center technicians receive digital badges through a mobile app for every satisfied caller. Badges are cashed in for various rewards. Think about ways to improve performance through challenges, team competitions and gamification. Mobile is Sensitive and Connected Take advantage of the hardware features of mobile devices. They have sensors for detecting touch, motion and device orientation. There is hardware for connecting through your carrier’s network, and through WiFi and Bluetooth. Some mobile devices can be used for tethering, which involves connecting the phone to a laptop with a cable and using the carrier as a modem to connect to the Internet. Mobile devices are also beginning to use Near Field Communications (NFC), so that devices can transmit information by touching them or coming into close proximity. Conclusion How can we leverage all that’s unique about mobile devices and their use and at the same time, avoid the pitfalls? It will take time, thought and a high-level strategy to get it right. Your thoughts? Connie Malamed (@elearningcoach) publishes The eLearning Coach, a website with articles, resources, reviews and tips for learning professionals. She is the author of Visual Language for Designers and the Instructional Design Guru iPhone app.
What do sales coaches need to know in order to help their salespeople succeed? More importantly, what does a complete, well-rounded, super-star sales professional do anyway? Surely, if you cornered one of these high-performing sales professionals at a social event and asked them what they actually did as a sales professional, there would be more to it than “I help people.” What exactly is it that salespeople DO anyway? I’m talking about what they actually do, not what their company does or what their value proposition is, but what THEY DO day in and day out as a sales professional? To be a complete sales professional, their daily activities should be in support of creating customer satisfaction and loyalty. What are these daily activities? I have analyzed the outputs and deliverables of thousands of sales professionals. I found that these tasks can be grouped into eight key areas. The idea is to help them become highly competent (i.e. superstar) sales professional through helping them: 1. Manage Themselves – highly competent salespeople keep their personal life in check. They stay healthy. They set goals, they make plans for your future. They keep their finances in order. They find stress-reducers. 2. Manage the Sales Cycle — The highly competent sales professionals seek out continuous comprehensive training and education to support their sales process. You should also be able to initiate, plan, and execute a sales process in order for your product or service to be assimilated into the buying organization. There are many systems out there to choose from. 3. Manage Opportunities – Highly competent sales professionals understand how to identify, manage, develop, and close the right sales opportunities. To do this, they’re experts at opportunity planning, territory management, opportunity development, and closing. 4. Manage Relationships- Highly competent salespeople become a trusted advisor to the buyer only happens when the sales professional is successful at building relationships, communicating, distributing information, and influencing others ethically through collaborative dialogue. Building relationships within your own organization is just as critical. Make sure that you take the time to forge relationships with your support teams, delivery teams, management or any other party that is involved in your sales process. 5. Manage Expectations – Highly competent salespeople continue their relationship after the sale. Providing top-notch service to buyers ensures repeat business and a solid sales reputation. 6. Manage Priorities – Highly competent salespeople understand the crucial elements of managing personal time to achieve ones goals and objectives. Great sales professionals understand that they must define the right tasks for the day or month, prioritize them, schedule them and execute. 7. Manage Technology – Highly competent sales professionals utilize technology in order to maximize personal and organizational effectiveness. 8. Manage Communications – highly competent sales professionals understand their choices in selecting, delivering, and leveraging communications strategies and mediums in order to effectively get their message across. There are many people that wonder why sales professionals are “harried,” have short attention spans, are always too busy, or seem a “little flustered”. Perhaps by identifying and understanding these eight areas, you have a new found appreciation and an understanding of why? So the question is, does you sales coaching program help salespeople become better in each area? How can you help them understand which area they are the strongest in? Or which area they are the weakest? A well designed sales coaching program provided by a reputable organization can help sales managers and sales coaches build action steps and coaching programs that help salespeople improve in each area every single day.
Have you heard of Web 2.0? What about “Sales 2.0”? There is new sales 2.0 conference that is owned by Selling Power Magazine — it remains to be seen what specific direction they will take it. Is Web 2.0 the same thing as sales 2.0? What is the current buzz surrounding sales 2.0.? There are two camps currently: Camp 1: Sales 2.0 is the use of web 2.0 technologies (and technology only) for sales or sales-related purposes. Camp 2: Sales 2.0 is the “Next Evolution” of Selling — where Selling is taken to the next level What do you think? Add Your comments? Recently, I asked the question to my LinkedIn Network… here is what some people said: View these answers on LinkedIn too ———— Aaron of Office Tools, LLC Says: Sounds to me like you have answered your own question, but it’s more than just using technology and resources like web portals and Blackberries. It’s also combining these technologies into your relationship with the prospect in a manner that is attuned to their comfort level as well, i.e. don’t make your customer a technology guinea pig every time a new tool is introduced. ——————— Martin B Success Coach, speaker, trainer and author. Known for his focused, rapid-results coaching. Says: Again to me it is about integrity, ethics and how they work with the customer for all the technology in the world can not replace that. I think sales 2.0 will include the sales person building an on-line quality reputation that will go with them over time. Of course I think being a CRSP ( Certified and Registered Sales Professional ) is very important as well. Quality relationships take time and SHOULD take time, technology can help but it still demands the basics. http://inquireonline.info/sales/sales-as-a-profession ———————– Nathan, a Director of Client Services Says: Interesting question and I hope this helps. I had been meeting with clients about a potential proposal for two months and doing a lot of work with them in between. They put on events as a part of their business model so I showed up to a happy hour one night to network and build rapport. They called the next day and wanted a proposal immediately. It was for a pretty big project so I got to work immediately. I sent the proposal to the principal and his VP of Advertising (two person show). I got the email from her (VP) Monday morning saying they were going with a different company. I did the customary follow up with an email asking why and didn’t hear back for several days. The VP of Ads is pretty into her myspace account and added me as a friend four days later (we got along well socially). I ended up following up with her on myspace, found out that it was a price point and we are currently renegotiating the terms of the proposal. ————- Brian a Life Sciences Training, Marketing and Branding specialist Says: Great question and one in which I view there being multiple answers to. These answers could be based on existing sales methodologies along with the technology stack, both current and planned, that will used within the sales organization. Sales 2.0 for us is evolving. Sure, we use standard SD processes and have a great CRM in place. Beyond this, what is sales 2.0? – Web advertising – Web networking – Blogs – White papers – SME webinars – Referral marketing – Tying it all together – Any so many others If I were to define sales 2.0 for the industry, I would state the following today. — Sales 2.0 is the sales approach where proven development methodologies are combined and blended with new communication & collection mediums where the client is empowered through the use of information to make well informed decisions — Yes, I said empowering the customer. As the web is now a central point in all communications, providing the information that your client’s seek is paramount to being viewed as a strong player in the service or product field that you serve while this also will help them in making better decisions. When structured property, Sales 2.0 approaches should increase contact to conversion ratios without all the (hub-bub) normally associated with sales development. I view a perfect sales world to be the day that a blinking super ball with your logo on it IS NOT required to impress a potential client, but a well formed and intuitive intake process does so without all the old school glitz. —————— Flyn P, The Inside Sales Guru Says: Sales 2.0 is the integration of all sales best practices as Web2.0 tools are now integrated for websites. I find many people stuck on one sales method over another when all of the methodologies have best practices that are probably applicable to most selling environments. The other half of this solution is that sellers have to learn to embed and incorporate best practices into their sales processes instead of placing the sales process on top of what they are doing. It is my belief that the most effective way to teach a sales best practice is from within the sales process for which you intend to use it. This means you must find the appropriate places and applications for the best practice and then customize it to fit your specific selling process. It is one thing to lean about “impact” questions it is another thing to apply them to your selling. Thus, you take the impact question and put it in the sales process for ABC Co. and make the question ABC’s. Impact Question: “What is the impact of the bottleneck in manufacturing on revenues?” ABC may not have such an issue in their selling — the key problem may be productivity of a widget in an adverse environment. The impact question that directly addresses that issue must be developed and made part of the selling process. The result is salespeople don’t need to figure out how or when to ask the question. That combined with the use of all sales methods and best practices would be Sales2.0. I hope that helps. Clarification added 5 days ago: I have noted that other addressed marketing issues and I would agree with these ideas — I kept my answer strictly to “Selling.” ———- Christian, an International CRM & e-Marketing Expert – Techno-Marketing Specialist Says: Dear Brian, More than a collection of technologies that help sales professionals personalize information for customers and interact with them rapidly, Sales 2.0 should be considered as the synthesis of new technologies, models, processes and mindsets. It is about leveraging people, process, technology, and knowledge to make significant gains. It means integrating the power of Web 2.0 and on-demand technologies with proven sales techniques to increase sales velocity and volume. It also relates to increased communication and collaboration between sellers and buyers and within the selling team, together with a proactive and visible integration of knowledge and measurement of the buying cycle into the sales cycle. It seems that Sales 2.0 truly merges sales and marketing into a seamless effort to target buyers more effectively using innovative and integrated tactics with an objective to bring in a lot more business at a lower cost. It is also about making anything and everything in the sales and marketing lifecycle measurable, so that you can take that information and resulting analysis to further optimise your sales process. More streamlined processes, together with the technologies to carry out smarter approaches, can immediately help organisations that are committed to moving their sales and marketing efforts to the next level of performance and dramatically accelerate their sales cycle. For further insight on this and related topics, please see http://www.saastream.com/my_weblog/2007/11/sales-20-taking.html#more —————– Joe G, a VP and Research Director, Sirius Decisions Says: Sales 2.0 is being trumpeted in the market place as the next wave of sales automation technology that will improve sales productivity, reduce cost of sales, increase customer loyalty and drive sales performance through the roof. Sound familiar?… think of SFA 1.0 promises. Sales 2.0 is – or should be – a focus on adapting customer engagement strategies to the rapidly changing environment that is dominated by the unrelenting evolution of the Internet. While leveraging technology should be a part of any approach, it is just an enabler to a broader sales readiness strategy. Obviously there are a variety of perspectives on what Sales 2.0 is, should or could be. I would suggest a visit to the blog at The Sales 2.0 Network website: http://sales20network.com/blog/ Duncan, A Business Development and Salesperson Says: To me Sales 2.0 is more about leading your customer to the best conclusion rather than ‘closing’ them through manipulation and hard sales tactics. i.e. you should strive to make sure that the product is a good fit for your customers and that your customers are a good fit for your company. The better the fit, the more repeat sales and referrals you will get. posted 5 days ago Nigel: CEO, Sales 2.0. Next Generation Sales Information, Telesales & Consulting Says: Hi Brian, Thanks for asking the question. I think it’s pretty clear from the answers that there is not yet one clear definition of sales 2.0 The way I came up with “sales 2.0” two years ago was through my personal frustration with a lot of the ways we have been selling. Added to that my realization that a lot of these techniques date back over 100 years to John Patterson at NCR. So I saw “sales 2.0” as a statement that we can “take sales to the NEXT level”. What happened after that is that some smart folks in Silicon Valley noted that the Internet is already creating change that we sales people can harness NOW to move our selling to the “next level”. Hence the emphasis on technology solutions in many current definitions of “sales 2.0” So for now we don’t have ONE solidified definition but the most popular one short-term is using Internet tools to boost sales performance. Long-term I hope the buzzword can stick around to really mean “taking the whole sales profession to the next level”. That’s my dream.
Fred Wilson, a well known VC, covers on his blog a topic that I think is very relevant to the field of learning: The overabundance of information leads to a scarcity of attention “What information consumes is rather obvious: it consumes the attention of its recipients. Hence a wealth of information creates a poverty of attention, and a need to allocate that attention efficiently among the overabundance of information sources that might consume it.” (Computers, Communications and the Public Interest, pages 40-41, Martin Greenberger, ed., The Johns Hopkins Press, 1971.) Wow, that is a very very interesting statement. Only several years ago there were not a lot of online courses available. Since then the technology has matured to the point where almost anyone can create and publish content (just look at blogs!). Now companies have access to libraries with thousands of courses. But all to often I see people searching Google first, looking for answers and getting thousands of search results (informal learning) or having mind-numbing access to those thousands of online courses through enterprise libraries (formal learning), both of which are resulting in a quick-hit, good luck knowing how ‘right’ the answer is, learning experience. Frankly it scares me how many people take the Internet at face value. Yes, Google, Wikipedia, blogs etc are all great sources but there is little in way of context to help judge it’s value. But on the other hand I find myself not really needing to ‘learn’ something but rather ‘find and discard’ an answer, knowing that I can always dig it up again later if need be. Heck my world seems to be changing so quickly that I’m lucky if I can find the answer to my question in one place as I often have to pull it together from several sources. Jay Cross says that 80% of learning is informal and I wonder how much of that informal learning is being done by Internet searching. Maybe the first course every person should take should be on effective online search techniques and how to assemble knowledge from multiple sources of varying quality. Do you agree? – is there simply too much information, stored in containers like courses, out there? (is Google the new incarnation of the learning object repository?) – How do we in the learning industry prune away the excess but still ensure that it is relevant to each learner and not overly generic? (is it our job to do the pruning or do things like tags, social networking and RSS enable each learner to do the pruning their own way) – if learning is now truly able to be continuous then how do we create effective learning experiences that can span across multiple delivery mediums independent of time? (anything published on the Internet will last forever especially with search engine caching) – are we to become knowledge navigators to our learners? (equipping our learners with tools versus content like courses and saying ‘the answer is out there, now go forth and find it’?)
(PHILADELPHIA, BUSINESS WIRE)–After declining in the third quarter to levels not seen since 2006, technology wages remained flat in the final quarter of 2008, according to the latest Yoh Index of Technology Wages. The final weeks of the fourth quarter showed positive gains in wages, maintained by increases in both health care and telecommunications. The Index also saw IT, scientific and aviation wages hold steady, while clinical and engineering wages dropped slightly. Wages fluctuated throughout the fourth quarter, and at the lowest point, hit a 2.39 percent decrease from the same time last year. At its peak, wages were 2.59 percent higher than the same time last year. “The latest data continues to emphasize uncertainty in the marketplace,” says Bill Yoh, President and CEO of Yoh. “Since many businesses have employed layoffs as the primary tactic in this economic rough patch, technology wages have not been impacted as dramatically as we would have expected. In this quarter, businesses will begin to respond by increasing layoffs, decreasing raises and yearly bonuses, or hiring new employees with lower starting salaries, but we anticipate the impact of these decisions will not be as dramatically reflected in wages until later this year. ( Read the entire story.)
(From AllAfrica.com) Johannesburg – THE shortage of South Africans with information technology (IT) skills is so acute it is making some South African businesses worried that they will be unable to survive, researchers say. Last year 75% of the 157 businesses surveyed by online newspaper ITWeb and the University of the Witwatersrand’s Joburg Centre for Software Engineering said the IT skills shortage was either having a major impact on their business or was affecting their viability, and in 2008 all 115 of the South African companies surveyed made this claim. With SA emerging from recession, it is arguable that this year the number making this claim could once again increase. (The 2010 survey is under way). Despite the expansion in SA’s telecommunications industry, and the way in which technological change has increased global demand for high-end IT skills because the various separate technologies such as voice, data and video are converging in new technologies, the numbers graduating in SA with high-end IT skills is not increasing significantly, says Sandra Burmeister, CEO of recruitment specialists Landelahni Business Leaders.
Depending on where you live, this July could prove to be unbearably hot. So hot in fact, you may find yourself indoors and wishing you had a reprieve from your day. ASTD’s webcasts are a great opportunity to enjoy your air conditioning and pick up some great information! There are three webcasts scheduled for this month, one of which is part of a new Disney series. ASTD has partnered with the Disney Institute to bring Fortune 500 practices to you. On Monday, July 13, Disney’s Approach to People Management will allow participants to benchmark a few key aspects of the Disney corporate culture by inspiring employee pride and ownership. ASTD members receive a discounted webcast rate and all registrants will be entered to win a trip to the Disney Institute in Orlando, Florida. Click here to register. ASTD is also offering two free webcasts during July. The first of which, Bridging the Skills Gap, will broadcast on July 21. Chapter members and leaders are invited to join ASTD Vice President, Communications and Member Relations, Jennifer Homer, as she discusses how the skills shortage threatens growth and competitivenessand what to do about it. Click here to register. On July 28, Kella Price, CPLP, National Advisor for Chapters, will provide a chance for chapter leaders to share ideas and learn from others during Getting It All Done: Re-Energize Your Board, Prevent Burn Out, and Still Meet Your Goals. Click here to register.
Some exciting updates – ASTD’s International Relations department has been developing new channels for member communications. Beginning in July, an international member newsletter will be sent electronically to all members outside the U.S on a monthly basis. The first full issue will be sent in August, containing updates on training-related events around the world, networking opportunities, new initiatives, and resources for your professional development. We look forward to receiving your feedback on our new newsletter! Also, plans are underway to produce a video blog with regular international updates. Stay tuned
Since I have been covering the area of eCollaboration (which includes some forms of eLearning) for the last 15 years, I talk to lots of vendors about their plans for collaboration and their future. A few months ago I talked about Adobe’s strategy for moving into collaboration through PDF. With the acquistion of MacroMedia it looks like Adobe will be leaping into the collaboration space even more quickly. Macromdia currently owns Breeze, and the Flash Communications Server (FCS) which is the underlying technology for many of the real time audio and video collaboration service offerings. The statement from the Adobe press release this morning says “The combination of Adobe and Macromedia strengthens our mission of helping people and organizations communicate better. Through the combination of our powerful development, authoring and collaboration tools – and the complementary functionality of PDF and Flash – we have the opportunity to drive an industry-defining technology platform that delivers compelling, rich content and applications across a wide range of devices and operating systems.” It also looks like Adobe has acquired MacroMedia to enable them to expand more rapidly into the market for audio and video applications for handhelds and other gadgets. So it will be interesting to see if Adobe either: spins off a collaboration company or business unit from the combination of Breeze, FCS and PDF, or if they will choose to integrate these three technologies into an offering that might even challenge Microsoft. I would love to hear what you think about this most interesting acquistion
Organizations that effectively utilize a leaders as teachers approach can realize six key strategic benefits. The first reason to implement a leaders-as-teachers approach is that it drives business and organizational results by ensuring strategic business alignment between senior business leaders and the programs and services provided by the learning function. A leaders-as-teachers program that is aligned with strategic business and organizational goals serves as a type of organizational insurance policy for leaders who teach. The second reason to implement a leaders-as-teachers approach is that it serves as a catalyst for the learning and development of the leaders and associates who participate as students in leader-led programs. This dynamic occurs in three ways: role modeling, creating a safe environment for feedback, and building networks. The third reason to implement a leaders-as-teachers approach is that it has inherent development qualities for those who teach. Many leader-teachers say that they are not sure who learns more when they teach.the participants or themselves. They move out of their comfort zone. Job challenges of different types, sizes, shapes, and intensities are the “genetic material” that enables leaders to learn, grow, change, and develop. Teaching, for many leaders, is a very significant job challenge and one that also helps them to see new viewpoints. The fourth reason to implement a leaders-as-teachers approach is that leader-teachers have the opportunity to strengthen their organization’s culture and communications. Culture transmission and communications through leader-teachers occurs in numerous ways including role modeling, social networks, communities of practice, continuous learning and communication flow across geographies, businesses and functions. The fifth reason to implement a leaders-as-teachers approach is that it enables them to serve as catalysts for business and organizational change through their direct access to a wide range of learners. The sixth and final reason to implement a leaders-as-teachers approach is that it drives numerous cost efficiencies by leveraging top talent. The leaders-as-teachers approach affords opportunities to deliver programs for “pennies on the dollar” compared with many other forms of delivery.
LAS VEGAS–( BUSINESS WIRE)–In an effort to help laid-off newspaper employees, Newspapers & Technology and The Job Network have created an online program to help journalists as well as operations and production personnel find new employment. Job seekers can post their resumes free of charge on Newspapers & Technology’s Web site, www.newsandtech.com. The resumes will be available for viewing on nearly 375 Job Network sites, plus affiliated networks such as RealMatch, SimplyHired, Google, Scientific American and Geek.com. The Job Network offers state-of-the-art real-time technology that grades and matches employers’ needs with candidates’ skills. Employers can also use the service free of charge to enter criteria associated with open positions. Job Network matches employers’ needs with submitted resumes and returns those resumes that best match those requirements. An employer would be charged a small fee to view the contact information associated with candidates who best matched the job. The partnership was announced Monday at the Newspaper Association of America’s mediaXchange conference here. With major newspaper groups facing serious financial challenges – and some in bankruptcy – the number of newspaper jobs has plummeted. More than 7,000 newspaper jobs were lost in 2008, and no relief appears in sight for 2009. Late last month, the Rocky Mountain News closed, and daily papers in Tucson, Ariz., San Francisco and Seattle have been targeted for closing or staff cutbacks. “This is a very challenging time for the industry,” said Mary L. Van Meter, publisher of Newspapers and Technology. “Not a day passes that I don’t get a phone call or an e-mail from some very capable person who’s looking for a job.” Van Meter and Marc Wilson, president of The Job Network, both serve on the Inland Press Association board of directors, and at a recent board meeting the two agreed to merge the promotional power of Newspapers & Technology and Wilson’s Job Network technology in an attempt to help laid-off newspaper employees. “I wish we could do more,” Wilson said. “I understand that very few newspapers are hiring. But I think that many newspapers have gone overboard in staff reductions, and when the recession ends, there once again will be a demand for talented reporters, editors, production, circulation and other staff.” The Job Network, a premier provider of employment solutions, is a limited liability partnership owned by TownNews.com, RealMatch Inc., Schurz Communications, Pioneer Newspapers, Dix Communications, the Seaton Group, Calkins Newspapers and the PAGE Cooperative. Newspapers & Technology is the publishing industry’s premier source of news and information about newspaper operations and production. For further information, contact Mary Van Meter at 303-575-9595 or Marc Wilson at 309-269-7826 ( Read the original release at BusinessWire.)
A recent CNET article noted that the typical office worker is interrupted every three minutes by an e-mail, IM, phone call, etc. If you are working on something creative, it takes about 8 minutes for our brains to get into that state. With all these distractions how is anyone able to get anything done? The result, says Carl Honore, journalist and author of “In Praise of Slowness,” is a situation where the digital communications that were supposed to make working lives run more smoothly are actually preventing people from getting critical tasks accomplished. Chris Caposella a VP in the Microsoft Information Worker Business Unit says that “People are ultra connected. And you know what? Now they are starting to realize, ‘Wow, I want to actually stop getting interrupted.'” Dan Russell, a researcher at IBM’s Almaden Research Center, turns off the instant notification of e-mail and only looks at e-mail 2X a day and has cut the time he spends with e-mail in half. Other organizations, like Veritas Software have implemented “no e-mail Fridays.” Employees can’t e-mail one another on Friday, but they are allowed to e-mail customers or other parts of the storage company if they have to. The result? Workers spend more time connecting face to face. A study by Hewlett-Packard earlier this year found that 62 percent of British adults are addicted to their e-mail–checking messages during meetings, after working hours and on vacation. Half of workers felt a need to respond to e-mails immediately or within an hour, and one in five people reported being “happy” to interrupt a business or social gathering to respond to an e-mail or phone message. Even airlines are starting to offer broadband Internet access. So how will we be able to deal with this tidal wave of communications? “With Office 12, we will do things to make it a lot easier for people to be more effective in the way they manage all of these communication mechanisms,” Capossela said. IBM also is looking at solutions to manage scheduling for the next version of Lotus Workplace, part of IBM’s collection of software that rivals Office. But technology may not be the solution. Like many issues in collaboration it is the “people and process issues” that are the crux of the problem. “The problem, Russell said, is that there are only certain types of tasks that humans are good at doing simultaneously. Cooking and talking on the phone go together fine, as does walking and chewing gum (for most people). But try and do three math problems at once, and you are sure to end up in frustration.” Attention Management I have written a lot about what I call “attention management” and what everyone else calls “Continuous Partial Attention (term coined by Linda Stone).” Stowe has been blogging about this for months, and he and I have had a few discussions on the subject. Basically, he believes that your social networks are your filter for information overload. If A likes it and I like and trust A, then I should like it. I agree with Stowe to a point, in that social networks only deal with part of the problem. I do not believe that you will be able to filter enough through these networks to stop the overwhelming of your bandwidth for both information and attention. I believe that the problem needs to be attached also from the other direction. That is to augment a person’s ability to “attend” to content and events. In my view of the future there are a variety of technology solutions that might help. But I don’t think the scheduling tools that Microsoft and Lotus are building are it. I believe that you will need to multiply your bandwidth and attention by multiplying your self. Some type of virtual agent that not only knows where you are, what you are doing and what collaboration programs or devices you have, but it also has a subset of your personality and is assigned to deal with specific types of tasks demanding your attention. For example, this virtual agent or avatar can deal with lower-level requests for attention and decisions around what to pick up at the grocery store. It knows your likes and dislikes, what is in the refrigerator and what is not, and you have empowered it to make those shopping decisions, and have the groceries delivered to your house at 6:00 pm (it knows your schedule and that you are due to have dinner with your family by 7:00 pm). This leaves you free to deal with critical requests for your attention from your family, your boss, negotiating with a client, dealing with a crisis, etc. Since many fewer items fall into these “critical” categories your bandwidth and attention are on overwhelmed, and yet all of these other demands on your attention are also being satisfied. Blue Sky or Tomorrows Solution? I realize that I lot of what I have written about is theoretical. The the days of intelligent agents that can augment my attention may be far off, but the tsunami of information and demands for my attention are here today. One of the biggest issues I had in school was paying attention to the teacher, especially if I was bored or had already done the work. I don’t see online learning, or virtual classrooms (the way they are today) as a good solution to that problem. What do you think?
Global networking player Cisco is to invest 400,000 to back Irish PhD researchers who will endeavour to create the internet-centric future workplace where social media, unified communications and the semantic web will make existing office systems seem prehistoric. The San Francisco communications giant, which employs 200 people in Ireland and has a cutting-edge R&D operation in Galway, is to invest 400,000 to support two PhD researchers at the Galway University-based Digital Enterprise Research Institute (DERI) in creating future workplace tools. The 400,000 project will develop new ways for the “enterprise of the future” to integrate information and make it easily accessible for employees. Read the full article.
As we conclude this three-part series on spring-cleaning our communications habits, I want to focus on improving interpersonal communication skills by examining differing communication styles. We will take a look at two style divides that can result in lost perspective, frustration, and conflict.
All current ASTD chapter members and leaders are invited to learn more about this hot topic – Register today! Bridging the Skills Gap: New Factors Compound the Growing Skills Shortage Wednesday, January 20, 2 p.m. ET (1 p.m. CT, 12 p.m. MT, 11 a.m. PT) Hosted by Jennifer Homer, ASTD Vice President of Communications and Member Relations When was the last time you assessed the skills of your workforce? Does your workforce possess the knowledge, skills, and abilities to move your organization to the next stage of success? This webcast highlights key findings from an updated white paper from ASTD about the impact of the skills shortage.
The 2010 conference season is just a few weeks away. It’s exciting to think what a successful exhibit can do for your business. New customers, new relationships, brand awareness, and even gaining market trust are all aspects of a conference. Both experienced exhibitors and beginners can be overwhelmed by the amount of information and potential preparation an event can hold. One simple, yet critical key to your exhibit success is planning for meaningful conversation. The way we present ourselves and the way we connect starts with our ability to communicate and relate. Your ability to connect with attendees can make or break your show experience. Here are a few tips for conversation when planning for your next exhibition: 1) Clean up your pitch. Can you tell someone about your business in 15 words or less? Is what you are saying clear, and will it help solve a customer need? Make sure everyone representing your company knows and agrees on a general explanation of your business. Try to keep it clean, simple, and to the point. 2) Train for the title. No… not the heavyweight belt, I’m talking about the job title here. I am always surprised when I hear from an exhibit staff person that they are only looking to meet c-level attendees. Think about your business. How often in your sales process do you start and end with the CEO? Maybe less than 5%? Knowing how to approach every level of attendee, and prepare the questions you need to ask can make a huge difference. Ask the attendee what their role with their organization is, and what their challenges/successes have been. Understand what they need before explaining the features your business can provide, and equip them with the tools they need to explain your business to their colleagues or CEO (see point 1!). 3) Ask for the referral. To some exhibitors, 1 solid lead can make the difference in having a successful show. What if that number was 10, 20, or 300? What if you could take a handful of “dead-end” interactions at your booth, and turn them into a boat load of good opportunities? If an attendee does not have a direct need for your services, perhaps they know a co-worker, department, or even separate business that does. Ask that attendee if you could mention them in your follow up. Taking this step could help double your show success! Make a New Year’s resolution to improve your event communications and conversations. Your team will enjoy more success, and that leads to an improved bottom line in 2010!
BERLIN, March 2 (Xinhua) — European countries will suffer severe e-skills shortages in five years as the education system fails to fit the fast-growing digital industry, IT experts and EU politicians warned Tuesday when attending Hanover’s CebIT, the world’s top IT trade fair. In a press conference held at CeBIT, high-level representatives from three IT-related groups, which were DigitalEurope, an European information and communications technology (ICT) industry association, and BITKOM, the German ICT industry association, as well as a Bonn-based consulting firm “empirica,” presented facts and figures about Europe’s digital future. European labor market may face a great shortfall of 384,000 ICT practitioners by 2015, while only 10 percent of economic sector would not require e-skills at that time, the three groups said, according to a foresight study. “Europe could lose an important competitive advantage if we do not fully capitalized on the ability of the digital industry,” Bridget Cosgrave, Director-general of DigitalEurope, said. “The burning issue for Europe is to build an adequately e-skilled workforce.” Read more.
(From Human Resource Executive Online) — Australian research has shed new light on the importance of employee orientation to a company’s bottom line. Employee orientation has more of an impact on a corporation’s financial performance than a focus on any other individual stakeholder — including shareholders, customers, suppliers or the community, according to Most Valuable Stakeholders: The Impact of Employee Orientation on Corporate Financial Performance, by Nigel de Bussy, a marketing and business professor at Curtin University in Perth, Western Australia. The key managerial point to take from his work is “engage your employees [from the start of their employment], pay attention to your employees, and you’ll make more money,” he said in a July 14 speech at the BledCom symposium, a global gathering of academicians and practitioners exploring communications and public relations management issues. In his research — which encompassed two separate studies of 491 Australia-based chief financial officers conducted in 2004 and 2010 — de Bussy measured how strongly orientation toward the different stakeholder groups influenced corporate financial performance, resulting in an employment-orientation coefficient measurement of 0.84, compared to 0.36 for customers, 0.32 for communities and 0.08 for shareholders. Read more.
Employee Learning Week is scheduled December 7-11, 2009, highlighting the important connection between learning and achieving organizational results. You can help demonstrate the importance of learning by engaging community groups, government officials, local media, and educational institutions. If you or your organization are participating in a local initiative, please email the ASTD Communications department to get recognized by ASTD: email@example.com. More information and examples of participation can be found at: http://www.employeelearningweek.org/.
Someone, perhaps unwisely, gave me keys to this blog and asked me to write. We’ll see how long it lasts… For this first post are some long held observations on the use of communications technology. We know and see people spending a majority of their workday, or just walking around town, plus what they do at home, in front of the computer, the cell phone, the blackberry– immersed in digital tools. However, it sure seems we still think in a paper mindset. Think about our terminology. We read web pages. We insert bookmarks to remember pages. Heck, I am surprised we do not refer to web sites as web books. Mainly I am thinking of email, both boon and bane of our workday. Sharing information by email in our organization is the expected norm– and the scourge of spam is bad enough in terms of time and productivity wasters, but also when it is used be well intended people in an inefficient way. The ones that make me scratch my head are messages that arrive with subject lines like “Tuesday Planning Meeting Agenda” and upon opening the message is no agenda, no message, just an attached Word document. This makes the agenda, essentially text only content, yet one more click, and one more application launch away. And what does one really do with a nicely formatted list of basic bullet points? Print it? When I send agendas, they are right there in the body of the email, readily scanned, right there ins the message. One of our groups, actually a technology group, has done this for years. But they’ve recently stepped up the level. They’ve created a portal for online community building. Oi! So the meeting notice is like, this, “Upcoming meeting. Click here for agenda.” I click there. It’s certainly a portal like pile of boxes and links. I find the one labeled meetings. I click the link for this month. It’s another web page. I click a link that is labeled “agenda”. What do I get? It’s the same old Word document. So now the agenda is about 3 clicks and an application launch away. It’s what happens when we are stuck in document – paper – print mindsets. It is all about the “page” and not the content. This was a puny example of a syndrome I have elsewhere labeled email attachment disorder. Beyond Google’s gmail, general e-mail is about the worst and most inefficient system for organizing information. Much of the information shared in our system has no permanence beyond what is stuffed into an email. But there is no long term organizational memory or archiving of email, it is rarely widely searchable, and for large media files, it is sent to many more people than will actually view it. It is a paper mindset, stick a copy in everyone’s mailbox. For as long as I’ve been responsible for our office’s online content, I’ve had to urge, remind, nag to always plan up front that everything we do have some sort of electronic presence, record, etc, especially for those that are unable to participate in our activities. Groups I am responsible for put their agenda up as a URL and filled in later by meeting notes. Our Ocotillo Online Learning Group has held monthly meetings back to 2000, which I know because all meeting notes have been archived, making them potentially searchable and internally linked to relevant content. This is what happens when you think about information in a web mindset, freed from the constraints of single throw away documents. How about the N-factorial e-mail messages needed for N number of people to plan a meeting? For a different tactic, see Lee LeFever’s Common Craft article on Wiki and the Perfect Camping Trip. Now that is using digital tools in a non-paper frame of mind. And it’s been done in real life. This web thinking is playing into our new plans to cease the print publication of a long running journal, which costs our unit thousands of dollars per year plus intense time spent in editing (getting the one off print version perfect), in lieu of a web publication that will, we hope, expand the range and types of content we can publish, plus add features not available in print. We are trying to break of the proverbial box, which is after all… a paper product. So what’s it like in your organization? How does it organization and archive its processes? e.g. is there organizational memory? Are digital communication tools used to push around electronic bits of paper? Or does it really leverage the power of the digital terrain? Are they thinking digitally?
Inspired by a batch of recent frustrating consulting gigs, a battery of medical check-ups and the current buzz about pandemic preparedness, here are my predictions for six emerging corporate pandemics that trainers will have to deal with in 2006: 1) Ulteriorsclerosis – the clogging of an important initiative by personnel or policies, for spurious reasons that mask more pernicious ulterior motives. Widespread ulteriorsclerosis will lead to the demise of several organizations in 2006. The disease, once it takes hold and starts to spread, can only be cured by surgical OD interventions. It manifests itself in the right projects not being approved, or not moving forward, for apparently good reasons which, with persistent investigation, turn out to be fatuous. Ulteriorsclerosis is typically artificially induced by the idle, the desperate, or the power hungry, and can be career threatening to diagnose. 2) Nearly Ubiquitous Wireless Mobile Informal Learning Syndrome (NUWMILS) – the propensity to instantly learn only what one needs to learn in order to perform, when and where the performance is required. Also referred to as Schizogooglia, it will evolve in cultures where networked knowledge links of known quality and reliability become so intuitively accessible that it will be like having multiple brains in your head. Sporadic outbreaks have been occurring with increasing frequency, and now seem set to attain pandemic status in 2006. Once it loses its stigma and is accepted as a blessing rather than a curse, NUWMILS will be renamed “ambient learning” and at least three gurus will claim to have invented the term. 3) Mailanoma – the unrestrained metastasizing of productivity-sapping email, texting, and instant messaging, leading to complete breakdown of one’s ability to communicate. While much of this has been from externally inflicted spam, as 2006 progresses there will be increasing volumes of malignant messaging that are internally generated through quite unnecessary cc-ing, bcc-ing, and e-messaging of people sitting whispering distance apart. As communication is the life blood of organizations, malfunctioning of the system can cause a serious breakdown in performance – and in the ability of training to have an impact. 4) Infobesity – the deleterious effect of excessive data consumption on the fitness and agility of individual and corporate minds. With the volume of new data being produced doubling every three days (vs. every three decades a few generations ago), Infobesity will become dramatically debilitating, though it will stimulate the growth of technology filtering tools. Those who master infofiltering will jog confidently through the fog, while those who don’t will keep staggering into lampposts. Employees and teams with calcified knowledge filtering modes will become alienated and resentful, unable to compete, and decreasingly productive. Fortunately for them, they make up most of upper and middle management, and still dominate the shareholders of most large companies. So they will hold onto legacy processes and implement new glass ceilings to keep info-savvy juniors from gaining power (often by inducing ulteriorsclerosis in the relevant area). Unfortunately for their companies, the info-savvy are subversive, mutate rapidly, are well networked, and will job hop into smaller, more fluid entities that will collaboratively run competitive rings around the big corporations. 5) Organizational Incontinence – the involuntary leaking of things you’d rather not have others see. As the networked world brings on premature aging in organizations, they will start to leak at increasingly alarming rates. They will leak knowledge (IP Incontinence) as their walls become porous and their employees network outside of the company to gain the insights they need to get things done. They will leak processes, as much that used to be done in-house becomes outsourced. They will leak secrets, as staff start to blog and podcast without the censoring filter of Corporate Communications. And they will suffer from increasing motivational incontinence as employees finally lose all sense of belonging to a cohesive caring organizational family. This in turn will lead to the leaking of valuable employees. Organizational Incontinence, in all its forms, may require a significant rethink of the role of learning services, and its repositioning as an aid to the enhancement of an individual’s market value. 6) Learning Impact Myopia – the failure to expect or demand that learning initiatives have lasting effects. Like most other things in corporate life, training activities will be evaluated more and more on what effect they have on each quarter’s financial results, rendering longer term impacts irrelevant, and in turn making the development of long-term programs pointless. When trainers struggle to develop interventions that have lasting impact, they will be told that such esoteric stuff simply does not matter, and will be pressured into providing instant gratification to the bean counters. Learning Impact Myopia and Schizogooglia both seek faster short-term solutions to the expertise problems, but for different reasons. Trainers may have to selectively succumb, while still fighting for some strategic surgical impact. [Paradoxically, Surgical Learning Impact Myopia (SLIM) — the deliberate implanting or nurturing of e-learning 2.0 where appropriate — may give SLIM organizations added vigor and longevity]. Be prepared! The future will be a dangerous place if you relinquish control of your integrity to the organizational pandemics. Compliments of the season to all, and may your 2006 be filled with health, wealth, and happiness! Godfrey Parkin
[Training Person is riding elevator, when door opens and CEO walks in.] CEO: You’re the training person, right? TP: Yes I am. CEO: So what have you done this quarter? TP: I and my whole department have been doing a lot of research. We are talking to a lot of industry gurus. We have been passionately following all of the hot trends in training. CEO: Sounds great. What have you learned? TP: First, we have found that a well designed application needs much less training than a poorly designed one CEO: Done. Let me move funding from training to application development. What else do you got? TP: We have figured out that most behavior change comes from motivation, not instruction. CEO: Great point. Let me jot myself a note to shift budget away from your department and put it into corporate communications and our bonus pool. What else? TP: According to our new research, most learning happens in casual conversations. So that should be a priority. CEO: Hmm. I know my infrastructure people handle telephones and cell phones, my facilities management and HR work on office layout, and my IT people support email and instant messaging. So thank you. I will split the rest of the training budget between those three camps. This has been a very productive conversation. TP: (whoops). CEO: I just feel badly that such a smart person as yourself doesn’t have a job anymore. Oh well. Best of luck to you. I’m sure you’ll do fine. Just have your office cleaned out by the end of the day. [Door opens, CEO walks out]
Learn how to develop great communications skills from experts Jill Miller and Melissa Goldstein.
The article below is from the April 2010 issue of T+D magazine. It has some intriguing info about the advances social media is making in the public sector and some of its implications for learning and development. I hope you enjoy it. Shawn Connecting Government to Improve It By Dean Smith As the U.S. government steadily loosens restrictions on social media, some agencies are already benefitting from the next era of community and collaboration. While social networking tools are increasingly enabling corporations to market and sell more effectively by getting closer to their global customer base, government agencies have embraced these technologies to share knowledge, drive informal learning, and establish communities of practice. Terms such as “eGov,” “Gov2.0,” and “opengov” have entered the lexicon. While significant obstacles remain, it’s catching on. “There is power in connecting people in government,” says Steve Ressler, founder of GovLoop, a social networking site for government with more than 25,000 members, 4,000 blogs, and 1,500 discussions. “It’s definitely a learning community.” A recent survey conducted by the Human Capital Institute and Saba titled “Social Networking in Government: Opportunities & Challenges” reports that 66 percent of all government agencies currently use some form of social networking- from blogs and wikis to instant messaging and discussion boards to LinkedIn, Facebook, and Twitter. At the same time, 55 percent of all government workers say that they’re uncertain about the future use of social networking tools, but still see them as an effective means of real-time collaboration and have hopes for future application of the technologies in the workplace. “The public sector managers I have worked with seem to have an intrigue-fear relationship with social networking tools and practices,” says Lisa Haneberg, author of High-Impact Middle Management: Solutions for Today’s Busy Public Sector Managers. “They are intrigued with the potential in these tools for relationship building, project management, and collaboration. They fear the learning curve involved in becoming efficient at using social networking and worry that it might end up being a waste of time.” The case studies are piling up. The CIA uses Facebook to attract college students to apply for internships or jobs. As a way to share knowledge, build collaboration, and improve employee engagement in contrast, the Environmental Protection Agency created a Facebook network for employees to achieve better talent management. County and municipal governments are leading the way in leveraging digital options for the dual aims of improving customer service and reducing costs: 31 percent of those surveyed have embraced social media as a means of providing a more efficient customer feedback channel. “The EPA and Centers for Disease Control and Prevention are pretty far advanced,” says Ressler. “They need to be active to prevent misinformation.” The survey reports that social networking tools within governmental agencies are used most effectively for knowledge sharing and informal learning, as well as development functions. The top three most likely uses of social networking tools in government involve learning and development, public relations and communications, and recruitment. Despite the uptake of social media in government agencies, the government still lags behind the private sector in the overall use of these tools. The top three internal forces barring their widespread use are security concerns, other priorities, and difficulty in building a business case. “Public sector leaders are learning about how for-profit organizations are using social networking and are interested in how these new technologies might help their teams succeed. Their process involves two types of learning,” said Haneberg. “They need to get comfortable with the tools and then translate how social networking will work in their often highly regimented and regulated environment.” Dean Smith is director of publications at ASTD
The American Society for Training & Development (ASTD) announces that Christie Ward, CSP, principal for the iMPACT Institute, is joining the Society’s Board of Directors for a two-year term, 2011-2012. A principal for the iMAPCT Institute since 1999, Ms. Ward seeks to align communications skills with high-performance, productivity, and effective leadership. Ms. Ward coached the World Champion of Public Speaking in 2000, and was recognized in 2004 by ASTD’s Rocky Mountain Chapter for a program that resulted in a 66 percent decrease in union grievances at AT&T in Denver. Prior to her current role, Ms. Ward served as director of training for CareerTrack, Inc., where she coached and managed more than 200 of the best professional trainers around the world. She was also recognized in 2008 and 2009 as the National Speakers Association Colorado member of the year for her work in developing the Colorado Speaker’s Academy, an innovative program for emerging speakers that generated revenue for the chapter. Ms. Ward has been involved in ASTD for 21 years, as a Rocky Mountain Chapter member, as chapter president, and as a three-year member of ASTD’s National Advisors for Chapters (NAC). Her peers elected her to Chair the NAC for 2011-2012. Ms. Ward earned her CSP (Certified Speaking Professional) designation in 2009.
(From Human Resource Executive Online) — Despite heightened coverage by the news media and ongoing efforts to inform and educate employees about inappropriate behaviors and their consequences, workers are increasingly reporting that they are bullied at work, according to a new study by Chicago-based CareerBuilder. In fact, 35 percent of the respondents to their 2012 study on bullying said that they had felt bullied at work — up from 27 percent in 2011. Sixteen percent indicated that they had suffered health-related problems as a result of being bullied; 17 percent decided to quit their jobs to escape the bullying. Organizations that are ineffective at addressing bullying may be subject to lost productivity, the loss of valued employees who do not feel safe in the workplace, and even the risk of lawsuits and legal liability for their failure to properly address these issues. “I think that the incidences of workplace bullying are on the rise for several reasons,” says Tina Hamilton, president and CEO of hireVision Group Inc. in Allentown, Pa. “People in general are worried about their financial situations and job security, and that can manifest itself at work in aggressive or defensive behaviors. Companies are also getting by with smaller workforces, so naturally tensions can flair, bringing out the worst in some people. Lastly, our society as a whole has become more belligerent over the last few years, so we are bound to see some related negative behaviors show up in the workplace,” she says. It is possible that the increase is more reflective of heightened awareness than an actual increase in incidents, says Khaleelah Jones, a research and communications specialist with the Project Bully Free Zone in New York. “Not only are reports rising because individuals are starting to feel more confident about reporting incidents, what with the increased media attention to the matter,” she says, “individuals are able to identify workplace bullying more easily with the increase in programming and education about it.” Read more.
(From blogs.hbr.org) It’s hard to find leaders of the human resources (HR) function who are active in helping their organization improve the way it works. I asked dozens of people who are in HR or in process improvement to share examples of HR change leaders, and I only found a few. Though it’s rare, here’s an indicator of what is possible. In 2009 Tony Scibelli, Vice President of Human Resources and Operations at Faxton-St. Luke’s Healthcare learned that the Chief Operating Officer and Chief Nursing Officer were going to launch “relationship-based care,” a comprehensive cultural change program to focus doctors’ and nurses’ attention on patients and their families. He offered to have HR involved to address the people aspects. He showed them how HR could weave relationship-based care and continuous improvement into the fabric of this community hospital in central New York, for example by hiring and promoting the right people. He was at the table with them as they planned training and communications, and as they decided how to reward people who took on improvement projects. Read more.
BLACK ENTERPRISE has released its seventh annual listing of the 40 Best Companies for Diversity as featured in the publication’s July issue and on BlackEnterprise.com. The companies singled out for distinction demonstrated a commitment to diversity in one or more of four key areas: board of directors, employee base, senior management and supplier diversity. Of the 40 best, McDonald’s Corp., Fannie Mae, Verizon Communications Inc. and WGL Holdings Inc. demonstrated significant strengths in all four areas surveyed. Darden Restaurants Inc., Pepco Holdings Inc. and Sodexo Inc. were cited as solid in three. Making their fist appearance on this list are Allstate Corp., JPMorgan Chase & Co., MetLife Corp., Nationwide, Prudential Financial Inc. and Wells Fargo & Co. Read more.
I’m happy to announce that several thought leaders have joined together with me to revitalize the Big Question. We will likely be trying some different things over the next few months. What exactly, we aren’t sure. We’ll figure it out as we go. The goals of the Big Question will remain the same: We are definitely interested in having contributions from other Thought Leaders, so feel free to contact me: akarrer@ techempower.com if you are interested in participating. Glenn has over 10 year’s experience in the field of workplace learning and performance, and is currently the Learning and Development Manager at The Salvation Army Employment Plus in Australia. He has a particular interest in how communications technology can enhance and facilitate corporate learning and performance, and the creation of new opportunities for learning in and outside the workforce. Glenn holds a Master of Psychology degree, and enjoys Australian Rules Football, NFL and most other sports that involve a ball and action. Blog: http://www.glennhansen.tumblr.com Twitter: @glennhansen Thomas Edgerton is a performance consultant, professional coach, instructional technologist, master swimmer, and perpetual optimist. Over the years, his award winning work traverses sneaker net to the present crossing diverse industries, platforms, pedagogy, and people. Let me warn you beforehand, I am more hopeful today than at any previous point in my life. twitter: 4EFRSWM linkedin: http://www.linkedin.com/in/thomasedgerton website: www.skilledge.net Jeff Goldman has 13+ years experience in the training and development field, including nine years designing and developing e-learning. He has a dual focus in both online learning and classroom training and has experience designing learning solutions in banking, healthcare, and for nonprofit organizations. Jeff holds a Master of Arts degree in Instructional Systems Design from the University of Maryland, Baltimore County and a Bachelor of Arts from the University of Colorado at Boulder. LinkedIn: www.linkedin.com/in/minutebio Twitter: www.twitter.com/minutebio Holly lives on a small semi-rural island off the coast of British Columbia, Canada where she works as an independent learning strategist, advising clients thoughout their journey to e-learning. She’s particularly interested in performance support and the rise of user generated content as growth areas for traditional workplace learning. Holly’s been tinkering in the learning field for over 15 years in a variety of roles. After 12+ years in the corporate world, she decided that climbing the career ladder was not the only option and freedom 55 was someone else’s dream. She’s enjoying the diversity that consulting offers, even if the workload is daunting at times. She’s a voracious reader (mostly snobby fiction), a fair-weather sea kayaker, enthusiastic (but not particularly skilful) downhill skier and a busy mom who seeks to find time to do it all. Web: http://www.sparkandco.ca Twitter: http://twitter.com/sparkandco LinkedIn: http://www.linkedin.com/in/hollymacdonald Blog: http://sparkyourinterest.wordpress.com/ Kasper has over 25 years of experience in the field of learning and user performance support. His learning experience goes from teaching, authoring textbooks, designing and creating e-Learning, knowledge management and user performance support. As a manager his experience ranges from being CEO of an early internet startup in the nineties to his current position as CEO of easygenerator. He has a passion for learning, learning technology and innovation. With easygenerator he is on a mission to make it the best e-learning authoring system in the world and innovate e-Learning along the way. He believes that we should bring (e)-Learning to the workplace and that learning content is key in reaching that goal. Blog: www.KasperSpiro.com LinkedIn, Skype, Twitter: KasperSpiro Web: www.easygenerator.com
ASTD Sales Training Virtual Conference Series: Leadership Change at IBM Benefits Sales Learning with Paula Cushing
On October 25, the IBM Board of Directors elected Virginia “Ginni” Rometty president and chief executive officer of IBM, and a member of the board, effective January 1, 2012. She will replace Samuel Palmisano, who will remain chairman of the board. In an international company as large and complex as IBM, you may think that this is an insignificant happening from a Learning standpoint. However, because of the deep partnership that IBM Sales Learning had forged with Ginni in her senior vice president role overseeing IBM’s global sales, global strategy, marketing and communications, it is as if a member of our team has ascended to this position of global significance. Over the last 100 years, IBM has transformed its workforce many times, in many cases creating the most vaunted workforce in the technology industry, or any industry, for that matter. Through its Sales Eminence transformation, the Sales Learning team partnered with Ginni over the last three years to transform IBM’s sales force by developing and deploying innovative learning solutions that are broadening and deepening the skills, capabilities and expertise of IBM’s 38,000 sellers, accelerating their productivity and enabling them to deliver exceptional client value and grow profitable revenue. Core elements of the partnership and transformation are a newly developed and deployed T-shaped Professional Sales Model and a redesigned Sales Career Model. The T-shaped Professional Model represents the breadth and depth of the skills, capabilities and expertise that are required of all IBM sellers and sales leaders. The new design of the Sales Career Model simplified sales job roles into three career paths: industry, solution, technical. Developing and deploying these new models were significant accomplishments and could not have been achieved without Sales Learning’s partnership with Ginni, or our partnerships with other areas of the business. For a learning professional, there is no better place to be than partnered at the highest level of the business, aligning with your clients as a trusted ally, contributing as a consultant to short- and long-term strategy discussions and being an integral part of driving business success. After all, partnering is a condition of success for the learning function. But there are perks and perils associated with powerful partnerships. The learning professional that achieves eminence and delivers results knows how to earn and leverage the perks and avoid and survive the perils. In the new year, for IBM Sales Learning, our “partner” will be occupying the corporation’s CEO office, bringing with it new perks and perils for our team. We’re ready for the challenges and the opportunities, as IBM embarks on its second 100 years. Paula Cushing is Director of Sales Learning within IBM’s Center for Learning and Development, a position she has held since 2008. In this role, Paula and team are transforming IBM’s sales learning strategy by developing and deploying innovative learning solutions that are broadening and deepening the expertise of IBM’s 38,000 sellers, accelerating their productivity and enabling them to deliver exceptional client value and grow profitable revenue.
The American Society for Training & Development (ASTD) will hold its annual International Conference & Exposition May 16-19, 2010. The event, which attracts thousands of workplace learning and development professionals from around the world, will be held in Chicago, IL at McCormick Place. The ASTD 2010 International Conference & Exposition will feature keynote addresses by leaders in the field including: Daniel H. Pink, the author of four provocative, bestselling books on the changing world of work. His latest book, Drive: The Surprising Truth about What Motivates Us, shows that the secret to high performance and satisfaction in today’s world is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world. Dan is a respected business and technology analyst and regularly lectures on economic transformation and the changing world of work. Charlene Li is an influential thought leader and guide on emerging technologies, with a specific focus on social technologies, interactive media, and marketing. She is the co-author of the business best-seller, Groundswell: Winning in a World Transformed by Social Technologies. Named “One of the Most Influential Women in Technology” by Fast Company magazine, Charlene is the founder of Altimeter Group which provides speaking and consulting services to organizations looking to understand and thrive in a new economy driven by social media tools and techniques. Second City Communications is the world’s legendary improv theatre and training school, developing talent such as Alan Arkin, Jim Belushi, Steve Carell, Tina Fey, and Gilda Radner Second City Communications relies on the core competencies of The Second City – engaging audiences and improving performance – to develop training and internal communications programs, ranging from leadership development to sales force effectiveness to ethics and compliance awareness. In addition to these presenters the 2010 International Conference & Exposition will feature more than 300 educational sessions and workshops in five tracks led by experts in workplace learning and development. A world-class EXPO will include hundreds of suppliers who will feature the industry’s latest products and services. For more information about ASTD’s 2010 International Conference & Exposition, please visit www.astdconference.org. Media inquiries should be directed to firstname.lastname@example.org.
We spoke at the International Conference & Expo with Change Book authors Mary Stewart and Tricia Emerson. The two talked about culture, getting executives aligned with change initiatives, and why it’s all about the research. Q: Let’s first scratch the surface: Visually, The Change Book is a very unique business book. How do you feel this look and feel help to drive home your ideas and strategies? Mary: One of the big principles that we explore in the book is taking the learner’s point of view. One way to think about that is that we’re talking to people like ourselves, but we are also talking to people with a variety of learning styles. And we asked ourselves, what would we want to read if we were reading a business book about change. There are different kinds of people with different perspectives, different cultures and styles of learning. How do we incorporate both of those things: What do we want from a reader’s perspective? So we thought about that and we came up with a couple of different things: First of all, we are busy. So we don’t have a lot of time. If I start to read a book that’s very linear in fashion and it’s 300 pages long, I might not feel as though I’ve gotten what I should get until I’ve read the 300th page. So that might be an investment of time for me. So we wanted a book that delivered content in small packages – each chapter is something you can literally open up, read (each chapter is probably 3 pages long), and then you can close the book, and you’ve gotten something from it. Another thing is, we know a lot about some things and not others. What we thought about with our book is that maybe we want people to go directly to the topic they want to learn about. We want people to go directly to the table of contents and say, ‘For the questions I have, I want to look at this chapter or that chapter, and maybe that’s all I need for now.’ And they can skip the ones that they feel they have a handle on already. Tricia and I are both visual learners and so we didn’t want to rely too heavily on words. We wanted to layer the content. All people learn on different levels. Maybe some people are persuaded more by stories and metaphors. Some people (like us) are persuaded by visuals—if I can imagine the four quadrants of a model in my head, then I can remember it, and I can teach it. But if I have to read everything in a narrative form, sometimes it doesn’t stick as well. So we tried to layer these things: words plus visuals, plus stories, plus metaphors, plus tools you can use. So maybe one of those ways appeals to you, and that’s what resonates with you. We also need the ability to transfer knowledge to others so that we have something we can take away, and a lot of words on a page doesn’t really facilitate that. And finally, the last thing that we need at the end of a long day is something that’s grim and dry. So we try to make it kind of fun. If I’m reading a book about work, after work, I don’t want to feel like it’s more work! I want to feel engaged and have something that cheers me up. We wrote a book that we liked! Tricia: I think that if something is fun, the ideas will resonate. We wanted to be not only playful, but deep, and based in research. The challenge was that people already know a lot about this topic, so we said, let’s challenge them by capturing those ideas in a way that is playful and fun, but meaty. It would be easy to dismiss the book as a ‘puff’ piece because it is so visually pleasing. But because it is grounded in evidence, that was the fun part: Making the hard work seem fun. That’s what expertise is: Doing something really complicated and making it look easy. Q: You insert a bit of Jungian theory in the book in terms of “archetypes.” What inspired you to connect these ideas in writing about culture change? Tricia: As world-class ‘nerds,’ we’re always looking for research and seeing what comes out of the universities. There was work being done by a woman named Carol Pearson out of the University of Maryland. She latched onto her ideas as she was doing work with CAPT (formed by Isabel Myers who was administering her surveys from there). What I thought was compelling was that she was working with PR firms taking the research around stories and around Jungian archetypes and associating it with brand. The reason why archetypes are so important for change is that stories define who we are as people. I can define myself as a caregiver, or jester, or a hero, and you’re going to know exactly what I mean. So it goes primarily to who I am as a person. Carol was saying that organizations have similar story lines. If I tell you that I work for Google, you’re going to make some assumptions about me. If I say that I work at Apple, you’ll say I’m a creative anarchist, and wear black t-shirts to work [laughs]. There are assumptions based on that brand. That’s compelling because it attracts people whose personal stories resonate with the brand story. That’s how culture comes about. So whenever you start to implement a new change, you have to be aware of the aggregate of all those individual stories and how that plays out from an organizational standpoint. People often come to me and say ‘I want to change our culture.’ And I’ll say first of all, ‘Why?’ And secondly, I get them to understand that they are changing the course of a river. So there has been ‘water hitting those rocks’ for many years, and the truth is that that organization was created by a lot of people gravitating toward the story that it projects. So If I am going to go there and change the culture, I’d better know what that story is, and if I’m going to work within that culture, I need to understand the overriding culture and the substories. And if I want to implement change, I’d better bring some dynamite, and I’d better build some dams. It’s better to work with the course of the river than to try to reroute it! So I think it was a perfectly logical extension on the Jungiuan work into the culture arena. I think we in the profession need to be thinking very hard about that. Q: Harnessing the right kind of people power is a huge part of change undertakings, so how can change leaders combat the dreaded competing silos in shaping their initiatives? Mary: There’s a finding in sociology that people can be motivated by a superordinate goal. That means a goal that affects everyone, that is compelling and that is more important than the goal of one’s own group. One thing we talk about is not shying away from the pain of the current state of an organization. In thinking about moving from state A to state B, organizations don’t like to use negative messages that say, ‘things are going to be bad if we don’t change,’ and they say instead, ‘things will be a little better if we do change.’ We recommend that they do say those difficult things because that creates the difference between that terrible future we don’t want and the great future that we’re all moving toward. So that can create a really compelling sense of urgency in their organization so that they stop competing with each other and instead compete with ‘the world’ as a group. Tricia: It’s base-level. You see what people call “the common enemy” that’s an expression of the superordinate goal. Essentially, what we’re talking about is executive sponsorship. Leaders have to be aligned. Often, the first thing we do in embarking on a large change is to put the executives in the same room together and have them come up with the four words that define what this change is about. This is basd in political science and political commnication. We get them on message. Because if they are not in agreement, it’s not going to happen. It has to happen at the very beginning; at the very top. Often, what companies do in a change initiative is create communications (slides or memos) for their executives. But when you meet that executive in the hallway, they’re not on message. And it doesn’t come from the heart. People look to the senior executives during changes, and if they’re not talking about it, people are going to assume this is a flavor of the month, and they’re not going to pay attention. So the upfront conversation has to be about why the status quo is no longer acceptable. Systems theory tells us that we don’t change until the current system no longer works for us. We have to be clear that the current system is broken. People don’t want to say that, but we’ve got to get executives on point with that. Second, we need to say ‘this is what the vision looks like’—the ‘shining city on the hill.’ It has to be graphic. Then we show them the first steps. This is why we equip them with those four words. Also, groups self-correct. There are unspoken rules that are created when people come together. This is the concept of emergent norms. This is also true of cultures—unspoken rules. People eventually come to understand what’s correct and what’s not. And they behave accordingly. When you pull the executives together and have them come up with these messages, the norms come out. This is all grounded in research. It’s time for us to start employing these principles in trying to have an impact on our organizations. We tend to start with the learning solution, which is great because that’s how you sustain change. But it’s really about behavioral change first, and how you get the system to work to your benefit. Q: In a sentence, what is one pearl of wisdom you’d like your readers to go forth with after reading The Change Book? Tricia: HPI and change management is a field of discipline that requires study. People need to read more research! Mary: Change is hard, but don’t be afraid of the negatve stuff because you can make it work to your advantage.
Healthcare technology and trends evolve quickly. The U.S. Department of Veterans Affairs developed an online collaboration and innovation platform that is changing more than just communications for clinicians and staff. It is transforming the way employees work together and share information, helping to reshape the VA’s entire culture, and ultimately supporting the care and service provided to veteran patients. By connecting employees with the tools and resources they need, and facilitating…
Out of all the tools available to leaders, storytelling can be the most powerful. Well-crafted stories that are also told well have a way of connecting people to ideas, each other, and a vision of the future they want to make real. From Martin Luther King Jr. to Steve Jobs, great leaders have always used storytelling to improve the impact and uptake of their communications, and in the process, engage and align people around what they need to achieve and why it’s worth achieving. More and more,…
Healthcare organizations are under increasing pressure to deliver effective care to patients, conduct financially viable operations, and report favorable outcomes to government and accrediting bodies. To combat these pressures, healthcare organizations are turning to technology and analytics to improve performance in complex, urgent environments. Join us in exploring how healthcare is adopting real-time feedback among its employees to improve communications and organizational performance. In this webcast, you will: – Discover how improved communication between physicians, nurses, residents, and staff translates to improved organizational performance. – Use competency-based, real-time feedback data to drive patient satisfaction, improve outcomes, and simplify and enhance government and accreditation reporting. – Accurately measure employee development, increasing your ability to effectively develop and coach employees into leaders.
The systems don’t come cheap, but they may ultimately save serious money for a learning organization while improving the quality of the communications, according to a recent report.
Darren Entwistle, president and CEO of the telecommunications company, identifies culture and leadership philosophy among its key attributes.
This Infoline focuses on the emergence of cloud computing, its role in driving an important shift in information technology, and its growing presence in the lives of everyone who uses computing and telecommunications technology, with an emphasis on its role for workplace learning and performance professionals. This Infoline defines cloud computing, and discusses the benefits and potential issues it brings. Through the use of specific examples and case studies, this Infoline examines the role cloud computing will play for a number of workplace learning professionals, particularly those who deal directly with technology companies and organizations; in addition, it provides suggestions for short- and long-term action. It also includes a valuable job aid to assess how cloud computing might affect workplace learning professionals and their organizations, along with recommendations on how to proceed.
Understand the fundamentals of podcasting technology and put this mainstream communications tool to use in your organization today. Trainers will find podcast technology a great resource for reinforcing and delivering learning. In this easy to use Infoline issue, you will find steps you can use to plan, create, deliver, and promote the use of this important new media channel.
Explains the complexities of return on investment (ROI) and details the benefits of ROI assessment.ROI at Work features examples of ROI application in the government sector along with a variety of other industries, including telecommunications, financial services, technology, and automotive. Analyze real-world case studies and use ROI principles to ensure your programs contribute to the strategic goals of your organization.
Listening Skills Training details the elements of effective listening and provides structured workshops tailored to your organizations communications needs.
Whether you’re a consultant, communications professional, or corporate CEO, 10 Steps to Successful Social Networking for Business can help you leverage the power of social networking.
Become an exceptional manager; learn to motivate employees, communicate expectations effectively, and build great work teams.10 Steps to Be A Successful Manager is a primer for on the job management excellence. Regardless of your years of experience, it provides a simple, straight-forward 10-step model to align your management practices for improved results and communications. Build great work teams and ensure that your staff clearly understands performance expectations and standards for success. Dont forget to check out 10 Steps to Be a Successful Manager: The Facilitator’s Guide. Part of the ASTD 10 Steps series.Click here to read a review of this title.
Combat negative office politics by networking, improving your communications, encouraging teamwork, using win-win negotiation, building your EI, and leading by example.
A direct comparison between two indirectly linked, or unrelated, things is called a metaphor. It can create strong images that can be used to great effect in everyday communications and thinking.
Take this test to see how well you communicate, then use our tools and strategies to improve your communications skills.
Simple messages are clearer, more memorable and more likely to get results. Learn to simplify your communications using the KISS principle.
Use the Inverted Pyramid to write eye-catching and easily digestible reports and communications, by presenting your most important information first.
Learn how to use this simple framework to plan clear and effective communications.
Unnecessary jargon can confuse and alienate your audience. Make your message clear and concise by eliminating it from your communications.
Avoid cognitive bias and common thinking traps during meetings to improve decision making, judgments, objectivity, risk management, and communications.
All Categories Articles Books Courses Documents Job Aids Tools Magazines Podcasts Templates Top Collections Uncategorized Videos Webcasts Action Learning Advertising & Promotions Business Development Business Planning Career Development Coaching Communications Consultants Coordinating Cost Cutting Creativity and Innovation Crisis Management Customer Satisfaction Customer Service Decision Making Delegation Employee Performance Entrepreneurship Evaluations Facilitation Facilities Management Finances (For-Profit) Finances (Nonprofit) Fundraising (For-Profit) Fundraising (Nonprofit) Group Performance Group/Team Skills Growing Organizations Guiding Skills Hiring Employees Human Resources Interpersonal Skills Interviewing Jobs Leadership Leadership Development Learning and Development Legal Information Management Marketing Meeting Management Mentoring Motivating Self & Others Operations Management Organizational Alliances Organizational Change...
Integrated Marketing Communication plays a very important role in communicating the brand message to potential and existing customers. Lets discuss the importance of integrated marketing communications in detail.
The 24/7 media landscape requires companies to reach out to the media in a positive manner and ensure that the companys viewpoint is articulated correctly and reliably. Corporate communications teams play a vital role in ensuring positive media coverage and proactive media management.
This article discusses how the corporate communications team has the responsibility of both corporate philanthropy and direct marketing though the two functions are different. The commonality of reaching out to the external world is also examined along with real world examples of how organizations are handling these activities.
Recent research has shown that companies must extend their external engagement beyond CSR and beyond traditional corporate communications. This must be through a holistic strategy that incorporates systemic perspectives in the way companies reach out to the stakeholders and society. Further, because of the heightened expectations from citizens and governments, it might be necessary for the companies to state the obvious in terms of the value that they create for society.
This article examines the function of the corporate communications team during crises. The key themes in this article are that in our 24/7 always on culture, organizations have to react with speed and accuracy as well as a personal touch during crises so as to assure and reassure all stakeholders about the steps being taken to address the crisis as well as assuage them about their commitment to society.
Many multinationals and global companies have professional event managers as part of their corporate communications teams. This article examines some aspects of the role of event management in corporate communications and cites some real world examples to discuss the various aspects of this topic.
Text messaging is ideal for training administration and even more effective when used as part of a fully automated communications process.
TCP/IP and Advanced Topics from University of Colorado System. In this course, we give an in-depth study of the TCP/IP protocols. We examine the details of how IP enables communications across a collection of networks. We pay particular attention …
Software Defined Networking from Princeton University. In this course, you will learn about software defined networking and how it is changing the way communications networks are managed, maintained, and secured. 2000+ courses from schools like …
Advertising and Society from Duke University. This course examines the relation of advertising to society, culture, history, and the economy. Using contemporary theories about visual communications, we learn to analyze the complex levels of …
Quantitative Model Checking from EIT Digital . The integration of ICT (information and communications technology) in different applications is rapidly increasing in e.g. Embedded and Cyber physical systems, Communication protocols and …
Understanding Russians: Contexts of Intercultural Communication from National Research University Higher School of Economics. In the course “Understanding Russians: Contexts of Intercultural Communications”: we will: 1) Build skills in the …
Digital Business Models from Lund University. Digital business models are disrupting 50-year old companies in telecommunications, transportation, advertising, e-commerce, automotive, insurance and many other industries. This course will explore …
Tata Interactive Systems and Tata Sons win Silver at LearnX Impact Awards 2017 – TATA Interactive Systems
Tata Interactive Systems (TIS), a global pioneer in learning solutions, and Tata Sons have won a Silver award at the LearnX Impact Awards 2017. The award-winning entry, Crisis Communications, won in the ‘Best eLearning Design – Simulation’ category and was…
A bit of silliness, a hint of whimsy, and a minor amount of snark color this parody of vendor communications in the elearning market.
UK-based Learning Technologies Group plc (LTG), parent company of Epic, announced the acquisition of LINE Communications for £9 million.
Managers cannot deny the impact technology has had on the workplace. From streamlining everyday processes to fostering easier communications between remote
When welcoming new partners into your channel ecosystem or maintaining relationships with team members – your online PRM community can make all the difference. Offering your partners personalized communications and role-based, strategic access to resources through a community portal for Partner Relationship Management increases engagement, collaboration, and revenue.
QwertyTown is a modern keyboarding web app. It provides a safe, teacher-controlled environment where students can communicate with their classmates, teachers, and friends. While becoming fluent with a keyboard, students are learning how to interact in a digital environment. This environment prepares them with a fundamental skill set essential for academic and professional success in the 21st century. Homepage The QwertyTown homepage is their public face. QwertyTown is web based and requires no installation. Updates will simply appear on the site with no inconvenience to users. Any visitor to QwertyTown can explore some of the features in QwertyTown, read about...
What is Bloomz? Bloomz is the easy to use, secure app that connects parents, teachers, and school administrators to build stronger communities around children. Bloomz helps teachers save time in their communication with Parents. Parents stay engaged with their school community, and on top of their child’s world. And, schools can deeply connect and coordinate with their community, effectively increasing engagement, satisfaction and retention. A Private and Secure Network for the Classroom Bloomz is an Invitation only network: New members may gain access to Bloomz only through an invitation from an existing member, a Class Code or by requesting an...
Studyo – Let’s prepare students for the world. They all want students to succeed and Studyo was created with that vision in mind. In addition to being an easy to use student planner, it provides tools to help students learn to prioritize, self-manage and simply get things done. No more dogs eating homework. Studyo is the central hub for tasks, assignments and exams across all subjects, based on your school’s specific schedule, days and courses. It uses colors and icons to make it easy for students to know exactly what to focus on each day, week or month. And with Studyo’s unique...
How ClassTag Empowers It’s Beautifully Simple ClassTag is easy-to-use and streamlines all of your parent communications and scheduling. Gets Parents Motivated Connect with parents personally and create rewarding opportunities they can’t refuse. Provides Guidance Effortlessly share homework, assignment dates and learning best practices with parents. Teachers: You’re Awesome You’re passionate, dedicated, committed.You can’t possibly give every child one-on-one support.But with parents as partners it becomes possible. ClassTag Changes The Game Family Support Is The Key To Success Decades of research say it. Teachers say it. Users say it. ClassTag Survey Shows Parent/Teacher Disconnect Recently, the ClassTag team conducted research on...
How Alma works: United data infrastructure delivers insight. Intuitive user experience and designsaves time Progressive tools support educational best practices A Unified SIS, LMS, and Modern Core Data Infrastructure for K-12 Replace your disjointed, legacy K-12 system with a single, unified, modern data infrastructure platform They replace expensive, fragmented school management software with a single, integrated cloud-based platform with no unwieldy software to install or expensive hardware to buy and maintain. In addition, their fast and flexible data migration options get schools up and running in no time. Enjoy increased visibility to meaningful and understandable student and school-wide information. Alma...
Chief Learning Officers are often found at larger organizations where the human resources department is broken out into various specialties. CLOs, who are sometimes called chief knowledge officers, usually report either to the top talent officer or the chief executive officer (CEO). A CLO’s responsibilities may include on boarding, training courses and materials, employee development initiatives, executive coaching, knowledge management and succession planning. CLOs may also supervise the selection and implementation of learning technology, such as learning management systems (LMS). CLO Job Responsibilities: Develops an organization’s educational process Promotes knowledge management Institutes effective training strategies Directs large scale change management...