(From Business Wire) — The Customer Contact Association (CCA), the leading independent authority on contact centre strategies and operations, says a drive to boost employee engagement in contact centres will unlock greater productivity and lead to happier staff and customers. CCA’s thought leadership agenda supports organisations who employ some 30% of the one million people working in contact centres in the UK. CCA has completed an authoritative industry census in which it emerged that an overwhelming majority of organisations described their contact centre employees as mostly committed. However, it identified room for improvement to boost the proportion of employees described as ‘very committed’ from the current figure of 18%. CCA Census 2010-11, which canvassed the views of 246 respondents (the majority of whom work for organisations employing more than 1,500 people globally) found that 73% of organisations describe their staff as ‘often committed’ while a minority of 8% said staff are ‘rarely committed’. CCA Chief Executive Anne Marie Forsyth said: “Front line contact centre staff are living through taxing times, frequently bearing the brunt of customer concerns and complaints as well as worrying about job security. Despite these pressures, employee engagement is relatively high among our membership. CCA is leading a drive to help members raise the bar on engagement levels even higher in order to deliver consistent world class service.” Forsyth added: “We need a renewed emphasis on people issues to reflect the seismic change taking place in customer contact. Performance throughout the recession has been good – our census shows that 82% of our members have had ‘very active’ engagement with customers and 79% are committed to personal development of employees. We’re proud of what members have achieved in a cost-cutting environment and we’re collaborating on strategies designed to boost performance even further.” Read more.
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(From arabnews.com) According to a report this year from Ambient Insight, the global market for self-paced e-learning reached $27.1 billion in 2009. “The Worldwide Market for Self-paced eLearning Products and Services: 2009-2014 Forecast and Analysis,” shows that global demand is growing by a five-year compound annual growth rate (CAGR) of 12.8 percent and revenues will reach $49.6 billion by 2014. The report found that in the Middle East, the use of self-paced e-learning tools is growing as well, albeit at just eight percent. Reasons for this slower growth could be the lack of e-learning materials in Arabic, the continuing emphasis on traditional educational delivery channels, inadequate broadband infrastructure, high data costs and the lack of acceptance by employers of e-learning tools and certifications. Despite the many hurdles, this year at companies and government organizations across the Middle East, Dubai-Headquartered Knowledge Horizon introduced its “Work Ethics in Ramadan” e-learning program. From Saudi Arabia, Khalid Ali Alturki & Sons (Alturki), a leading family owned investment and development company, supported the program as a Silver Partner. The initiative was put forward by Knowledge Horizon and its partners to gently initiate discussion about behavior in the workplace during the holy month of Ramadan. The program focused on positive practices and included a section on how to best deal with co-workers who might not be fasting. Read more.
Sam Herring, co-founder and executive vice president of Intrepid Learning Solutions, Inc., will serve as the 2011 Chair of the Board of Directors for the American Society for Training & Development (ASTD). Herring joined ASTD’s board in 2008 as a director and served as chair-elect of the board in 2010. At Intrepid Learning Solutions, Mr. Herring leads the firm’s major client relationships as well as marketing and product management functions. He is recognized as a “Who’s Who” training industry thought leader by Training Industry Inc. He previously chaired ASTD’s selection committee, and served on the advisory committee for the ASTD TechKnowledge Conference & Exposition. “It’s an honor to assume this position,” said Mr. Herring. “ASTD plays a hugely important role guiding the future of the learning profession, which has never been more important. Coming out of a global recession, our world faces many challenges that leaders responsible for learning and development are uniquely positioned to solve. I look forward to working with my colleagues on the board of directors to help ASTD set a vision for learning in the 21st century, and provide the resources to help organizations realize that vision.” Mr. Herring is a frequent speaker at universities and leading industry conferences and seminars, where he speaks on topics including designing effective corporate learning strategies, trends in learning technology, and best practices in vendor selection and outsourcing. He is a past director of New Futures, a Seattle-area children and family services agency, and holds a master’s degree from Harvard University, and a bachelor’s degree from Yale University. In 2008, Mr. Herring was recognized as a top young business leader through the Puget Sound Business Journal’s “40 Under 40” awards.
PLEASE NOTE: These are not economic predictions. They are based on my personal observation and first-hand knowledge of sales forces across the United States their present situation, and their future hope based on market conditions and readiness. And please DO NOT COMPARE YOURSELVES. Rather ask yourselves: Am I ready to win more based on these predictions and challenges? 1. PREDICTION: More business will be available as the economy begins to surge and the elections become a reality.CHALLENGE: Are you ready for an increase in business, not just with product and inventory ability but with better attitude, mood, friendliness, and morale of the entire company? 2. PREDICITON: There will be pricing challenges even in the wake of greater business. CHALLENGE: Now is the time for PROFIT. You have left too much money on the table for the past two years. Create a better value proposition, and use it rather than having to justify (and perhaps lower) your price. 3. PREDICITON: There will be an emphasis on 3rd party purchasers and buying groups in order to leverage pricing. CHALLENGE: Build value-based relationships that the customer would lose out on if they joined the group. Get testimonials from customers that decided not to participate. 4. PREDICITION: Full participation in business social media is no longer an option for your company. CHALLENGE: Counsel your counsel and determine what you CAN do. Do that as fast as you can. Your plan must include all forms of business social media, and interaction with customers one-on-one. Need examples? There are plenty of them online right now. One of them may even be your competition. 5. PREDICITION: Full participation in business social media is no longer an option for you personally. CHALLENGE: Set up a business Facebook page where people can Like you and invite all your customers to begin to comment on your products, service, and impact of ownership or service provided. Your LinkedIn connections must exceed 501 and you must have at least 10 recommendations. This makes your image look powerful, structured, and reputable. Twitter must attract 500 followers, and you must tweet twice a day. Your YouTube channel must have at least 10 testimonial videos that use the most searchable words in your business category. Your blog is the real-world outlet for yourself and your customers make it valuable and interact with customers one-on-one. 6. PREDICITON: Your personal reputation and brand will play a greater role in getting a sales meeting and getting a favorable decision. CHALLENGE: Google yourself to establish your base in January. Then take WEEKLY actions to enhance your status. Get testimonials. Volunteer for charity. Speak in public. Post on your blog. Get others to praise you. And build your reputation one action item, and one good deed, at a time. 7. PREDICITION: You will need to be able to differentiate yourself from the competition (in the mind of your customer) to be greater than ever. CHALLENGE: Begin by asking yourself and your present customers what differentiates you from your competition. Then take actions to widen the gap. HINT: The ordinary things are a great start. Use Ace of Sales emails ( www.aceofsales.com) to begin the process. 8. PREDICTION: Your company will finally (after three years) begin to provide sales training. CHALLENGE: Is the training relevant? Is the training acceptable to your sales team? Is the trainer acceptable to your sales team? Does the training incorporate the voice of your customers? Is the training working? 9. PREDICITION: You will lose more than one sale to an inferior competitor. CHALLENGE: Find out why and fix it. HINT: It aint price! 10. PREDICITION: More face-to-face meetings will be necessary to build relationships, or you will become vulnerable to the competition. CHALLENGE: Double your existing face-to-face meetings from last year, and double your networking hours. 11. PREDICITION: Breakfast will be the new lunch. CHALLENGE: Your connections, relationships, and even your prospects are crunched for time. The two-hour lunch will wane. An early morning, 30-minute meeting over coffee will net more and better results. Set a goal of three breakfasts a week. 12. PREDICITION: Your sales plan/goal/quota/numbers will be much more attainable. CHALLENGE: The business is out there for you to earn. Your perceived value, your perceived difference, and your reputation will determine your numbers way more that your price. 12.5 PREDICITION: Your personal dedication or rededication to excellence will reach new heights. CHALLENGE: Allocate three hours a day to YOU. Allocate an hour for social media and personal branding. Allocate an hour for customer interaction. And allocate an hour for reading and study. You will have to allocate more time for personal development and training because the new challenges require new knowledge. If youre looking for a game plan, if youre looking for a success plan, Ive just given you one that will make 2012 more than you could hope for. All you have to do is WORK HARD. Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally: firstname.lastname@example.org 2011 All Rights Reserved – Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112
(From AllAfrica.com) Kigali – Based on a survey done last year to identify major constraints to business development, the International Finance Corporation (IFC) has launched programs aimed at boosting skills of 70,000 Small and Medium scale Enterprises (SME’s). According to the IFC Senior Operations Officer, Ignace Bacyaha, the survey which was prepared by On The Frontier (OTF) clearly identified lack of skills as one of the major setbacks for the growth of these enterprises. “We believe that boosting the capacities of SME’s will accelerate economic development as it enhances the basis of the country’s taxation, hence growth of the gross domestic product,” Bucyaha said. “The report shows that these enterprises mainly lack skills, access to funding, have no knowledge about taxation and are faced by infrastructural and energy problems. Our initiative to boost skills is only a beginning as we intend to tackle every challenge step by step”. Read more.
The American Society for Training & Development (ASTD) announces that Robert Todd, ?What If! Technology Director, is joining the Society’s Board of Directors for a three-year term, 2012-2014. Mr. Todd is passionate about applying the latest innovations in information technology to enable innovation capability in the business, nonprofit, and academic sectors. He has more than 15 years’ experience in learning content and technology development. Prior to joining ?What If!, Mr. Todd served as the Director of Technology Enabled Learning at McKinsey & Company where he built the organization’s e-learning capabilities. Before that role, Mr. Todd was the Practice Lead for Convergys Corporation, a global outsourcing company, where he was responsible for product definition and market strategy for the company’s learning outsourcing business. He also served as director of product management and director of course development for DigitalThink. Mr. Todd played a leadership role in the development of e-learning standards and served on the board of directors for the IMS Global Learning Consortium. He was the director of technology for the San Francisco Multimedia Institute from 1996-2000 and has lectured and written instructional texts on multimedia and technology enabled learning.
Most workers, regardless of generation, think social media is not used enough for learning activities in their organizations, according to research by the American Society for Training & Development (ASTD). The report, Social Media: The Millennial Perspective, finds that while workers across generations say more social media should be used for learning, it is the millennial generation (those born after 1981) that is clamoring for adoption of new technologies. Millennials are expected to make up almost 50 percent of the workforce within five years, according to statistics from the United States Bureau of Labor Statistics. Findings from this latest ASTD report show that Millennials see great value in social media technologies and use them as productivity-enhancing tools. The report’s findings indicate that companies who want to attract the best new talent need to move toward adoption of new technologies. Other key findings include: Social Media: The Millennial Perspective also contains recommendations for organizations that wish to implement the use of social media more effectively. Top recommendations include: For more information about Social Media: The Millennial Perspective contact Kristen Fyfe at email@example.com. This research report is available for sale at www.store.astd.org.
Justin Arneson is a research scientist at CPP, Inc. where he plans, directs, implements, and promotes the research and development for assessment products. Prior to joining CPP, Justin served as a research scientist at HumRRO, and as Talent Insights Manager at Target.
July 22, 2010 – Greensboro, NC – How do talented managers develop into effective senior leaders? And what can organizations do to ensure this growth? Extraordinary Leadership: Addressing the Gaps in Senior Executive Development proposes some groundbreaking answers, providing strategies and tools to round out leadership skills and create a steady pipeline of top executives. A joint publication of The Center for Creative Leadership (CCL) and Jossey-Bass, the book is edited by executive leadership experts Kerry A. Bunker, Douglas T. Hall, and Kathy E. Kram. It collects views on the often invisible elements of intrapersonal, relational, organizational, and contextual development from more than 20 leading thinkers in the field. “The chapters in this book address the subtle yet powerful forces that combine to differentiate outstanding leaders from also-rans,” Bunker, Hall and Kram say in the book’s introduction. “The end product is a comprehensive guide for leader development, a resource for executive coaches, human resource professionals, mentors, corporate officers, and aspiring senior leaders themselves.” The 321-page book provides techniques and strategies based on real-world examples, helping executives, mid-level managers and emerging leaders identify the issues that contribute to these leadership gaps. Such issues include the accelerated career advancement of high potential managers, the rapid pace of technology and globalization, and the importance of accountability and emotional intelligence. Leaders must now be as approachable as they are inspirational, according to the editors. To fill the gaps present in the workplace, they must demonstrate authenticity, integrity, emotional competence, and the ability to inspire leadership with and through others. In Views from the C-Suite, a chapter on intrapersonal development, former CCL Board member Naomi Marrow explains that self- assessment helps executives gain clear insight into the impact they have on others. In The How-to-Be Leader: A Conversation with Frances Hesselbein, Kathy Kram explores what it means to lead with authenticity. Other chapters with contributions from CCL include The Learning Premise: A Conversation with Peter B. Vaill by Kerry A. Bunker and CCL faculty member Laura Curnutt Santana; Developing Leaders with Cultural Intelligence: Exploring the Cultural Dimension of Leadership by Santana, Mira las Heras, and Jina Maol; Leading Inclusively: Mind-Sets, Skills, and Actions for a Diverse, Complex World by CCL Board member Ilene C. Wasserman and Stacey Blake-Beard; and a final chapter entitled Looking Forward: Creating Conditions for Extraordinary Leadership, where editors Kram, Hall, and Bunker integrate the perspectives shared throughout the book. Bunker, founder and president of executive development firm Mangrove Leadership Solutions, is a former CCL senior fellow. Kram, a professor of organizational behavior at the Boston University School of Management, is a former member of CCL’s Board of Governors. Hall, a professor of management at the Boston University School of Management, is a former H. Smith Richardson Jr. Visiting Fellow at CCL. About the Center for Creative Leadership The Center for Creative Leadership (CCL) is a top-ranked, global provider of executive education that accelerates strategy and business results by unlocking individual and organizational leadership potential. Founded in 1970 as a nonprofit, educational institution, CCL helps clients worldwide align business and leadership strategy, develop the organizational environment and prepare individuals to be more effective leaders. Each year, through its proven, innovative and highly personal approach, CCL inspires and supports more than 23,000 leaders in 3,000 organizations around the world. Through an array of programs, products and services, CCL and its world-class faculty, coaches and researchers deliver unparalleled leadership development, education and research in more than 120 countries. Ranked by clients as No.3 worldwide in the 2010 Financial Times annual executive education survey and among the world’s top providers of executive education by BusinessWeek, CCL operates out of eight locations around the world. Headquartered in Greensboro, NC, CCL’s additional locations include, Colorado Springs, CO, San Diego, CA, Brussels, Belgium, Moscow, Russia, India, Africa and Singapore.
The failure of senior leaders to grasp the importance of instructional design is a big stumbling block for organizational learning and development efforts, according to a new study from the Association for Talent Development (ATD), formerly ASTD. Instructional design (ID) is critical to effective organizational learning and today the field is navigating an abundance of new tools, technologies, and evolving learning delivery methods. Organizations that want their employees to engage in learning initiatives that enhance performance on every level, must value the essential role instructional design plays. In the report, Instructional Design Now: A New Age of Learning and Beyond, ATD teamed with the Institute for Corporate Productivity (i4cp) to gather insight from instructional designers and learning professionals worldwide to assess the current and anticipated future states of ID and its contribution to business success. When ATD and i4cp collaborated for the 2010 report, Instructional Systems Design: Today and in the Future, the main focus was instability in organizational learning, complicated by ongoing technological advances and globalization. Today, those factors still exist, however, the new research indicates that ID professionals must become faster, more strategic, global, and tech-savvy. The research also indicates that buy-in from senior leaders has remained low due to the lack of competencies, which has led to low funding. Key findings from the Instructional Design Now: A New Age of Learning and Beyond include: Instructional Design Now: A New Age of Learning and Beyond, is available on the ATD store. Visit Instructional-Design-Now.
Please join us onThursday, July 21st at 1:00 pm ESTfor ourwebinar, Driving Sales Team Success: Helping Sellers Harness the Chaos with Agility Selling, with Tim Ohai and Brian Lambert, co-authors of Sales Chaos. As we all know, selling to customers is getting more complex with each passing day. We keep hearing that buyers are getting smarter through the use of technology. Sales people are urged to become trusted advisors to their customers and align the sales cycle to their buying cycle. With these and other changes, it is becoming increasingly difficult to follow the linear sales processes that managers and sales trainers push on their sales professionals. So, how do we move forward? I’d like to suggest Agility Selling. In their new book, Sales Chaos, Tim Ohai and Brian Lambert introduce us to “a new paradigm that applies the latest research and the scientific principles of chaos theory to the challenges facing today’s sales professionals”. So, how did selling become so complex? It all boils down to 3 forces: the Force of the Non-Linear, the Force of Full Value, and the Force of Community. You see, customers have shifted from a single decision maker to decision by committee (Community) requiring them ot be fluid in their discussions (Non-Linear). On top of that, once the purchase is made, they want the sales rep to stick around to ensure that their every expectation is met for the life of the product/service (Full Value). How do we, as sales trainers and leaders, handle this? By adapting our sales learning and development efforts to embrace the two rules and four habits of agile sellers. What are these rules and habits? I’ll give you a sneak peek then encourage you to join Tim Ohai and Brian Lambertas they discusses Agility Selling in our upcoming July webinar. Let’s begin with the rules. First, focus on selling skills instead of the sales process when training your sales reps. Second, encourage your sales teams to meet the customer’s expectation of full value rather than simply push a product or service. Already doing this in your training efforts? Then let’s take a look at the habits. The authors start with influencing others via relationships. They then move on to using insight to gain an understanding of that which is not obvious. Next they move on to executing your sales plan to provide the full value. Finally, they wrap it up with building credibility. Now, how many of you sales leaders and trainers can say that your learning and development programs cover all of these? Some may say they do and I commend you. Have you seen positive results? For those that don’t cover these can I ask “Why not?”. Regardless of your situation I encourage you to take some time to join us for our upcoming webinar where Tim and Brian will provide you some further insights.
MindLeaders, a learning and talent development company based in Dublin, Ohio, has released new courses to add to their award-winning catalog of over 4,000 elearning titles. The new additions focus on using and gaining certifications in Adobe and Microsoft products. The new courses are in the following series titles: * Dreamweaver CS4 * Flash CS4 * Internet Explorer 8 * Microsoft.NET 3.5 ASP.NET Apps MCPD 70-564 * Microsoft.NET 3.5 Enterprise Apps MCPD 70-565 * Microsoft.NET 3.5 Forms Development MCTS 70-505 * Photoshop CS4 * Windows 7 Configuration MCTS 70-680 * Windows 7 Upgrade * Windows Server 2008 Enterprise Admin MCITP 70-647 * Windows Server 2008 Server Admin MCITP 70-646 All MindLeaders clients who hold subscriptions to course packages will have these courses available to them now. Detailed information about these courses can be found in the MindLeaders catalog at http://www.mindleaders.com/catalog. Visit mindleaders.com.
New York Times best-selling author and employee engagement expert Marcus Buckingham will discuss new research behind his forthcoming book and strengths assessment, Stand Out, at ASTD’s International Conference & Exposition being held May 22-25 in Orlando, Florida. Buckingham, who will deliver the conference’s opening keynote address on May 23, will give conference attendees an exclusive look at the groundbreaking research that helps people identify their competitive edge and provides practical tips on how to become more powerful contributors, managers, and leaders. ASTD is partnering with The Marcus Buckingham Company (TMBC) to provide workplace learning and development professionals attending the international conference exclusive access to this new research and content. In addition to Buckingham’s keynote speech, advance copies of Stand Out: Find your edge, win at work, will be available at the ASTD 2011 bookstore, months before it is available to the general public. TMBC will also exhibit in the EXPO, giving conference attendees additional opportunities to learn more about the new research behind Stand Out. The ASTD International Conference & Exposition is the premier event for workplace learning and development professionals. Attendees have access to more than 270 educational and networking sessions and a world-class EXPO filled with cutting edge products and services.
LONDON and RESTON, VA (July 20, 2010) Learning Tree International (NASDAQ NGM: LTRE), a leading global training provider, announced that they have been awarded a contract by NATO CIS Services Agency (NCSA) for delivering Project Management, ITIL Certification, Technical, Management and Business Skills training to NATO staff throughout Europe. NATO selected Learning Tree International after a six month review process, evaluating providers on consistency, quality and cost effectiveness. Under the contract, Learning Tree International will provide commercial training services to an estimated one thousand delegates a year across NATO and NCSA bases in Europe. The training will be delivered through a mixture of on-site courses run at NATO and NCSA sites, local open enrolment courses and through Learning Tree International’s fully engaged, live online instructor-led training solution – Learning Tree AnyWare. Utilising AnyWare, NATO employees will connect to an actual classroom where they’ll participate online in a live, instructor-led training course being held at a NATO or Learning Tree International facility. AnyWare delegates join from wherever they are stationed, saving the time and expense of travel, and receiving the same training, with the same benefits as their in-class counterparts. AnyWare allows NATO staff from disparate bases and sectors to attend the same training course and fully interact with the instructor, their NATO colleagues and complete all of the course’s hands-on exercises. Richard Chappell, Managing Director, Learning Tree International UK, said, “We have been working with NATO for more than 10 years, giving us an unparalleled understanding of their environment and an appreciation of their need for flexible, timely and robust solutions. Learning Tree International is uniquely equipped to meet NATO’s training requirements thanks to our wealth of experience in delivering onsite training throughout Europe, our ability to host a European open enrolment schedule, and through the use of our live online instructor-led offering – Learning Tree AnyWare.” About Learning Tree International Learning Tree International is a leading global provider of highly effective, hands-on training to managers and information technology professionals. Since 1974, over 65,000 organizations have relied on Learning Tree to enhance the professional skills of more than 2 million employees. Learning Tree develops, markets and delivers a broad, proprietary library of instructor-led courses focused on people and project management, leadership and business skills, Web development, operating systems, databases, networking, IT security, and software development. Courses are presented at Learning Tree Education Centers, located globally, on site at client facilities, and are available via Learning Tree AnyWare, the Company’s proprietary live, online instructor-led training delivery option, which connects online participants to the actual classroom. For more information about our products and services, call 1-888-THE-TREE (1-888-843-8733), visit www.learningtree.com, follow @LearningTree on Twitter or visit Learning Tree International’s Facebook fan page.
Seattle, WA September 14 2010 – Intrepid Learning Solutions, Inc, a leading provider of learning and performance solutions, has been awarded a five-year agreement with The Boeing Company to provide training delivery, skill assessment and support services in support of Boeing’s Learning, Training and Development (LTD) enterprise requirements. The contract includes delivery of training solutions across a range of topics including environmental health and safety, industrial skills for new employees, industrial skills certifications and re-certifications, manufacturing engineering, production systems, as well as training required when an employee requests a transfer from one job to another. “We are very proud to receive this contract from The Boeing Company,” said Intrepid CEO Vikesh Mahendroo. “This contract is a testament to our long-term partnership, and our total commitment to providing Boeing with industry-leading, expert aerospace training services of the highest quality. We pride ourselves not only for our strong execution track record, but also our flexibility and service mindset. We appreciate the opportunity to continue to serve The Boeing Company.” In recognition of Intrepid’s high level of performance, earlier this year Intrepid received a 2009 Boeing Performance Excellence Award. The Boeing Company issues the award annually to recognize suppliers who have achieved superior performance in the delivery of mission-critical services and solutions. Intrepid maintained a minimum Silver composite performance rating for each month of the 12-month performance period from October 2008 through September 2009. This year, Boeing recognized 486 suppliers who achieved either Gold or a Silver level Boeing Performance Excellence Award. Intrepid is among 358 suppliers to receive the Silver level of recognition. Industry analysts recognize Boeing’s award as one of the most significant learning outsourcing contracts of the year, and one of the most strategic among active learning business process outsourcing partnerships between a client and a supplier. “Intrepid once again demonstrates that exceptional talent, learning expertise and trusted partnership keeps them at the forefront of the training industry,” said Doug Harward, learning industry analyst, Founder and CEO of TrainingIndustry.com. “The Boeing Company’s continued confidence in Intrepid is evidence to that trusted partnership and their impact on Boeing’s business performance. Boeing only works with the most respected and qualified business partners; making this a landmark relationship for the training industry.” About Intrepid Learning Solutions Intrepid Learning Solutions is a dedicated provider of award-winning learning solutions that drive business performance. Founded in 1999, Intrepid offers consulting, technology and managed learning services to companies worldwide. In addition, the company offers innovative learning solutions that leverage mobile, agile and virtual technologies to support individual learner preferences and broader business goals. For more information, visit http://www.intrepidls.com.
(From the New York Times) – In the United States and Europe, people worry that their well-paying, high-skill jobs will be, in a word, “Bangalored” – shipped off to India. People here are also worried about the future. They fret that Bangalore, and India more broadly, will remain a low-cost satellite office of the West for the foreseeable future – more Scranton, Pa., in the American television series “The Office,” than Silicon Valley. Even as the rest of the world has come to admire, envy and fear India’s outsourcing business and its technological prowess, many Indians are disappointed that the country has not quickly moved up to more ambitious and lucrative work from answering phones or writing software. Why, they worry, hasn’t India produced a Google or an Apple? Innovation is hard to measure, but academics who study it say India has the potential to create trend-setting products but is not yet doing so. Indians are granted about half as many American patents for inventions as people and firms in Israel and China. The country’s corporate and government spending on research and development significantly lags behind that of other nations. And venture capitalists finance far fewer companies here than they do elsewhere. Read the full article.
The top 5 Issues Facing VPs of Sales Every year millions of dollars are spent investigating and pursuing ways to grow sales. Any business owner knows that sales are the life blood of the company. If there are no sales there is no company, it is that simple! A past study of 2,663 sales organizations by Think Training, Nightingale Conant, and Trainique uncovered five areas that shed light on what separates the best from the rest. Issue one – A poorly defined sales process. 82% of all CEO’s said their sales organization had a process that was poorly defined or a process that wasn’t being followed. A sales process is like a road map. If you pay attention it helps you determine if you are in heading in the right or wrong direction. A well defined sales process does the same thing. It should be consultative in nature, have defined steps that allow both parties to develop a better understanding of each other and a set of questions that help you qualify or disqualify. Issue two – Lack of essential skills. 42% of CEO’s said their salespeople lacked the essential basic skills needed to do their job properly-ouch. During the 70’s and 80’s it was common for large corporations to hire new sales recruits and put them through a 12- 18 month intensive sales development program. Those days are gone, leaving a huge skills gap! Odds are if you are younger then 40 you never received the type of training you really needed. Issue three – Failing to focus on the right kinds of activity. 90% of CEO’s said their salespeople focused on low payoff activities or called on the wrong people. It is a common mistake to confuse being busy with being productive. Top performers know what they are doing, why they are doing it and whom they are doing it with. Issue four – Allowing “self talk” to sabotage your efforts. 86% of CEO’s said their salespeople had negative thinking or self talk that was damaging their sales efforts. There are hundreds of examples but the most obvious has to do with discounts. Over and over again I hear salespeople say they have to be the lowest price to win the business. Every study I have ever read says that there are 4 – 6 other issues ahead of price but we have been “programmed” to think price is the issue. It is critical to understand how you have been programmed and how some of thoughts are working against you! Issue five – Sales management not developing their people enough. 67% of CEO’s said that their sales managers were not spending enough time coaching and developing their salespeople. The job of a sales manager is to coach their people just like in professional sports! Unfortunately if we don’t have a sales process, salespeople with undeveloped skills or the wrong people coaching becomes impossible. For salespeople taking responsibility for our own professional development is the key! Have a process, hone your skills, focus on the right kinds of activity, be aware of your thoughts, get some coaching, join a sales mastermind group, or join an association dedicated to your success. Good sales professionals realize their strengths and weaknesses and create a plan that addresses their abilities. Great sales professionals repeat this process over and over.
As many of you know, one of ASTD’s top legislative priorities is the reauthorization of the Workforce Investment Act (WIA). First passed in 1998, it’s long overdue to be reworked. Over the past 6 months, ASTD has been on Hill conducting meetings with staff of the Senate and House Republicans on this issue and offering our expertise and our members’ feedback on what changes should be made to the new bill. We have been with staff leaders on the House side who control, for the most part, the timing and the debate on this issue. Several of us did meet with House Democratic staff last week, and it was a very productive meeting. After introductions and “niceties”, we did get down to discussing some of the substantive issues about the bill and how we may be able to assist staff in ensuring that current best practices in training and performance are considered in the new bill. Our plan is to schedule a follow up meeting soon (probably after ICE) and continue our discussions with both the Senate and the House on this issue. Hopefully we will have some movement soon. For all of you who are coming to Chicago for ICE, please stop by one of our three policy sessions at ICE: The 411 on Grants: How to Access Public Funding for Your Organization Sunday, May 16, 1:45-3:00 p.m. This session will walk you through the necessary steps to understand how to identify grant opportunities, how to identify partners, and how to help your organization apply for and win funding. Building a Partnership with the Publicly Funded Workforce System Monday, May 17, 2:15-3:30 p.m. The session will explain how to develop partnerships with the workforce system at the local level, and how to influence state and local funding priorities. There will also be a review current federal legislation affecting the learning and development field. Show Me the Money Where to Find Public Funding and Resources for Training Programs Wednesday, May 19, 10:30-11:45 a.m. By understanding the funding streams and different programs that are available for workforce training, you may be able to tap into a new pool of resources. Join this panel of experts for a discussion about how their organizations engage in the public workforce system and tips for success to implement in your own organization. See you in Chicago!
The United States is only just beginning to experience globalization, despite the economic power shift toward Asia, the current economic development in emerging markets, the overall digitalization of life, and the growing mobility of people and products.
Well, alright. We have the rationale behind creating a strategy, we know what to avoid, and we understand what can happen when you fall of the tracks. What’s next you ask? It seems that it’s time to get started on the creation of the strategy! Creating the team As with any project, you’re going to need to assemble a team of experts that can assist you in the creation of the end product. In this case, the team needs to be dedicated, focused, and ready truly contribute. You don’t need experts in mobile, but you will need people with domain expertise in a wide variety of disciplines. Depending on your organization size and overall goals a typical team like this will be headed up by people from the following areas of your company: Each one of these individuals may have a number of people working under them to assist with surveying, research, and resource or information gathering. That said, I would recommend not having any more than this core group of individuals at any single group status meeting. Plan for a recurring status meeting during the course of this project, with you leading the meeting and providing the agenda to the core team. If follow-up or “off-line” discussion needs to be done with sub groups later in the week, that’s great, but always keep those meetings focused and make sure that the agendas are always hashed out in advance. You don’t want drive-by meetings or sightseers popping in to these meetings. Everyone there needs to have a purpose. If there are “to-dos” from any of these meetings, you will also be ultimately responsible for sending the recap of the meeting along with the results or findings from any previously resolved content. Setting goals With your team in place, the first conversations should be centered around framing what a successful effort looks like when completed. How will you, your team, and their managers know when you have hit the target? Each group is going to have distinct priorities and your major responsibility will be weighing these and prioritizing them in overall big picture. Make sure these goals are largely quantifiable and can be distilled into talking points when you are called on to report on your progress. Research You can’t create a strategy in a vacuum. You and your team will likely need to survey and * gasp* talk to people in order to learn more about where you need to go to achieve your goals. When framing up these discussions keep a few things in mind: 1. People are usually terrible at articulating the best solution, but are great at identifying their problems. Get people to talk about how certain aspects of their job are painful and you’re destined to find some great nuggets you can build on. 2. Keep implementation details off the table. People will inevitably start to say things like “We need an app for this,” or “How will IT get that information to us?”, but your job must be one of constant redirection. 3. Keep things positive. If you can’t keep people from referencing a botched attempt that everyone remembers the last time your company tried something like this, you may need to preface the conversation or survey with a bit of a change management effort first. Remember, here, you are the dreamer of dreams and the makers of music Not the harbingers of doom and gloom. 4. Always use your bigger picture goals as a foundation for the survey. People’s time is valuable, don’t waste their time or your time on a lot of “What-ifs” that are never going to happen. Remember from our prevous post that this strategy MUST BE IMPLEMENTABLE. If it’s not realistic that your IT department procure 1,500 iPhones for your entire company, don’t hinge your strategy on that. If you have no competency internally in Android development and have no intentions to train or hire your developers to build apps, then don’t propose that. Off to the races Here we are! Ready to get started? You have a solid team, have outlined your goals, and created a lot of great research, now it’s time to distill that information and make your pitch. You’ll need to find a way to weigh the pros and cons of what you’ve found and then turn it into something you can use. Don’t get hung up analyzing which “measuring stick” is the best, just line up some options, talk it over with your team, and then choose one and stick with it as you firm up for your results. Approach this step with confidence in knowing you’ve done your best work and always keep an eye towards establishing ROI and you’re bound to make a mark for yourself. It’s a big step, but you can do it! If you are looking for more information on how to build a mobile learning strategy, continue to read our posts at Floatlearning.com. We’re posting regularly on topics like this. – In closing, a note of thanks to the fine folks at Learning Circuits. It’s been great working with you over last few weeks.
Attn: ALL (Active) Sales Professionals: Take a 10 min Sales Survey and get a FREE Digital Sales Training Book (and other free stuff) from ASTD! Sales Training Drivers is committed to your success in sales.We want ALL of you to access the BEST strategies that show “how” to develop high performance selling skills. The American Society for Training & Development (ASTD) is conducting a comprehensive study on sales effectiveness. This survey is intended for active sales professionals only. ALL SALES TRAINERS: Please FORWARD this survey link to sales professionals (including Managers) in your organization. http://survey.confirmit.com/wix4/p1221164556.aspx?vid=BL. All sales professionals and Managers – (excluding trainers)- who complete the full survey will receive: Confidentiality Statement: ASTD has an unblemished record of maintaining confidentiality of survey participants. Individual and organizational responses will remain confidential.The published report from this study is expected to be priced at $695 or ($395 for ASTD members). All respondents completing the survey will be eligible to receive a discount of the report. Thank you for your participation. We believe the findings will be productive and valuable for you and your organization. The survey link will remain open until June 1, 2010. The ASTD Sales Training Drivers Team
The Federal Special Interest Group will be hosting a workshop: How Coaching Can Strengthen Employee Engagement In the Federal Workplace. If you supervise employees, your relationship is a primary factor in the degree to which they feel engaged. Find out how coaching skills can strengthen your relationships with employees and lead to increased productivity, and measurable development in individuals and teams. Lisa Nabors, a Professional Certified Coach (PCC) and a Certified Professional Facilitator with over 20 years of experience will be the presenter of this seminar. Please join the discussion on Wednesday, September 30, 11:45 AM to 1:15 PM at the Bureau of Labor and Statistics, Postal Square Building, First Street entrance, lower level, conference facility. If taking metro, use First Street exit at Union Station red line Metro Station and walk across the street to the building. RSVP to Jack Malgeri, firstname.lastname@example.org. Please also provide your organization’s name and office telephone number for building security entrance purposes. Feel free to contact me for more details. Happy Learning!
Could partnering with your Senior VP of Sales allow you to see improvements in your sales team? Maybe hiring a professional training manager could provide you with a fresh perspective. How would your sales team improve if you found a more effective coaching platform? IBM, Knology, Inc., and MetLife have all developed award winning sales programs in the fields of (respectively) career development, workplace learning and performance, and workplace learning and development. Read how three winning programs of the Excellence in Practice award have helped these companies to find success as they seek to develop better sales teams. IBM Sales Learning Armonk, New York Class: Sales Eminence Over the last 100 years, IBM has transformed its workforce many times, often creating a leading workforce within the technology industry. Through its Sales Eminence partnership, the learning team joined with the senior vice president of sales to transform its sales force, increase client value by setting the agenda for client’s ever-changing needs, and ensuring IBM’s continued leadership in the market. The partnership focuses on enhancing the skills and expertise of sales professionals and a sales career model that simplifies jobs into three career paths: industry, solution, and technical. Knology, Inc. West Point, Georgia Class: Call Center Frontline Leadership Development At Knology’s customer care centers, frontline supervisors often gained their positions through superior technical capabilities, but they were frequently ineffectual due to a lack of leadership skills. Recognizing this developmental gap, the executive director hired a professional training manager who created a four-stage program addressing the vital areas of essentials of leadership, effective team building, performance management, and coaching for top performance. Training focused on classroom academics, between-class activities, and manager coaching interventions. Subsequently, frontline performance has significantly improved, both representatives and supervisors exhibit more positive attitudes, and everyone is working more effectively and efficiently – directly increasing the bottom line. Metlife El Segundo, California Class: Sales Coaching Excellence Program The Sales Coaching Excellence Program was developed to provide a comprehensive, consistent, and effective coaching platform for MetLife’s Annuity Product Wholesaling Sales Desk and Field Development function. The goal of the program is to offer sales coaching strategies, tactics, and tools to the Sales Desk Managers to improve the performance of all inside sales reps. Managers are trained on conducting high-impact sales meetings, conducting monthly goal-setting meetings, delivering performance feedback, and conducting sit-along coaching. Direct results of implementation have been impressive. In less than eight months the program has had a direct impact on the company’s sales results, employee productivity, and business growth. So, what are you doing to improve your sales training programs? Are your learning and performance solutions worthy of recognition? If you think you have an award winning program, submit here.
I feel a need to chime in. I think the whole e-learning space has gone through an evolution in the last 4-5 years, and we’ve created a four-stage taxonomy to describe it (www.bersin.com/stages). In stage 1 ( Getting Started) organizations adopt e-learning to save money. And yes, e-learning does reduce the cost per delivery of instructional hour. But we now have data to prove that in reality e-learning does not save money, it increase reach and range. Costs which were variable (instructors) become fixed (LMS and infrastructure), allowing greater reach – but total costs dont go down. Most organizations spend a year or two in this phase and they often start with catalog programs. In stage 2 ( Expansion) organizations expand, they build lots of custom programs (beyond the typical catalog content) and start implementing blended programs. They realize they need an LMS, so they bite the bullet and implement something. Yes, the LMS market is evolving and LMS systems do not do everything, but they do manage learning programs well. Here they find that the demand for online content far outweighs capacity and organizations start to realize that much of what they build is not being consumed. This leads to stage 3: ( Integrate and Align). In this stage the organization now realizes they have so much content available that it has grown out of hand, and they spend time on competency-based learning, more focused job-related content, integration with the performance management process, and perhaps the implementation of an enterprise-wide LMS. This is the toughest stage, and I think most mature organizations are here today. At this stage organizations realize that their e-learning programs are more than programs, they are “content” which can be reused and repurposed for many uses. They also realize that the traditional concept of an online course must be complemented by communities of practice, coaching, and other forms of online support. We call Stage 4 Learning on Demand. This is the stage which vendors like to write about but few organizations have yet reached. At this stage companies have to build or buy a true content management system and they develop standards for content development. These standards enable searchable learning and the deployment of small pieces of content, rather than complete courses. The problem most organizations have today is that they are locked in stage 2 or 3 and find that it will take 2-3 years to “unlock” their content to get to stage 4. Nevertheless I believe this is inevitable, and we talk with many organizations working hard right now to implement an on-demand learning model. Throughout these stages, vendors tend to try to fit their products and solutions. Some vendors try to stay true to the market they serve, others try to create visions of reaching across all four stages. For each stage there are challenges and opportunities, and frankly I have not found any organization that can jump from Stage 1 to Stage 4 in less than 3-4 years. I recommend anyone trying to understand all these trends to read our report, it is designed simply to help people understand this complex space and form a basis for making decisions.
(From Human Resource Executive) — As a new generation emerges that is connected socially and technologically like never before, organizations must adapt their talent-management strategies in order to engage with these workers on their terms and leverage their next-generation skills and know-how. As each new generation enters the workforce, organizations have learned to adapt their recruiting, hiring and development strategies to account for the newest additions to the candidate pool. Just when companies think they have mastered talent-management techniques for the latest generation, a new classification of worker, such as the latest known as Generation C, emerges. Unlike previous generations, such as Generation X and Y, this new generation encompasses more than just a new batch of college graduates. It is also a psychographic group comprised of people of different ages who are more connected, both socially and technologically, than ever before. Although there may be some talent-management challenges for this new group, hiring them is integral to the success of any organization. To prepare for the impending mass retirement of baby boomers, Generation C will have to be brought on to fill the ensuing talent gaps and eventually take over key management positions. While hiring Generation C will be a necessity in the future, companies that can engage and recruit this group in the present will benefit from the strengths they offer. When brought on board, a member of Generation C isn’t just contributing their own individual skills and experience. They also bring along the value of their networks, to which they are constantly connected, resulting in real-time productivity through collaboration. Read more.
For many an Instructional Designer, design follows analysis, with its main function being to identify all the important things that need to go into a course. Its end product is a curriculum, syllabus, or blue-print to build the learning module on. Next comes development, which adds content so as to give depth to the end product of design. This mainly consists of the adding of “information.” Context is also used to add a third dimension to the design puzzle — layers of activity so that the learners gain a variety of viewpoints, thus allowing them to gain experience with the information in a relative safe manner. This mix of design, development, and context should theoretically help the learners build their knowledge and skill bases. Yet this combination often fails because it leaves one important piece of the puzzle — Emotionally Evocative Design. While Instructional Designers normally are quite good at ensuring that the important parts that build content, such as objectives and outcomes, are entered into the design equation; the total design process needs a second layer that captures the emotions of the learners so that they actually want to engage with or use the content. Engagement does not have to be that complex as it is simply a means of inviting the learners’ emotions into the environment. Emotions are the reason that we do anything — without them we would simply be walking zombies. Emotions are what adds zest to life…to include learning For example, a good metaphor invites the user to reflect over the information by asking her to relate the new information with a past experience. A good picture invites two senses into the mix. A problem begs for closure. A critical piece of information delivered “just-in-time” is utter relief. What have you done lately to ensure that your designs are emotionally evocative?
I was thinking about Clark’s (the other Clark) post on learner rights, and then the broader learner marketplace. One of the trickiest parts about development of formal learning programs is that so often, the learner only has a passing relationship to the cost of the program. Enterprise Programs Enterprise training programs are paid by the corporate, military, or government sponsor. Their goal is usually some form of increased productivity or compliance. Any vendor has to care more about meeting the need of the training director, and the training sponsor, than the end learner. Even the cost of the classroom environment is often subsidized by the enterprise, penalizing e-learning, outside classes, or even training outsourcing. K-12 K-12 schools are paid by taxpayers, not the students of course, nor even the family directly (even a family that goes on lavish vacations, for example, gets their education subsidized (of course if they have big houses, they also big property taxes; and then there is the private school whammy, where they are paying twice…).). As we are also learning, some K-12 activity is subsidized by softdrink/juice/water vendors, that come with strings attached. There are grant based subsidies that push activities in one way or another. And there are more subtle subsidies, making land cheaper than building supplies or technology, relative to other building projects. Of course, K-12 is required of students, which can be considered an anti-subsidy (increasing its cost to the student, while still interfering with the learner marketplace). Lack of choice for any required course also represents an anti-subsidy. College In many college situation, parents significantly augment the students’ ability pay at least some of the tuition. Then there are scholarships for academic, sports, and music. And scholarships, like other endowments, are subsidies by alums, meaning schools have to do things specifically to keep alums happy (while students do certain things to meet the criteria of the scholarship), not necessarily in the interest of the students. Furthermore, the reason many students put up with schools is to get better jobs, which means that while corporations might subsidize universities directly, they anti-subsidize them indirectly. Any certification, in fact, is anti-subsidized by the organization that values it These are just a few examples from the K-12, Higher Ed, and enterprise world. But every subsidy and anti-subsidy distorts the natural value proposition away from the learner marketplace. Getting over all of these will be our challenge for the decade. Note: This blog post has been subsidized by my most recent book, Learning By Doing. New book review here.
(From PRNewswire) — In a recent survey conducted by the International Quality and Productivity Centre, 44% of the 2,895 Energy sector respondents have chosen retention and employee engagement as the topmost HR challenge in the Oil & Gas sector compared to 19% for recruitment. Continuous intake programs and intensive training have helped the industry address the recruitment challenge well. Now it is the next step of engaging and retaining the staff that has come under the spotlight. Building competencies and leadership development were the other top-quoted challenges. A surprising result was when people were asked to define the most prominent role that HR had to play in Oil and Gas. Planning for rewards and compensation came in last with only 9% voting for it. Talent Management and learning and development with 17% each were on top of the table. The most interesting areas of interest were Nationalization and leadership development initiatives. As the custodians of the region’s natural and mineral wealth, it is important that the national population is involved in key leadership positions which in turn are safeguarded through a structured succession plan. Mark Bechtold, HR & Organization Development Consultant at Saudi Aramco, commented, “Factors impacting organizations include rising costs, competitive business environments, and changing workforce demographics. To address these issues, management in Middle East Oil & Gas companies must build on the strengths of the Middle Eastern, Arab culture in a way that involves, engages and inspires employees to work harder and smarter.” Read more.
ACCELERATED LEARNING – Multiple Intelligence and YOU. “It’s not how smart you are but how you are smart,” states Harvard College of Education Professor, Howard Gardner, who developed the ” Theory of Multiple Intelligences”. Why is it that people with IQs of (160) end up working for people with IQs of (100)? When you understand how to identify and use the intelligences strongest for you – is when you can really begin to use your full brain power. An Accelerated Learning system can speed up the design and learning process to increase learning effectiveness with a calculated return on business results. Gardner revealed his theory in “Frames of Mind”, a book where outlining (8) distinct Intelligences. Linguistic Intelligence The ability to read, write and communicate with words. Authors, Journalists, Poets, Public Speakers and Comedians. Logical-Mathematical Intelligence Reasoning and calculating, logical and systematic. Engineers, Scientists, Economists, Accountants, Detectives, Legal Professionals, Mathematicians. Visual-Spatial Intelligence Visualization, and Imagination for actualizing and materializing a thought or creation. Architects, Sculptors, Photographers and Strategic Planners. Direction, navigation and drawing. Musical Intelligence Create or compose music, singing, vocalizing or moving to rhythm. Understanding or appreciating music. Musicians, Composers, Recording Artists / Engineers. Music ability can be learned and used for accelerate memory, pnemonics. Bodily-Kinesthetic Intelligence Solving problems, create products or present ideas and emotions with your body or through intuitive feeling. Athletics, dancing, acting, building and construction / hands on vocational agility. Interpersonal (Social) Intelligence Relate and work effectively with others through empathy, understanding, discernment. Teachers, Facilitators, Therapists, Politicians, Religious Leaders and Sales People. Intrapersonal Intelligence Self-analyze, and Reflect. Contemplate behavior and inner thoughts for personal growth and human development. Having an aptitude to love one’s self and help others see the same reality. Philosophers, Counselors, Top Performers. Naturalist Intelligence Understanding of how to use and appreciate the natural world. Fishermen, Farming, Biologists, Forestry, Conservationists, Environmentalists. Spiritual Intelligence Spiritual Intelligence has yet to be accepted and validated by the “world”. Howard Gardner resisted the temptation of placing this category at #9, but it should be noted that many people will attest to having the enlightened ability to access a knowledge through spiritual discernment for wise decision making and achieving a personal life state of contentment and peace.
Millennials require new types of learning. A new report from ATD Research and the Institute for Corporate Productivity, Learners of the Future, outlines how talent development leaders can prepare for their learning needs.
The ASTD Certification Institute (ASTD CI) announces that Darin Hartley, a 20-year veteran of the training industry, will serve as the 2012 Chair of its Board of Directors. The ASTD Certification Institute is an affiliate of the American Society for Training & Development (ASTD) whose purpose is to set professional industry standards for the learning and development profession. Hartley joined the board of directors in 2010. Hartley currently serves as the Vice President of Sales and Business Development for Intrepid Learning Solutions, a company that designs learning strategies and solutions that improve business productivity. He is the author of several books, including Job Analysis at the Speed of Reality, On-Demand Learning: Training in the New Millenium, Selling E-Learning, and most recently 10 Steps to Successful Social Networking for Business. ASTD CI also welcomes two new board members who will each serve three year terms. The new members are About ASTD and the ASTD Certification Institute ASTD is the world’s largest association dedicated to workplace learning and development professionals. To support members’ ongoing development in the field, ASTD formed the ASTD Certification Institute to take the lead in setting professional industry standards and to certify training and development professionals through credentialing. ASTD CI administers the Certified Professional in Learning and Performance (CPLP) certification program and has awarded the CPLP designation to learning and development professionals since 2006.
We’ve spent five parts of this series discussing how to develop a leadership handbook–or quite honestly, any handbook collection. In this, the sixth and final installment, I will give you a sneak preview of the final product. To tease you into watching for ASTD’s Leadership Handbook–a sample table of contents. The ASTD Leadership Handbook included 5 sections and 32 chapters. I have not included all 32 chapters. I. Leadership Competencies II. Leadership Development III. Attributes of Successful Leaders IV. Contemporary Leadership V. Broadening the Leadership Discussion Next Up: Watch for delivery of the final product The next installment is in your hands. Watch for publication of The ASTD Leadership Handbook and let us know what you think…
CPP, INC. JOINS ASTD PARTNER PROGRAM; APPROVED FOR CONTINUING EDUCATION BY TOP PROFESSIONAL ORGANIZATIONS
MOUNTAIN VIEW, Calif., March 15, 2010 – CPP, Inc., announced today that it has been selected by the American Society for Training & Development (ASTD), the world’s largest association dedicated to training and development, to participate in its newly launched Professional Partner program. Additionally, CPP announced that its new public Myers-Briggs Type Indicator (MBTI) and CPI 260 Certification Programs have been awarded approval for continuing education credits by the HR Certification Institute (HRCI),* International Coach Federation (ICF), and National Board for Certified Counselors (NBCC).** ASTD’s Professional Partner program is designed to encourage employee learning and development by connecting training professionals with the performance improvement-related products and services they need to accomplish their goals. CPP, which provides a full suite of products and services to help people and organizations be their best, will offer ASTD members solutions, guidance, and support ranging from team building, leadership development, and coaching to conflict management, career development, selection, and retention. “Understanding of individual preferences and styles is a key ingredient in the ongoing effort to re-skill a severely disrupted U.S. workforce,” said Jeff Hayes, President and CEO, CPP. “This partnership, as well as these qualifications, represent significant strides in CPP’s efforts to enable the U.S. workforce to continue adapting to changing conditions worldwide so that it remains competitive in a remade world economy.” Read more.
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]
I came upon an interesting term — Convergence Journalism: from the convergence of technologies that has taken place with digitization, to economic convergence in media ownership, through to the journalistic convergence that is seeing both a combination of media forms into one ‘multimedia’ form, and a multiplication of delivery systems. Wondering if the learning profession has such a term, I Googled it and came across this interesting definition from KERIS – the Convergence Learning Model is founded upon cognitive sciences and operates on three impetuses: the psychology of learning, pedagogical change, and technological advancement. From a psychological view, the model addresses intrinsic motivation based on Csikszentmihalyi’s flow theory. From a pedagogical view, the model provides a link between formal and informal learning to the benefit of each. Finally, the model is implemented using ubiquitous computing technologies. Flows are not just one element of social organization, they are the expression of the processes dominating our economic, social and symbolic life – Manual Castells in The Rise of Network Society. Csikszentmihalyi describes flow as “being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement, and thought follows inevitably from the previous one, like playing jazz. Your whole being is involved, and you’re using your skills to the utmost.” Thus the development of learning spaces is far more than developing content, rather it is staging experiences that allows the learners to gain a finely tuned sense of rhythm, involvement, and anticipation known as “flow.” And rather than seeing learning as a chore, “learning flow” challenges the learner to want to learn. Formal & Informal Learning “The learning zone” is the convergence of formal and informal learning within a social context where the interests of the enterprise and individual meet. The role of social networks is essential to successful learning in enterprises. – Window into Talent and Learning Thus, rather than learning being organized around an event, it becomes a network of both planned and spontaneous situations. Some business processes are just too important to be left to chance. For example, manufacturing a product to specifications or safety procedures normally require that some type of formalized learning be given. Yet, it does not require strictly formalized learning methods. Competencies require the mastery of the 5 Cs: Content, Conversation, Connectivity, Collaboration, and Context: Technology Technology is meaningless except in how it can assist you, and then it should disappear and be invisible. It allows you to think of things you couldn’t think of, it doesn’t think of them itself. – Richard Saul Wurman When most of us hear the word “technology,” we tend to think of hardware, yet it is far more than computers and electronics. It is the application of tools, machines, materials and processes that help to solve problems and extend human capabilities. It has a circular effect on us in that we use technology to learn other technologies; use the newly learned technologies to create new technologies, and then use the newly created technologies to learn other technologies.Thus learning has sometimes been described as the meeting of people and technology. Since technology extends our capabilities, it can help to provide that needed flow that fully engages us in the task we are focusing on.
Six months or so of focusing on a real (rather than a virtual) theme — in this case, intercultural communication — led me far away from the specific “culture of e-learning” shared by the participants of this blog, although my intercultural work inevitably involves online deployment. Coming back into the fold by posting a message on this blog is in itself an interesting cultural experience, a kind of re-entry shock. Having spent so much time with a broadly international crowd of people who spend very little, if any, of theirs speculating about the future of technology for training has allowed me to take some distance and possibly see a few things with more focus. One of the things that strikes me is how linked e-learning culture is to certain trends in the U.S. economy, even though the implications are necessarily global. And if I mention “e-learning culture” it means that I can identify a group of people who share that culture (namely, us) in contrast to all the other groups of people that don’t share it. Which introduces the somewhat embarrassing question of whether e-learning culture is really compatible with other cultures. Listening to Eliot Masie correctly telling me (through an audio feed) that memory sticks will allow all sorts of things that no one could have imagined made me realize why I seriously doubt that any of what he describes will ever make an impact on learning. I feel exactly the same way about games, simulations and all kinds of “ideal” and idealized content (and I’ve spent twenty years of my life designing, producing and publishing the stuff). It all makes sense but, when all is said and done, it just doesn’t seem to take off, even though we can usually get it to work (and even prove that it can produce results). One of the major reasons for failure is culture specific: Eliot’s idea – and many others born out of technological innovation — supposes learners are social monads, the thought of which is relatively easy to entertain in an individualist culture such as that of the U.S. but unimaginable elsewhere. And even in the U.S. it’s easier to imagine than achieve, because even though our culture teaches us to think of ourselves as monads and our pragmatic sense tells us to try out any promising solution, we actually aren’t monads: we are heavily linked to others through visible and invisible social networks (that, by the way, only vaguely parallel our technical networks). And those networks provide most of our models of behavior, whether we’re aware of it or not. Looking back at fifty years of technological innovation, what do I see? The only true revolutionary breakthrough in training technology is the flipchart! It changed things much more than we think (PowerPoint did as well, but in a totally different – and I would say regressive – direction). CBT/multimedia/eLearning has produced a niche market for products and services but bears less resemblance to a revolutionary development in training than it does to the hula-hoop (a great concept, a new and intriguing object, fun to have a go at, a winning topic of conversation, mildly frustrating to start using, possibly addictive in the short term but destined to have a short lifetime). What’s great about the flipchart is that nobody noticed it or talked about it. It arrived stealthily and did its job, allowing us to create, store, distribute and display flexible information in original ways. It also provided a fascinating link to group dynamics, giving trainers a tool to change learners’ perception of the learning environment and the goals associated with it (e.g. by having groups work in parallel and post their results on the wall). It was (and is) absolutely wonderful technology. And using it requires only minimal writing and drawing talents plus a bit of imagination on what to do with the pages. And best of all, no rival vendors telling you that their flipchart has more features than the one you just bought (and should feel guilty about). And no yearly upgrades! So my suggestion is to do something similar with all our electronic technologies. Adopt and use them because we need them for storage and communication (independently of training) and then just have them around to help those who have something to teach others (formally or informally) get their messages across. Let’s stop building, advertising and selling systems and technologies that will provide the solution. Where Plato banned poets from the Republic, I would ban the vendors. People will end up providing the solution if you let them just use the technology they spontaneously accept for other purposes. Down with the constraints of training-specific technology. And down with instructional design (yeah, Jay, I’m with you as usual).
The American Society for Training and Development (ASTD) recently published a whitepaper on “Selling with Competence: How Sales Teams Succeed.” In that whitepaper, the authors discuss recent trends and research in the sales training profession. In order to determine what salespeople need to learn, we must first determine what they need to know. No longer are product knowledge, persuasiveness, and persistence enough. To truly understand what successful sales team members need to know and do, ASTD asked them. ASTD Research surveyed 210 sales trainers and 179 salespeople during the summer of 2007. Overwhelmingly, respondents said that they value sales training and believe it to be very or extremely important. When asked about the skills required to be successful in their jobs, survey respondents indicated these top five: Respondents were also asked what kind of knowledge is required to be successful in their jobs. Valuable knowledge areas include: Accenture research found that although 146 of 244 executives from six countries said that the sales team plays the most prominent role in their company’s long- and short-term success, 41 percent of managers and executives from more than 2,500 sales organizations said that their salespeople are performing below expectations (Nightingale Conant/Andy Miller). ASTD advocates a new approach, one in which the sales development and training needs of sales teams are viewed through a strategic and holistic lens. To be successful, this approach requires the alignment of all aspects of talent management, skills development, and sales process execution. Revenue goals must be aligned with business outcomes and business processes that are deliberately designed to allow salespeople to develop productive customer relationships and deliver appropriate solutions. Further, salespeople must be equipped and empowered to make decisions that benefit both the buying and selling organizations, and sales managers must be given both the time and the training to coach and develop their sales teams.
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.
Mobile technology has revolutionized the way people access information. In 2008 for the first time in history, mobile access to the Internet exceeded desktop computer access. The implications for the workplace learning and development profession are profound, which is why today ASTD unveiled its latest research on mobile learning at the 2011 International Conference & Exposition – a gathering of more than 8,000 learning practitioners from around the globe. What does the penetration of mobile technology mean for learning professionals and the learning function? How will it affect instructional design? What influence, if any, will device manufacturers, platform providers, and software developers have on mobile learning’s future? ASTD and the Institute for Corporate Productivity (i4cp) partnered to investigate the topic, and the resulting report Mobile Learning: Learning in the Palm of Your Hand addresses these questions and many others by examining the existing literature, and speaking with practitioners and thought leaders from organizations that are adopting mobile learning applications in an effort to increase organizational learning and performance. This report provides the foundational knowledge for organizations to “get smart “on the current state and future of mobile learning, which has been found to be directly correlated with high performance. Recommendations for formulating a mobile learning initiative are included in the report. Some of those recommendations are Mobile Learning: Learning in the Palm of Your Hand is available through the ASTD Store.
Web 3.0, the next evolution of Internet-based tools, technologies, and concepts, is upon us and represents a shift in how people interact with the Internet. New research from the American Society for Training & Development (ASTD) examines the ways these new technologies affect and influence learning today and the impact they may have in the future. Conducted with the Institute for Corporate Productivity (i4cp), the ASTD research report, Better, Smarter, Faster: How Web 3.0 Will Transform Learning in High-Performance Organizations, is an analysis of responses from 1,357 business and learning professionals with special emphasis on how high-performing organizations have adopted Web 3.0 into their learning practices. “Today, we actively pursue content based on search terms and our preferences,” says Tony Bingham, president and CEO of ASTD. “In Web 3.0, content will find you – rather than actively seeking it, your activities and interests will determine what finds you, be delivered how you want it, and to your preferred channel. This provides tremendous potential for learning.” Issues addressed in the study include: Social learning and the impact of Web 3.0 was addressed by Bingham at ASTD’s 2011 TechKnowledge Conference & Exposition on February 2, in San Jose, California. An executive summary of Better, Smarter, Faster: How Web 3.0 Will Transform Learning in High-Performance Organizations is available at www.astd.org/content/research. To obtain the full report, visit the ASTD Store.
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.
ASTD Presents Michael Allen with its Distinguished Contribution to Workplace Learning and Performance Award
The American Society for Training & Development (ASTD) presented Dr. Michael Allen, chairman and CEO of Allen Interactions, Inc. with its Distinguished Contribution to Workplace Learning and Performance Award on May 23 at a ceremony during the ASTD 2011 International Conference & Exposition held here. This ASTD award recognizes an individual for an exceptional contribution of sustained impact to the field of workplace learning and performance. Allen’s belief in the potential of e-learning technologies guided his more than 40 years of professional, academic, and corporate experience in the development, sales, and marketing of e-learning support systems. His time as director of Advanced Educational Systems R&D within Control Data Corporation’s PLATO project inspired him to found Authorware in 1984, the company that produced the first industry-standard e-learning authoring tool. “Technology enables, but also leads. It amplifies whatever you do,” notes Allen. “We can do a lot of damage, wasting time and money and possibly teaching the wrong thing, but when we get it right, we can do more good than ever.” Allen’s career demonstrates a commitment to developing tools that enable meaningful, memorable, and motivational e-learning experiences. Founded in 1993, Allen Interactions designs, develops, and implements interactive educational simulations for the world’s largest corporations. Allen serves as a high-level consultant for multimedia design and production groups wanting to take full advantage of interactive technologies. His numerous books, including Michael Allen’s Guide to e-Learning, feature interviews with pioneers in the field. Currently an adjunct associate professor at the University of Minnesota’s School of Public Health, Allen is working to develop e-learning curriculum focused on reducing the spread of HIV and AIDS.
Most companies have instructional systems design (ISD) programs that are, at best, moderately effective in achieving both learning and business goals and are not positioned well enough for the future, according to a new research report from the American Society for Training & Development (ASTD). The research also found that while there are many challenges facing the world of learning and ISD practitioners, the need for instructional systems design still exists and will continue to as the field adapts to the demands of the contemporary learner and a global workforce. The report, Instructional Systems Design: Today and in the Future, includes a survey of major ISD practices and interviews conducted with experts and business organizations. The Institute for Corporate Productivity (i4cp) partnered with ASTD in the research. The study reveals that the traditional classroom course, often reported as being irrelevant, is still used by most organizations, with 97 percent of respondents saying they currently use the classroom to deliver workplace learning. Other key findings from the study include: The report finds that many ISD professionals believe their processes are not as effective as they could be and that indicates a necessary shift in how practitioners approach the field. The future of the profession lies in formulating instructional programs or products for not only the classroom, but also for other learning approaches like mentoring, coaching, online and offline simulations, asynchronous and blended learning systems, mobile learning, and serious games. This will require instructional designers to have a broad range of competencies, and overcoming resistance to new tools will be a necessary skill. The report also suggests that change is necessary at the university level where tomorrow’s designers are prepared. Instructional Systems Design: Today and in the Future provides a data-driven foundation for course designers who wish to adapt to the changing learning environment, and take advantage of new technologies. The full report can be accessed via the ASTD Store. This report is free to ASTD members.
The ASTD Certification Institute proudly announces its Board of Directors for 2011. The ASTD Certification Institute is an affiliate of the American Society for Training & Development (ASTD) whose purpose is to set professional industry standards for the learning and development profession. The 2011 Board of Directors’ breadth of experience and expertise enhances the ASTD Certification Institute and demonstrates the Institute’s commitment to providing world-class, professional certification programs to the workplace learning and development field. Board members include: Wayne Benz, Independent Consultant and former Director of International Business Development for the Examination Institute for Information Science (EXIN), brings more than 40 years of experience in the IT field in technical, managerial, and executive positions with bot large and small international IT companies. Benz will serve as the 2011 Chair. Shannon Carter has served as the Chief Executive Officer of the Competency & Credentialing Institute (CCI) since 1999. Under her leadership, CCI realized unprecedented growth in the development and implementation of industry-leading initiatives related to patient safety, competency assessment, and continuing competence. Carter will serve through 2013. Gary Fluitt, Senior Certification Program Manager at Oracle, is a 20-year veteran of the IT training industry. Fluitt oversees the development of professional certification products and is a founding member of the IT Certification Council. Fluitt will serve through 2011. Darin Hartley has 20 years of experience in the training industry. He is currently the Director of Client Development at Intrepid Learning Solutions and has written numerous articles and books about e-learning and social networking. Hartley will serve through 2012. Sharon Rice, with 20 years of association management experience, is the Executive Vice President of Professional Development and Industry Content for APICS – The Association for Operations Management. She is responsible for guiding staff and volunteer leadership teams supporting courseware and instructor development, certification, research, publications, and the marketing of APICS. Rice will serve through 2013.
ASTD President and CEO Tony Bingham has issued this open letter: The topic of training and its efficacy have been featured in three national newspapers this summer. USA Today opened the conversation with a June 11 article titled, ” Laid off workers retrain but end up in same spot: Jobless;” then came the New York Times with a July 18 article, ” After training, still scrambling for employment;” and most recently, an August 1 article in the Washington Post pondered, ” Maybe it’s job retraining that needs to be retooled.” The American Society for Training & Development (ASTD) would like to provide our perspective on the value of training in response to these stories. With unemployment still high at 9.5 percent, there are many who have sought to improve their skills through training and are still unemployed. This is certainly an unfortunate reality for some people, and while training alone is not a cure for unemployment; it is part of the solution for those needing different skills to succeed in the job market. To ensure that training investments are well-spent, the public and private sectors must work in partnership to make certain that training is targeted to help individuals prepare for a new occupation or career, meet available job requirements, close skills gaps, and address the hiring needs of the labor market. The Bureau of Labor Statistics projects that the demand for highly skilled workers will continue to grow over the next decade. In Bridging the Skills Gap, a white paper released by ASTD earlier this year, we note that 85 percent of the work in the United States involves transactions-the exchange of information, products, or services. This shift to a knowledge economy is significant because it requires workers to have a higher level of skills. Tony Carnevale, director of Georgetown University’s Center on Education and the Workforce, notes in ASTD’s white paper that “Recessions accelerate the trend to eliminate low-wage, low-skill jobs.” He continues, “In a recession, the economy goes to sleep, but when it awakens, there will be a need for higher-skilled people to fill skill-intensive jobs.” In a 2009 Time magazine article on the likelihood of unemployment and a decade of low job growth in the U.S., Harvard professor Roberto Mangabiera Unger noted, “making cheap low-end jobs won’t deliver a workforce capable of sustaining a competitive advantage.” The article pointed out that training helps break the cycle of low skills, low productivity, and low wages. In today’s knowledge economy, senior executives agree that systems and processes are no longer differentiators for organizations; these are becoming commodities. Today, people-their knowledge, skills, and abilities-are the competitive advantage for organizations. As the economy rebounds, organizations in the public and private sectors must strategically invest in developing the skills and knowledge of people who are working and those who want to work. Our opportunities for growth and success depend heavily on having a skilled workforce. It’s incumbent on all of us to use every available tool, including training, to achieve that potential. Tony Bingham President and CEO, ASTD
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 email@example.com.
The American Society for Training & Development announces its upcoming International Conference & Exposition will be held May 22-25 at the Orange County Convention Center in Orlando, Florida. This is the premier gathering of workplace learning and development professionals and regularly attracts more than 8,000 attendees from more than 70 countries. ASTD 2011 features the program theme “Learning to Lead.” The conference is designed to focus attention on learning as a key strategic driver for business. Attendees will hear from the profession’s thought leaders and gain insights that will help them create learning cultures that spark innovation and cultivate leaders in their own organizations. Keynote speakers for the conference include: In addition, ASTD 2011 will be measurement and evaluation guru Don Kirkpatrick’s last speaking appearance at an ASTD International Conference & Exposition. Kirkpatrick will be recognized at the General Session on May 23. ASTD 2011 will feature more than 270 educational sessions and a world-class EXPO with the latest products and services from top suppliers.
ASTD 2011 International Conference & Exposition Attracts Thousands of Attendees from Around the World
More than 8,500 people attended the recent ASTD 2011 International Conference & Exposition, held in Orlando, FL, May 22-25. The conference drew more than 2,100 attendees from outside the United States representing 81 countries, the largest number of international participants in recent years. ASTD 2011 featured keynote speakers focused on leadership. Best-selling author Marcus Buckingham debuted a new book and strengths assessment tool called Stand Out. Campbell Soup Company CEO Doug Conant and leadership development expert Mette Norgaard, and former Blue Angels lead solo pilot John Foley brought their own perspectives to the topic. The need for leadership development, succession planning, and talent management are important issues for the workplace learning profession. Mobile learning was the focus of the presentation by ASTD President and CEO Tony Bingham. Bingham told attendees, “Mobile learning is the latest emerging trend in our use of technology for learning. Gartner reports that worldwide sales of tablets will jump from 19.5 million units in 2010 to 208 million units in 2014. Research from the Institute for Corporate Productivity (i4cp) indicates that organizations’ use of mobile learning had one of the highest correlations with market performance and the highest correlation with effective instructional design. Those are very compelling reasons to incorporate mobile as part of a learning strategy.” Supporting the value of mobile technology for learning and professional development, ASTD introduced an app for attendees that allowed them to build their conference schedule, access educational materials, post and read Twitter updates, map the conference floor, take notes, and much more. The app was featured in an article in the New York Times. Don Kirkpatrick, the creator of the Kirkpatrick Model of training evaluation, was specially recognized for his contributions to the profession. Kirkpatrick, who is retiring, delivered his last educational session to a standing-room-only crowd. Highlights from the conference include Annually, the ASTD International Conference & Exposition is the world’s largest gathering of training and development professionals. The ASTD 2012 conference will be held in Denver, Colorado May 6-9.
How to WIN the game every time. Articulating Value is an extremely rewarding sales competency skill to have in your sales toolbox, but delivering a sales training program on articulating “value” to a potential client will be a wild ride of self-discovery all it’s own! You have Amazing Power when you “articulate” words – whether they are verbal or written. Words can create or destroy. Your business life and relationship opportunities depend on it. So, be careful what you say and do in business and when you engage with others who are looking at your products and services. You are articulating and affirming that you will DELIVER what the customer needs. According to the “World Class Sales Competency Model” built on the “World Class Sales Competency Research, “articulating value links solutions to the challenges when solving opportunities and confirms it with the stakeholders.” It ensures that the criteria for the decision making are shared and addressed.” The word “stakeholder” usually refers to someone that has a “stake” in the financial business transaction or will be impacted by it in terms of time, effort, or money. But what do these stakeholders really care about? Most people will say…the MONEY! In actuality, the money comes later. What really matters is HOW you service stakeholders and HOW you treat them during and after the business transaction. This is where the profit is proven. You can add all the value you want in your “solution” on the paper but the contract will NOT show the physical value in the delivery of your product until after they buy.This is where ROI meets FACTS, TRUST, INTEGRITY, COMMITMENT and LOVE. Love? What does that have to do with business?What does that have to do with articulating value in a business transaction? EVERYTHING! There are scores of business psychology case studies for “loving your customers / clients” and the outstanding results. At the bottom line, articulating value always becomes a cornerstone. Articulating the value in anything you do for someone or something is a life enhancing human development process. This wonderful affirmation reinforces to all the stakeholders why you are so valuable and why they should buy from you. Your ability to love yourself, love others and what you say regardless of the business outcome is priceless. Your Attitude is physically manifested by your thoughts, words and actions. Articulating Value is an Action. Love is an Action. Delivering training for performance is an Action. Your responsibility to control a “cause and effect” in a business transaction is an Action. Do you see the connection here?The by-product of a selfless but loving “attitude” is the key reason for success in selling! WOW! This also translates tolong term CUSTOMERS, REPEAT REVENUE and REFERRALS! If you love your business, and love your sales job, then you should love the people you sell to. This is truly the most important part of articulating the value proposition process, regardless of whether they agree to the terms of what you are selling or not. The Value of Delivery and Fulfillment Help your decision maker prospects understand not only the technical and hard data logistics, but a complete emotional understanding of your solutions. Evaluate the productivity of performance against business results. Signing contracts, exchanging money for goods and services and fulfilling the agreement of service is done with buy-in. Buy-in on a signature confirms that your articulation was well received and that your fulfillment is expected. Are We Done Yet? Not yet! Just because you signed a contract, and took money from someone in exchange for your goods or service – does NOT mean you are done with articulating your value to these people! What about all the people involved in the execution of the project AFTER the agreements are approved? That could be anyone from the Receptionist all the way to the CEO! Your buyer has relationships with other people in the organization. You will be called upon if there is any problem, misunderstanding or customer service in the future! Be proud of yourself! THEY CHOSE YOU for your Trust, Integrity, Commitment and Love. What great way to “articulate your value”.
(By Andrew Paradise and Jennifer Mosley) Every learning professional knows that the struggling global economy has caused considerable distress in the past year. Organizations have been forced to find ways to cut costs, with more pressure than ever. Have learning functions been targets or have they developed ways to adapt? In fact, many organizations are now looking to the learning function for solutions when they face difficult economic conditions. This finding was confirmed in a new study by ASTD and the Institute for Corporate Productivity (i4cp) that examined how organizations manage learning in a down economy. Specifically, the “Organizational Learning in Tough Economic Times” study looks at budget reductions, process improvements, effectiveness of the learning function, efficiency changes, and other lessons learned in reaction to market downturns. The study found that organizational leaders realize that increased pressure from the economy can actually create a need for learning. The processes and focus of corporate learning may change as leaders navigate through difficult conditions, but if the specific goals for learning programs are in place and the drivers for reorganization or adjustment of content are clear, organizations can still rely heavily on learning. However, respondents to the study’s survey cited many pressures on learning, with some activities, such as leadership development, in most critical need during a recession.
(From the Huffington Post)–I returned from ASTD 2013 last week full of energy about the future of learning and leadership development, about advances in learning technologies, and about the integration of neuroscience into the process of learning new skills and becoming better leaders in all phases of our careers. It was energizing to be among 10,000 learning and development professionals, and to hear about some of the latest learning trends and thinking from large companies like UPS, thought leaders like Ken Blanchard and Sir Ken Robinson, and see new products and services from vendors at the Expo. Having never been to an ASTD ICE before, I wasn’t prepared for the scale and scope of the conference, and it was a bit overwhelming to try to take it all in. What I did notice were several trends that are impacting how organizations tackle learning and development: Read more
Many sociologists have tracked the evolution of industrialized societies. One key trend these sociologists often discuss is the definitive impact of new technologies on these civilizations. Since the dawn of times, technological changes such as fire, the wheel, farming, the cotton gin, steel, and automobiles have led to rapid advances in quality of life for individuals. While these advances have translated into huge gains for civilization they have become so mainstream the impact these advances have are long forgotten. A more recent technological advancement has also had a huge impact on society. Advances in information technology and the Internet are still being felt, not only on consumers and individuals, but also within sales teams trying to cope with the rapidly evolving set of knowledge, skills, and abilities necessary to fully harness the dearth of knowledge and information created. Needless to say, salesperson competency has been buffeted by technology in multiple ways. First, salespeople are no longer the gatekeepers of information about products and services. Buyers arm themselves with information long before the sales call ever occurs. They have access to buying consultants, automatic replenishment systems, decision making models, and customer reviews of products and services. Buyers hold fewer inventories, want just-in-time inventory, and embrace systematic purchasing. Second, salespeople are also called upon increasingly to use technology in their jobs. Hand held devices, mobile computing, instant messaging, social networking, and search engines have revolutionized prospect identification. Customer relationship management systems are intended to help salespeople manage and prioritize their contacts. Selling takes place in new venues and channels. For example, the “click to talk live” feature of many websites blends customer service with telesales in a call-center environment. Selling is also becoming the responsibility of nontraditional sales roles, and companies are cross-training installation, service, product-development, and other staff in sales techniques. While technological advances have shifted the power in the buyer-seller landscape, sales teams have sometimes struggled to keep up. Sales managers and sales trainers have tried to deliver technology into the hands of their sales team and had to improve salesperson skills and knowledge. As a result, sales training needs have evolved at a quicker pace than ever before. Customer Relationship Management software, contact management, email, Internet capabilities, and hand held devices provide more information to today’s salesperson than ever before, yet many salespeople struggle to master the technology (let alone keep up with it). Technology has also helped salespeople stay abreast of product changes, customer changes and market changes. Unfortunately, many sales team members have so much information at their finger tips they have trouble retrieving it quickly. However, where technology has created many challenges to sale team performance, technology has also provided help. Use of technology in sales training has exploded with the advent of podcasting, video-on-demand, and virtual classrooms like second life. Technology has also provided access to new markets and new prospects through online networking tools (such as LinkedIn) and customized search engines that quickly retrieve the most relevant information. Sales portals organize content and provide an easy way to refresh knowledge or brush up on an industry. And learning management systems allow HR professionals and training professionals to customize course content for new and experienced salespeople. With all these technology challenges facing sales teams, how can sales managers and sales trainers help? The following recommendations are given: RECOMMENDATION 1: understand that technology is not an enabler; it’s now the status-quo. Many organizations implement technology for the sake of technology without understanding the impact to the sales team. More importantly, companies can negate technology roll-outs by not focusing on helping sales teams deliver value, in the eyes of the buyer. Since so many buyers use technology daily, sales teams are expected to use technology in a transparent way. It’s now something like breathing. Everyone does it. However, not every company can leverage technology to align to the customer, streamline communication, and facilitate an exchange of value. RECOMMENDATION 2: realize that one technology platform or tool doesn’t solve every single challenge faced by the sales team. While some technologies help sales team members serve the customer better, others can actually bog down processes or stifle the creativity needed to truly customize the buyer experience. RECOMMENDATION 3: realize that bad processes are not helped by technology. Many companies fail to realize that poorly aligned processes and poor policies can impact the buyer-seller relationship more than the use of technology. When these processes and policies are facilitated by technology, the organization just become “better” at getting in its own way.
ATD Resource Centers are an exclusive product designed for enterprise customers who seek to differentiate their talent development efforts and optimize the performance of their teams.
The latest research by ATD and the Institute for Corporate Productivity (i4cp) found that self-paced e-learning is thriving in nearly 90 percent of organizations. Talent development leaders and practitioners say they anticipate not only continued growth, but exciting changes for e-learning ahead. They expect e-learning to take on new characteristics: greater levels of personalization, more interactivity, expanded use of videos, and an increased focus on content presented as microlearning. Join…
Until recent years, artificial intelligence (AI) has been a part of robotic technology and the Internet of Things, supporting productivity and improving the efficiency of human activities. However, the recent evolution of AI has many wondering about the future of workforce automation and whether human labor will be replaced by machines. Join this panel session to hear from thought leaders around the world and gain a global view of AI’s applications to the learning and development (L&D) space….
Video has long been acknowledged as a great tool for talent development, but is often dismissed due to high production costs. In the last decade, the landscape for video production has changed.
The makeup of today’s sales organization can span up to four generations. Engaging learners, in particular sales professionals, across this spectrum requires a blended training approach and new thinking about the content we develop and the modalities we use to deliver it. In this session, the speaker will discuss how the latest research on Millennial learners, the neuroscience of selling, and digital delivery is driving the development of the next generation of sales training products. Whether…
Designing Sustainable Behavior Change: 7 Key Recipes From 500+ Companies and 100,000 Employees (SU107)
More than 80 percent of learning and development (L&D) initiatives that try to create new employee routines fail after just 30 days, costing more than $1 trillion in lost productivity, or $7,000 per employee, every year. This cost is growing more than 15 percent per year, outpacing the profit of many companies. Left unaddressed, few will survive this silent killer. According to McKinsey & Co. the biggest bang for the buck in behavior change is in facilitating habit formation. Although only…
History shows us that innovation in products, services, work processes, and management drives competitive advantage and success. Recognizing this, the Association for Talent Development (ATD) and the Institute for Corporate Productivity (i4cp) recently surveyed 393 talent development leaders across a broad range of industries and locations, seeking to understand the talent development function’s role in teaching and encouraging employees to innovate at successful companies. The research found that high-performing companies who consistently lead the competition in revenue growth, market share, profitability, and customer satisfaction are more than twice as likely to support innovation with formal strategies and processes compared with lower performers. In fact, talent development functions at top companies provide innovation training to employees organization-wide at a rate seven times that of lower-performing organizations. Join i4cp to learn about the practices, methods, and programs top companies and their talent development teams use to drive innovation among employees and leaders at all levels.
This webcast is based on the recently released report from ASTD and the Institute for Corporate Productivity (i4cp) titled, Big Data, Better Learning? How Big Data Is Affecting Organizational Learning. The report dives into the trending field of big data and examines how organizational learning is gathering and leveraging big data for training and development. Join Carol Morrison, senior research analyst at i4cp, and Jenny Dearborn, senior vice president and chief learning officer at SAP, as…
Time management is increasingly important, but there are simple, effective techniques you can use to improve how you spend your day. This session, based on best practices from a leading time-management training and assessment company, will show you how to strengthen your personal effectiveness, leadership development, and capacity to change. You’ll leave with tools to achieve measurable increases in productivity, engagement, and accomplishment.
The drive to deliver high-quality, patient-centered care and create great patient experiences propels one healthcare system to stress every detail of workforce training and development.
This podcast is sponsored by Pfeiffer, an imprint of John Wiley & Sons, Inc. Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. They deliver proven ideas and solutions from experts in HR development and HR management, and offer effective and customizable tools to improve workplace performance. Lean more at www.pfeiffer.com.
“Great hotels guests love” is not just a slogan for this global innkeeper. It’s a business strategy that has dedicated and knowledgeable employees at its core. This podcast is sponsored by Pfeiffer, an imprint of John Wiley & Sons, Inc. Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. They deliver proven ideas and solutions from experts in HR development and HR management, and offer effective and customizable tools to improve workplace performance. Lean more at www.pfeiffer.com.
Through virtual training, the Global Service Department of one prominent workforce solutions company responds quickly to meet the needs of the business and delivers measurable results to the bottom line.
This podcast is sponsored by Pfeiffer, an imprint of John Wiley & Sons, Inc. Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. They deliver proven ideas and solutions from experts in HR development and HR management, and offer effective and customizable tools to improve workplace performance. Lean more at www.pfeiffer.com.
The carwash company gives customer loyalty and satisfaction a steady boost by using coaching, certification, and social media to develop its employees.
This podcast is sponsored by Pfeiffer, an imprint of John Wiley & Sons, Inc. Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. They deliver proven ideas and solutions from experts in HR development and HR management, and offer effective and customizable tools to improve workplace performance. Lean more at www.pfeiffer.com.
B&W Pantex maintains a no-nonsense approach to career advancement, and to compliance and safety training. Using innovative knowledge-transfer strategies, the company is well-prepared for future challenges.
The 2015 BEST companies epitomize the essence of the BEST Awards: They have created a culture that uses learning as a strategic business tool; supports talent development as a critical need to acquire, retain, and engage employees; and increases productivity to reducing time to efficiency.
At Pierce Transit, a strong learning team and active executive support merge to drive initiatives that spur innovation, change, and strategy during a financial crisis.
Without well-thought out succession plans, organizations face the real possibility of severe productivity losses and competitive disadvantage in the marketplace. This issue presents a four-phase succession planning program to create a fully prepared frontline and management staff that can take over leadership positions. The plan enables your organization to determine priorities; anticipate gaps; establish development, recruitment, and retention strategies; and stay on track with their strategic plans.
Retention success often begins with a well-planned and executed on-boarding program. This issue explains how to develop well thought-out on-boarding objectives, define the conditions of an effective orientation program. The issue also provides ideas for the development of your orientation programs including tips for successful implementation and evaluation. Valuable advice is provided for supervisors orienting new employees. Editor: Cat Sharpe Russo
Product SKU: 258708 ISBN: 978-1-56286-157-5
Pages: 16 pages Publisher: ASTD Press
The success or failure of even the best designed training intervention is often determined by how well it is marketed to your client base. This issue focuses on the techniques and strategies to help training and development professionals become better marketers of their products and services. This issue adapts the traditional ADDIE model to explain the process in six steps, beginning with a needs and situation analysis and continuing through strategy, promotion, production, distribution, and evaluation.
SMEs From the Ground Up will show you how to define the different SMEs and their roles for you and your learning and development teams. No matter your level of experience in training, this guide provides the basics of building a productive working relationship with SMEs.
Content expertise isn’t enough for the training room. Partnering with subject matter experts can really pay off. SMEs (we pronounce it smees) bring credibility and relevance to live training. They enrich learning programs with their insight and depth of experience. But content expertise alone isn’t enough to deliver effective training. . . .SMEs want to do well in the classroom, but it’s often unfamiliar terrain. They’re authorities on content, not talent development. Without guidance, they may overshare or find themselves unable to facilitate a productive discussion—all of which frustrate learners. But, with the right approach, you can bring SMEs into the training room successfully, in a way that makes learners, instructors, and managers feel like their goals are being met. Effective SMEs: A Trainer’s Guide for Helping Subject Matter Experts Facilitate Learning is the blueprint to managing SME-led training. Authors Dale Ludwig and Greg Owen-Boger offer first-rate advice gleaned from decades helping presenters, instructional designers, and SMEs become better communicators. Underlying all their tips is their belief that SMEs and instructional designers must get comfortable with each other’s role. The authors lay the groundwork for you, describing the fundamental principles of a successful training event and the personal approach they contend every SME and ID bring to the training table. You’ll discover how to design learning events with the needs of SMEs in mind. And you’ll try out best practices for coaching SMEs to deliver training efficiently and effectively. The authors also share detailed and relatable workplace scenarios drawn from their vast business experience as well as job aids to assist you in a variety of learning situations. Effective SMEs is the rare book that addresses both designing for SMEs to deliver training and coaching them to be effective once they’re in the training room. Don’t plan your next live training event without it.
Transition from training to performance consulting with this collection of useful articles. Moving away from traditional training and development, today’s training professionals increasingly focus on linking learning with productivity and business performance. Building High Performance offers short articles, tools, techniques, and exercises to help you facilitate this evolution. Action- and activity-oriented exercises are included for background, self-study, and training development.
By drawing a House of Quality diagram, you can think methodically about the design targets you should set for the development of new products. Learn how to draw these diagrams here.
Development and deployment of information systems contributes to the business effectiveness and increases the overall productivity.
This article argues that the healthcare sector must cater to everyone instead of only to those who can afford the treatment. The key theme in this article is that investment in the healthcare sector ensures the development of a healthy and productive workforce that in turn enhances the social and human capital of the country, which leads to faster economic development.
In recent years, there has been a trend in some services sector firms to have a people manager for the employees who is distinct from the project manager. This article discusses this trend and assesses the reasons for having a dual approach towards reporting. The key theme in this article is that the shift in emphasis from treating people as yet another factor of production to treating them as the key assets and sources of competitive advantage has prompted the development and emergence of the trend towards having a people manager who is responsible for personality development.
A product or service designed is based on the customer feedback and requirement of the market. The article discusses about the steps involved in process development during the process design.
Explore the world of film finance, production, development and distribution, with this online course from The Open University and Pinewood Studios.
Jumpy is a new smartwatch for kids. This product has big implications for wearable tech, and learning & development. Read 5 of the biggest reasons why.
To paraphrase Einstein, if you can’t explain it simply, you don’t understand it well enough – and neither will your audience. Einstein would have been a fan of the explainer video, which is a video that explains a concept, process, product or service, all in a minute or two. Here’s what to aim for when developing or overseeing the development of an explainer video.
My Student Survey – Web-based, interactive teacher feedback reports Why Choose My Student Survey? Their surveys were developed by expert researchers at Vanderbilt University. They were created using an established validation framework so you can have full confidence acting on the results. They are all former teachers and have worked in district offices. This experience is critical to providing the best service because they have been in our clients’ shoes. They provide web-based, user friendly feedback reports and employ the highest levels of data quality and security. Your data will be actionable, accurate and protected. Valid and reliable measure of teacher...
About SunGard K-12 Education SunGard® K-12 offers software solutions and professional services designed to help K-12 schools and school districts support student achievement and operational efficiency. PLUS 360 is a single integrated suite of software solutions for the management of student information, assessment and curriculum, special education, and financial and human resources. K-12 Financial & Human Resources Management A Solution for Every District Finance and human resources management needs vary from district to district. A quick analysis of your needs will identify which SunGard K-12 solution best fits your requirements. Our eFinancePLUS™ and BusinessPLUS™ school software are comprehensive finance and...
The Workshop works with forward thinking leaders, corporations, school systems, universities, foundations and research centers worldwide as providers of vision, strategy and innovation to enrich existing formal and non-formal education with the latest technology and innovative learning opportunities. 1. Workshop Mission World Wide Workshop develops applications for learning with technology that combine game mechanics and social networking to empower youth to be inventors and leaders in the global knowledge economy. Their programs transform education by connecting youth to learning, community engagement and economic development through game production. The Workshop is proud to respond to President Obama’s call to action: Educate...
Cognii Virtual Learning Assistant Cognii’s Virtual Learning Assistant uses powerful natural language processing technology to provide instant assessment of students’ open-response answers, along with qualitative feedback. It acts as “Siri for Education” by engaging students in adaptive tutoring conversations and helping them master concepts and solve problems. Cognii supports inquiry-based learning and facilitates implementation of Common Core and Next Generation Science standards. Students can learn any topic, anytime, anywhere with the help of Cognii’s interactive formative assessment. Key features and benefits of Cognii: Instant assessment of open-response answers Evaluates conceptual understanding Highly scalable and easy to integrate Significant cost savings...
Epicor HCM – HR Management Software Today’s economy demands a more proactive, strategic role for the HR department. As competition for critical resources intensifies, managers, employees and candidates are demanding more from HR and human resource information systems (HRIS), moving beyond self-service to secure direct access to relevant information and processes whether in the office or on the road. Epicor® Human Capital Management (HCM) provides these capabilities and more, helping you to manage your globally dispersed workforce, improve human resource processes, and enhance employee satisfaction for greater efficiency and cost savings across the enterprise. Comprehensive HR Management Software Epicor HCM automates your HR processes, enabling...
BetterLesson Launches PersonalizedPD Platform to Transform Teacher Learning Their current economic and social challenges require nothing less than exceptional thinkers and creators. They need their students to be truly lit-up, ready to tackle evolving sets of novel challenges. Nothing less will do. At BetterLesson, they believe that teachers can (and must) be this transformational force, enabling greatness for their students by modeling how to quickly and bravely Learn by Doing. Unsurprisingly, the key to their model is personalization. Without true personalization, there’s no way to bring genuine, active learning within reach for every teacher. With this in mind, PersonalizedPD delivers...
StatSilk develops software (desktop, web-based and mobile apps) for creating user-friendly interactive maps and visualizations using your own data and meta data. Its first product, StatPlanet, won the World Bank’s Apps for Development Competition. It automatically visualizes the entire World Bank public database of over 8000 indicators – and helped to “bring World Bank education data into the modern age”. This kick-started the development of a range of visualization products catering to different needs. StatPlanet automatically transforms spatial data into interactive graphs and maps. You can zoom into map areas, explore different data sets, and visualize trends through both maps and...