David Kelly of the U.K.'s eLearning Guild believes that wearable technology will change learning forever, the title of his upcoming speech at the Learning Technologies Conference in London.  In the last few decades, the emergence of home computers brought us e-learning, and the proliferation of mobile and smartphones has brought us mobile learning. Both of these technological advances have fundamentally changed how we look at learning and performance programs. Another technological advance is coming, one that will once again change some of our definitions and how we address performance issues: wearable technology.

Kelly is scheduled to explore:

>> the different types of wearable technologies

>> how wearable technology is changing consumer behavior

>> how wearable technology can be used for learning and performance

>> the unique affordances of wearable technology

>> how innovative companies are using wearable technology today

"Technological advances disrupt the status quo. We've seen this happen a number of times in the way we address learning and performance interventions," points out Donald H. Taylor, conference chair.

The conference takes place Jan. 28-29, 2015, at London Olympia II. It runs alongside the Learning Technologies 2015 Exhibition and the Learning & Skills 2015 Exhibition.

—More info: www.learningtechnologies.co.uk

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Kurt Andersen, CMO of Savo, sees a few key trends that will impact the business and tech arena in 2015:

> Scrutiny around SaaS – CFOs and CIOs will be more selective around system acquisition. The SaaS stack is growing, subscription services are growing, etc., but with so many solutions, companies will need to de-clutter to be successful.

>Eenie, meenie, miney, mo – The competition for top talent will increase. Everyone wants A players, but there's a limited pool, and the average AVP has a six- to eight-person deficit on his or her team. Companies will also focus on building customer and employee experience executives to help improve retention rates.

> Expansion & convergence – More small vendors will develop point solutions, and VC funding will support these endeavors. Simultaneously, large vendors will work to add new capabilities to their platforms and fill the gaps.

>CRM backbone – Companies have realized that CRM is an essential piece of the sales and marketing technology ecosystem. Now, they'll be looking for the next layer to give them a competitive advantage, focusing on ROI and adoption.

>Redefining productivity – Productivity will go beyond quota attainment and soon be measured by the lifetime value of a sales rep, driving power and efficiency to ensure the customer, market and solution is mapped to the seller.

With nearly 20 years of experience in strategic business and technology consulting, Andersen currently works with companies ranging from startups to members of the Fortune 100.





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With Cisco’s acquisition of Assemblage, the former indicated that it believes that the future is about simple and easy-to-use collaboration in the browser. Cisco gets Assemblage’s Kollaborate Web and video conferencing solution, Presentation.io, which is a presentation application and Same.io for screen sharing. These applications are focused on real-time collaboration within a browser and easy access from anywhere and any device: “one-click browser-to-browser collaboration.”

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How are human relations professionals using talent management technology? What are their challenges? A new survey of 245 HR profession- als reveals:

>>  84% of respondents view performance management data as impor- tant to C-level executives.

>>  62% report some level of integration of HR functions.

>>  52% plan to add one or more HR applications in the next year.

>>  28% have fully automated HR processes.

>>  Only 8% believe their organizations are HR data “power users.”

—Download the report: http://pages.silkroad.com/Talent-Management-Technology-Report.html?campaign=70160000000rvKe

Published in Trends

A comprehensive survey of almost 12,000 respondents in the information technology sector of the economy reveals an average compensation package of $92,000 per year. Managers hit $120,000.

I.T. managers on Wall Street and in the biotech, energy, consumer goods, financial services, I.T. and electronics, and consulting industries earn $140,000 in median total compensation. I.T. managers in education, non-profits, and state and local government earn the least, at $94,000 median pay or less.

Other key findings:

>>  Staffers report a median raise of 1.6% in total compensation from last year. Managers got 2.4%.

>>  48% of I.T. staffers think the vocation is more promising than it was five years ago, a 15-point jump from 2011; 55% of managers think it’s more promising, also a 15-point increase.

>>  Male staffers make about 16% more in median total compensation than females. Male managers make about 11% more.

>>  18% of I.T. pros have had a job benefit cut in the past year;  6% had benefits increase; 66% got raises; 2% got pay cuts.

—More info: www.informationweek.com

Published in Trends

Ever wonder how your salary stacks up on average with others in the field? Below are the average salaries for the top 10 learning roles across the country. These salaries are across industries and include small to large companies.

As you would imagine, if you were to look at a specific industry — and in companies of similar size — a wide range will exist. Also, depending on the expertise required in a particular industry, say medical versus retail, this will also produce a wide range.

—Source: www.indeed.com


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Gaming is an important part of training delivery, according to recent research from the American Society for Training & Development (ASTD). In the report, “Playing to Win: Gamification and Serious Games in Organizational Learning ,” ASTD notes that 37 percent of 550 respondents rate gamification highly effective, and 51 percent rate serious games highly effective.

The report states: “With reference to gamification and serious games frequently in learning and business publications, it’s only natural that learning leaders who haven’t implemented either might wonder if their functions are lagging behind.”

Despite significant interest in gamification and serious games, only one in four respondents said their organization currently used gamification in learning; and one in five, used serious games.

—Source: www.astd.org


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New relationships will be developing between employee and employers over the next five years, claims David Coleman, analyst,

Collaborative Shift. Here are just some:

>>  Thirty percent to 50 percent will not work directly for your company.

>>  Your company will be smaller, and many functions like sales, marketing, finance and even R&D will be “smart-sourced.”

>>  Your company may be composed of a core of 100 to 200 people who manage, coordinate and control the IP.

>>  There may not be a single address where all your employees work; more likely there will be small regional offices that provide meeting facilities and technology, or hot desks if needed.

>>  Your job will be more about coordination than control, and transparency will be a critical part of that. Security still will be important, but it will look nothing like it does today.

>>  A majority of your workers will be Millenials, with Gen-Xers in the top positions. This means not the death of e-mail but more inapplication, in-community communication.

>>  Pictures and video will be even more important, and we will start to see workspaces that look something like the “holo-deck” from

Star Trek.

—Source: Collaborative Shift, Inc., www.collaborativeshift.com


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According to the Institute for the Future and University of Phoenix Research, “sense-making” will be the top skill needed for entrepreneurs and corporate employees to thrive in the workplace in 2020.

The top skills cited:

1) Sense-making (Determining the deeper meaning or significance of what’s being expressed)

2) Social intelligence (Connecting to others and sensing and stimulating reactions)

3) Novel and adaptive thinking (Thinking and coming up with creative solutions)

4) Cross-country competency (Operating in different cultural settings)

5) Computational thinking (Translating vast amounts of data into abstract concepts and understanding data-based reasoning)

The next five are: new media literacy, transdisciplinarity, design mindset, cognitive load management, and virtual collaboration.

—Source: www.iftf.org


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The stories are frequent enough to have a familiarity about them. A company you never heard of is being acquired by a company you’ve heard a lot about for an awful lot of money.

On March 26, Oculus VR, the relative unknown, was purchased by Facebook, the household name, for a reported $2 billion. Oculus makes a virtual reality headset offering 3-D experiences, so it made perfect sense for Facebook to delve into a space where potentially Facebook could be hosting 3-D, interactive networking events and the segmented marketing possibilities one can imagine from that.

That deal, though, was dwarfed by Facebook’s $19 billion dollar purchase in February of WhatsApp, a mobile messaging service with an audience of roughly 400 million. In January, Google paid about $3.2 billion for “Nest,” a pioneer in the so-called “Internet of Things.” Think fridges that think, and programmable vacuum cleaners. 

After buying Nest, Google dropped half a billion on a UK firm Deep Mind, which is into artificial intelligence. 

It’s easy to see how these purchases connect at some point--virtual reality, mobile messaging, programmable toys and artificial intelligence, but do these acquisitions signal a broader opportunity to be acquired for tech enterprise in general and e-learning in particular?

Not necessarily, said Todd Tauber, vice president, learning & development research, Bersin by Deloitte, Deloitte Consulting. “The common factor in the acquisitions are rapidly emerging technologies with a lot of growth potential,” Tauber explained. It’s the hot consumer segment like mobile messaging for 400 million that drives the market valuations that in turn drive what price they can expect from a Google or Facebook, said Tauber.

The list of potential suitors is not as great in e-learning and a sizable company in the space is $400 million in value, Tauber noted, so you don’t have companies with Facebook or Google kind of money to invest. But the analyst did note that there are potentially disruptive subsectors in e-learning worth keeping an eye on, such as MOOCs. 

“But a lot of these MOOC products will need to evolve and adapt to the different demands of the corporate market,” Tauber said.     

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