Every day new learning technologies and practices are born. Which are fads and what have staying power?

Join Catherine Upton in this session when she reveals the results of the E-learning User Trends Study.  What drives investment in learning and development. Which tools are learning leaders investing in and why?

Catherine will also be joined by Becky Sterling who will discuss several e-learning trends, predictions and practices.  Share insights with Becky who is on the front lines of development and implementations. Bring your questions and challenges to share and discuss: The role of e-Learning in the consumerized world, Learner-directed learning and enablement, Evolution of learning ecosystems, and how to leverage technologies to create the engaged workplace.


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The newest release of BizLibrary’s learning management system (LMS) is now available to all of BizLibrary’s existing and new clients.

The BizLibrary LMS represents a major step forward in learning technology, with the introduction of an innovative and dynamic recommendation engine that helps create personalized learning environments for each end user.

The system is also fully responsive to help maximize the effectiveness, convenience and reach of the BizLibrary Collection of thousands of online training videos, so employees have unlimited access to content on any device at any time.

Other important innovations include enhanced catalog browsing and search capabilities, a new and improved in-line course player, and a wholly redesigned learner and team administration section and learning activity progress activity dashboard.

The new platform is a completely responsive design so it will automatically re-size to fit any device or screen. It looks great on desktops, laptops, tablets and phones, making the learning experience 100% mobile.

—More info: www.bizlibrary.com


Published in New Products

 The emergence of e-learning and virtual learning is also expected to contribute to the interactive projectors market growth of interactive projectors during the forecast period. E-Learning is gaining popularity in educational institutions all over the world, and the interactive projector is an ideal tool to deliver content with rich media. Virtual learning helps foster interactivity between students and teachers and has enabled the ease of access to education. It enables distance learning through live sessions, webinars, and video lectures.

The low cost of interactive projectors, when compared to other interactive devices such as interactive whiteboards and interactive flat panel displays, is the key growth driver for interactive projectors market. Interactive projectors can be used on any surface and performs and provides the same quality of an interactive whiteboard. The analysts forecast global interactive projectors market to grow at a CAGR of 26.58% during the period 2016-2020.

Segmentation by Technology and Analysis of the Interactive Projectors Market- Short throw projectors and Ultra-short throw projectors

Short throw projectors work best when the projection screen is perfectly flat, but can be used on a wide range of surfaces including whiteboards, blackboards and green screens. They come in a variety of form factors, from highly portable to large versions designed for permanent or semi-permanent installations.

Segmentation by End-User and Analysis of the Interactive Projectors Market- Education sector and Corporate sector

The education sector dominated the market during 2015, accounting for a market share of around 88%. The increased government initiatives and the adoption of e-learning are driving the market growth in this sector. Interactive projectors allow teachers/facilitators to present content in a more dynamic, comprehensive, and engaging manner than traditional methods of teaching.

Geographical Segmentation and Analysis of the Interactive Projector Market

APAC dominated the global interactive projectors market during 2015, accounting for a market share of around 41%. Countries such as India, China Thailand, Malaysia, and Singapore are the major contributors in this region.

Competitive Landscape and Key Vendors

There are only a few prominent vendors in the interactive projectors market; however, considering its potential, several vendors such as Texas Instruments (world's renowned semiconductor devices manufacturers) and Touchjet have entered this market.

The key vendors analyzed in interactive projectors market are: BenQ, Dell, Infocus, Seiko Epson, and Smart Technologies.

Other prominent vendors in the market include Barco, Boxlight, Casio, Hitachi, Mitsubishi Electrical and visual imaging system, Ricoh, Sony, Texas Instruments, and Touchjet.

Further, the report states that lack of awareness could have a crippling effect on the growth of the global interactive projectors market.

Another related report is Global Interactive Flat Panel Market 2016-2020, the analysts forecast global interactive flat panel display market to grow at a CAGR of 84.31% during the period 2016-2020. Currently, interactive whiteboards have a significant market presence compared to other interactive displays due to their low cost. However, interactive flat panels are gaining prominence due to their benefits and declining ASPs. The replacement market for interactive whiteboards is also gaining pace, which is another major driving factor for interactive flat panels. Interactive flat panel market to grow at high rate and take over the interactive whiteboards and projectors markets.

More infohttp://finance.yahoo.com/news/interactive-projectors-market-grow-26-211700910.html


Published in Latest News

Will artificial intelligence (A.I.) spur economic growth and create new wealth? Will machines that process information like humans help us cure cancer or avert climate change? Possibly. Those are the upsides of the newest generation of “thinking” or “smart” machines. But the downside is that millions of human workers will need to be retrained, as robots make their existing jobs redundant.

The World Economic Forum (WEF), on the heels of its most recent conference in Davos, Switzerland, has published an analysis on the technological and sociological drivers of employment. The report, titled “The Future of Jobs,” validates the accelerating impact of technology on global employment trends, and also highlights serious concerns that job growth in certain industries is still very much outpaced by large scale declines in other industries.

According to a study released by the WEF, increased automation and A.I. in the workforce will lead to the loss of 7.1 million jobs over the next five years in 15 leading economies, including huge losses in China and India. Why? Because the economies of those populous countries rely more heavily on low-skilled work that can easily be replicated by “thinking” robots.

Meanwhile, these new technologies will create or help create just two million new jobs over the same period. And they will create the need for employees to change jobs more often. In the United States, in 2012, figures from Department of Labor statistics show the average job tenure of 4.6 years to be shrinking.

The WEF summarizes current and future trends with:

“According to many industry observers, we are today on the cusp of a Fourth Industrial Revolution. Developments in previously disjointed fields such as artificial intelligence and machine learning, robotics, nanotechnology, 3-D printing and genetics and biotechnology are all building on and amplifying one another. Smart systems — homes, factories, farms, grids or entire cities — will help tackle problems ranging from supply chain management to climate change. Concurrent to this technological revolution are a set of broader socio-economic, geopolitical and demographic developments, each interacting in multiple directions and intensifying each other.”

The WEF report also stresses that socioeconomic drivers such as changes in work environment (more flexibility, on-demand work, remote work), a growing middle class, and urbanization in emerging markets contribute as much to the changes in employment trends as technology.

In those cases, two job types will become critically important by the year 2020. The first are data analysts, which companies expect will help them make sense and derive insights from the torrent of data generated by technological disruptions. The second are specialized sales representatives, as practically every industry will need to become skilled in commercializing and explaining their offerings to business or government clients and consumers, either due to the innovative technical nature of the products themselves or due to new client targets with which the company is not yet familiar, or both.

“Given the overall disruption industries are experiencing, competition for talent will be fierce, and finding efficient ways of securing a solid talent pipeline a priority for virtually every industry. The situation is expected to worsen significantly over the 2015-2020 period.”

So yes, there’s great reason for Silicon Valley’s optimism in the future, as technologies have the potential to make enormous advances in productivity and solve challenging and previously intractable problems in every industry from healthcare to transportation. But even taking the WEF survey’s estimation of 5.1M lost jobs by 2020 with a grain of salt, it’s clear that the shift in employable skills will be a challenge.

“We’re moving to a world where there will be vastly more wealth and vastly less work,” says Erik Brynjolfsson of the Massachusetts Institute of Technology. “That shouldn’t be a bad thing, and shame on us if we turn it into a bad thing.”

—More info: www.weforum.org/reports/the-future-of-jobs
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Three-D printing is showing to have an increasingly important role in extracurricular learning opportunities, such as invention conventions and science fairs. Technology has increased reliance on interactive learning and has produced a revolution in the most basic processes of education from preschool through graduate school.

“Even though many pieces of 3-D printing equipment are too expensive to be used regularly in the classroom, the printing process does facilitate interactive in-class learning,” writes Patricia Dimick for 3Dprint.com. “In addition to the cost, another hindrance of regular use of 3-D printing in the classroom is the lack of widespread knowledge that is necessary for this kind of technology to be applied to everyday education. Three-D printers are a natural choice for STEM (science, technology, engineering and mathematics) based schools, as this initiative prepares students to excel in these areas of study.”

Instead of using linear educational methods, with 3-D printing teachers are no longer just transmitting information to students; instead, they are facilitating the learning experience. Educators are able to create a more engaging, hands-on curriculum that inspires children to learn. Concepts that have historically been difficult to grasp can be easily demonstrated with three-dimensional visual aids. Being able to use 3-D printers to produce realistic looking, tangible three-dimensional models create interactive class activities that keep students interested.

—Read the full article: http://3dprint.com/112623/3dp-in-interactive-learning/
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There is a great “generational shift” under way in the workforce that is already having an enormous effect on workplace learning.

It’s now half a century since the last Baby Boomer was born (1946-1964). It’s been 20 years since the first Generation-Zers were born (after 1994). And it will be another 20 years before the last of the Boomers retires. This means that we are now into a period when the workforce is composed of no less than four generations.

And it’s not only a generational shift in the numbers in the workforce, but an epic turning point. The workforce is aging on one end of the spectrum and getting younger on the other. In the middle there is a gap, with the prime age workforce shrinking as an overall percentage of the workforce.

Judging by the results of an extensive research project by Hudson, “We believe the actual nature of leadership could be changing. The old traits of persuasion and influence are on the wane among today’s younger generations; they simply score lower on these personality traits. Today’s workers do not need to be persuaded of the facts (they can check Google). Rather, they seek leaders who can sift through mounds of data and translate it into meaningful insights.”

Meanwhile, Bruce Tulgan and RainmakerThinking have been tracking this transformation for more than 20 years. RainmakerThinking’s latest whitepaper, “The Great Generational Shift: The Emerging Post-Boomer Workforce,” presents the latest findings from an ongoing generational shift study.

Tulgan and the experts at Hudson agree that the generational shift is no ordinary generation gap in the workplace. Because this is an era of profound historical changes, generational difference today is a powerful lens through which to understand changes in the very nature of the workplace. According to Tulgan:

>> The myth of job security is dead.

>> Short-term rewards and benefits are the “new normal.”

>> Employees today are much less likely to believe an employer’s long-term promises.

>> The free-agent mindset is now the prevailing workforce mindset.

The generational shift affects all members of the post-Boomer workforce: employers, workers, leaders, managers and supervisors.

Hudson data shows that Boomer males score significantly higher in the traditional leadership traits like decisiveness, motivation and persuasion. Meanwhile, Generation Y (born 1980-1994) has a much stronger preference for abstract and conceptual thinking, and traits like curiosity and insight can be more very important when selecting high-potential talent.

Hudson is a global talent management firm with 13 U.S. offices and author of a whitepaper titled “The Great Generational Shift.” RainmakerThinking is a management research, training and consulting firm and a leading authority on generational issues in the workplace.

—More info: http://us.hudson.com/portals/rpo/documents/Generational_Shift_US.pdf and www.rainmakerthinking.com
Published in Top Stories

The Future of Recruiting

How are employers facing the challenges of recruiting today’s candidates, who are connected like never before and have more control over how, when and where they work? The Randstad Sourceright 2015 Talent Trends Report shares tips on how to successfully and effectively recruit the workforce that organizations need to meet their growth objectives.

The report identifies a number of major trends to combating a talent shortage and skills gap, including:

1. Talent Engagement Goes Mobile

Employers must be able to deliver candidate-friendly engagement and transparency. They must also make it easy to learn about the company and to make their job applications on mobile devices. This means redefining application beyond the standard resume, whether via a LinkedIn profile or by submitting video résumés.

2. Leveraging Remote Work Arrangements

The survey found that 77 percent of respondents agree they need to create more flexible working options, such as variable hours, job-sharing or work-from-home arrangements. Not only does remote work enable employers to fill key gaps, but it also provides remote workers with greater work/life balance.

3. The Rise of the Gig Worker

Employees are demanding more control over where they work, but they also want more say in when and how much they work — leading many to become independent contractors. Such arrangements also help employers build a more agile pool of talent they can call on to assist with pressing projects, and scale back in quieter times. (Survey: 47 percent of HR leaders factor independent contracts as part of their talent acquisition strategy.)

4. The Changing Shape of MSP

Total MSP (managed services program) expenditures continue to grow. With more workers now classified as “flexible,” MSP providers are being asked to deliver greater value in addition to cost savings, by playing a greater role in the selection and management of contingent talent.

5. Impact of Mobile Devices

Overall, 79 percent of the survey’s participants report that keeping pace with rapidly evolving technology will be a challenge. So employers may start encouraging employees to take a device detox (as some companies already do), by not checking email at night and on weekends, or while on vacation.

“Technological advancements have created a new breed of worker that has more say than ever in where, when and how often they work,” says Robert Lopes, president, Recruitment Process Outsourcing, Randstad Sourceright. “While this may present challenges for employers, it also opens new doors — as long as they can match the technology prowess of their employees and deliver the modern experiences they expect.”

—Get the full report: http://content.randstadsourceright.com/talent-trends-report-2015

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The global e-learning market is estimated to be $ 165.36 billion in 2014 and is poised to grow at a compound annual growth rate (CAGR) of 5.08 percent, to reach $243.8 billion by 2022. Key factors that are favoring the market growth are flexibility in learning, low cost, easy accessibility, increased effectiveness by animated learning, escalation in number of Internet users, and growing access of broadband pooled with mobile phones with online capabilities. However, factors like change management, technology obsolescence and vendor-developer partnership are major restraints that are hindering the growth of this market.

While the United States leads the sales, Asia is the second largest market in e-learning products.

The most recent “Global E-Learning Market” report is segmented on the basis of Product, Vendors, Technology and Geography. On the basis of Product, the market is segregated into Academic e-Learning and Corporate e-Learning. On the basis of Vendor, the market is categorized into Content Providers and Service Providers. The market is segmented on the basis of technology into Learning Management system (LMS), Rapid e-learning, Mobile e-learning, Virtual classroom, Podcasts, Application simulation tool, Learning Content Management System (LCMS), Knowledge Management System and others. Global e-learning by geography is categorized into North America, Europe, Asia Pacific and Rest of the World.

The key players in the market are Adobe Systems Inc., Apollo Education Group Inc., Cisco Systems, Citrix, HealthStream Inc., McGraw-Hill, Microsoft, Saba, Skillsoft and Blackboard Inc.

—Read the full report: www.reportlinker.com/p03262779-summary/view-report.html

Published in Latest News


What is a VUCA World? One that is volatile, uncertain, complex and ambiguous. And corporate leaders need to operate effectively in this new world.

According to the “Global Leadership Forecast 2014-2015,” leaders who can do so are three times more likely to be in the top 20 percent of financial performance.

VUCA is better understood in terms of:

1) anticipating and reacting to the nature and speed of change;

2) acting decisively without always having clear direction and certainty;

3) navigating through complexity, chaos and confusion; and

4) maintaining effectiveness despite constant surprises and unpredictability.

According to Harvard Business Publishing, eight key capabilities can help leaders cope with a complex VUCA world:

1) Managing complexity

2) Managing global business

3) Acting strategically

4) Fostering innovation

5) Leveraging networks

6) Inspiring engagement

7) Cultivating learning agility

8) Developing personal adaptability

“There is a great deal of change coming to the world of education both in traditional higher learning in institutions, but also in lifelong learning in our jobs and across our careers,” wrote Rawn Shah in a recent issue of Forbes magazine.

—More info: www.harvardbusiness.org/leading-now-critical-capabilities-complex-world


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It's a new day in the field of corporate e-learning. Improving employee engagement, personalizing learning and improving leadership skills are now the top drivers for investing in learning today, according to the 2015 E-learning User Study conducted by Elearning! magazine. 

An industry pioneer is offering learning leaders a single strategy for improving engagement and personalizing learning options that can be applied across all types of content — including leadership training. 

'We say it with a touch of irony, but the idea behind the following phrase is very real and already proven,' says Chip Ramsey, CeO of Intellum. 'You have to consumerize the enterprise.' 


When we look at the trends associated with the meteoric rise in the consumer adoption of application software, when we dig into why we all seem to gravitate toward the same applications in our personal lives, four key points of interest emerge, according to Ramsey and Intellum co-founder Matt Gilley:

 1They are mobile. The amount of time spent with digital media on mobile devices surpassed desktop usage last year and is continuing to climb.

2They offer high-quality user experiences. According to a recent report from Forrester Research, on average, we spend more than 80 percent of our mobile time using just five apps. To retain our lucrative attention, the consumer market demands these apps consistently deliver a great experience. 

3They are hyper-focused. The most popular apps exist for a very specific purpose — to share photos, to listen to music, to take notes, or even to 'knock down buildings with birds.' 

4They value the power of design. The applications that succeed in delivering a 'must-have' user experience share common traits: thoughtful, purposeful, elegant design. 

So what do the common attributes of the most successful consumer apps have to do with the recently identified hot buttons driving learning investments? 

'If the best consumer apps can secure a lion's share of our total mobile engagement, if they can succeed at presenting a daily news feed tailored to our individual interests, if they can be used to significantly boost productivity,' says Ramsey, 'we should apply the same approach to developing learning tools that can, for example, address the issues identified in the E-learning User Study — tools that can drastically improve employee engagement and that allow companies to offer personalized learning experiences, even when focused on a specific topic like improving leadership skills.'


Intellum was founded in 2000, providing an early software platform for learning and training. By 2004, the company had fully developed the first iteration of its flagship product, the exceed LMS. In 2014, it launched Tribe Social, a private activity stream, a video app called Reels, and a performance tracking app called Level, currently in beta. 

'We have witnessed multiple transformations in the learning industry and have always prided ourselves on staying ahead of the curve,' says Ramsey. 

His team believes that learning, social collaboration and performance tools should be as powerful, enjoyable and easyto-use as the consumer applications we rely on every day. 

'I think the only way you can stay informed and understand where the learning technology market is headed is to understand how people use technology in their personal lives,' says Ramsey. 'Playing with Instagram and Snapchat, checking out the Fitbit app, looking at how content is shared on Reddit — these exercises all provide a great deal of insight. Consumer apps have been born out of fierce competition for peoples' precious time and in many cases have evolved into highly valuable and engaging experiences. This is where we look for inspiration, and the result is evident across all of our tools.'


When AT&T's Aio Wireless merged with Cricket Wireless in March of 2014, the new company wanted to provide its learners a consumer-like experience. 

'With 20,000 employees, contractors and merger-related personnel in the mix, there was a plethora of Cricket communication needs, ranging from corporate updates to sales promotions to breaking news on network outages,' observes Gilley. 'Cricket realized that email was not going to cut it. The company needed a communication tool that allowed it to touch employees in real time, while encouraging and supporting employee participation as well.' enter Tribe Social. 

'We rapidly got this large audience up and running on Tribe, and users immediately found the tool familiar, like the other social networking tools they use everyday,' notes Ramsey. 'As a result, teams were communicating instantly, engaged, sharing merger-related information and even crowd-sourcing support issues. The new tool played a crucial role in what would prove to be a very successful merger.' 

AdvancePierre Foods is a $1.5 billion food processing company and the No.1 maker of sandwiches in the U.S. Leveraging Intellum's exceed LMS and Tribe Social, AdvancePierre conceptualized a theme for its overarching learning environment that cleverly played off the company's position in the food processing and manufacturing industry. They call it 'The Learning Cafe.' 

Imagine a cafe chalkboard menu, divided into two main sections: entrees and Á La Carte. This is the visual AdvancePierre associates encounter when they log into the learning environment. Mimicking the cafe menu, entrees include leadership courses, foundational courses on things every AdvancePierre employee should know, elective courses and 'monthly specials,' which allow the company to push out time-sensitive and relevant content. The Á La Carte portion of the menu leads to the entire AdvancePierre training library and personal development resources. It also includes the Virtual Coffee Break, 'which allows the company to create a dialogue where associates can discuss courses they've taken or articles and books they've read,' says Gilley. 'In a way, it becomes a more modern version of the proverbial office water cooler.' 

Waffle House, known for 'Good Food Fast,' may soon be known for 'Bitesized Content Quickly.' Like many other companies, Waffle House recently began moving toward shorter segments of content throughout its learning environment. One goal was to find a way to deliver bite-sized videos that better aligned with how its employees create and consume certain types of information in their personal lives. 

While the exceed LMS seamlessly handles a wide variety of training and learning video, the team leveraged Reels, its private YouTube-like video platform, to help Waffle House open up the way this specific content is created and shared.

 'Imagine that a location's freezer, or 'chiller,' suddenly goes down,' says Gilley. 'A Waffle House maintenance expert can go to that restaurant, shoot a two-minute video on his mobile device detailing how to reset a chiller, and upload the video to Reels. In the future, if a chiller in another restaurant goes out, other Waffle House maintenance team members can open Reels, search for 'chiller' and have immediate access to that same video.' 

Waffle House employees have created more than 1,000 videos inside their Reels environment since the launch of the tool — and it has been a huge collaborative success. 

'This is no different from how we create and share video in our personal lives,' says Ramsey. 'But the traditional learning systems are top down and do not allow the actual users to create and share content. So all of the knowledge that resides in your employees remains locked up. You should be striving to develop a culture and secure the tools that allow your users to create and share this incredibly valuable knowledge.'


Today, many learning ecosystems are closed; managed by a traditional LMS and linked to an HRIS system of record. So how does the learning leader attempt to move to an 'app for that' environment without disrupting the underlying enterprise systems? 

'We started thinking about this five years ago and noticed that the tendency of enterprise apps, even our own, is to get into a features arms race,' says Ramsey. 'Bloated and monolithic seems to be the natural progression in the enterprise space. To fix that, we built a platform that would allow us to add features without adding bloat. Social, for example, is a stand-alone app for us. 

'We can then leverage the platform to create a single sign-on experience that is similar to Facebook Connect or Google Login. This allows users to access all the applications with one login. The apps all work together, utilizing each other's functionality and data. This approach provides the same benefits touted by more traditional, all-in-one enterprise solutions without all the bloat.' 

For example: 

>> You could have your CRM recommended courses in your LMS.

>> You could have your LMS announce the addition of a new course in your social tool. 

>> You could have your social activities fed into your performance tool as part of an engagement score. 

'When smaller, more consumer-like enterprise apps are really working together, you can even choose which apps work best for you, like we do with apps on our phones,' says Ramsey. 'It removes the necessity of locking yourself into a single provider. That's consumerizing the enterprise.'

Published in Top Stories
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