While 96% of HR pros agree that managers are vital to driving business success, fewer than half say their business adequately invests in developing front-line managers, according to recent Human Capital Institute research. It’s estimated that half of all workers have left a job to get away from a bad manager. Fight the trend: help improve organizational performance and employee engagement by equipping new managers to coach their people and provide clear feedback. Here are some key activities to set your new managers up for success.

1 IDENTIFY THE SKILLS AND COMPETENCIES REQUIRED TO EFFECTIVELY LEAD TEAMS.

When an individual contributor takes on responsibility for a team, he or she may require entirely different skills than the ones that led to success in past roles. As a manager, people skills may become more important than product knowledge; coaching ability trumps an aptitude for coding software. So make sure that you’re hiring managers who have the skills to succeed in those roles, not just promoting based on tenure or great performance in a role that requires entirely different strengths. Gallup found companies that hire managers based on talent realize a 48% increase in profitability, a 30% increase in employee engagement and a 19% decrease in employee turnover. Begin helping your potential leaders develop their skills before putting them in a management role.

2 GIVE MANAGERS VISIBILITY INTO THEIR TEAM’S STRENGTHS, NEEDS, GOALS AND GAPS.

Make sure your managers clearly understand the expectations and goals for their teams—from both a project perspective and professional development standpoint—so they can see progress and respond appropriately. Leading a team to high performance requires managers to provide direction and hold people accountable. Make sure that employee’s goals are documented so managers can measure and track progress through regular check-ins. HCM systems that provide visibility into each team member’s goals make it easier for managers to deliver meaningful coaching and feedback.

3 TEACH YOUR MANAGERS TO DELIVER CONTINUOUS COACHING AND FEEDBACK ON PERFORMANCE.

Just 12% of employees grade their managers as excellent at helping staff improve performance and only 11% say their managers excel at coaching, supporting and developing them. This is a huge gap that organizations must fill if they want to retain staff and provide career mobility. Train managers to become strong coaches so they can guide team members—and the team as a whole—to peak performance.

Next, prepare managers to deliver regular feedback and have an ongoing dialog with each team member. Frequent conversations keep employees engaged and lead to better performance, but one study found that only about 20% of workers meet with their manager on a weekly basis. Make sure your managers are meeting with all their people often enough so that employees know how they’re doing. Have employees and managers collaborate on development plans, balancing current job goals with employees’ additional interests. Leverage performance management tools and 360-degree feedback to let both employees and managers know how they’re doing and recommend appropriate next steps.

Managers have a huge impact on the performance of your people—so make sure you’re giving them the tools and training they need to lead, engage and inspire their teams.

To learn more about identifying and developing first-time people leaders, download complimentary research from SumTotal, A Skillsoft Company, at sumtotalsystems.com/managers.

—Source: 1 “Identifying and Developing First-Time People Leaders.” Human Capital Institute, August 19, 2016. 2 “State of the American Manager: Analytics and Advice for Leaders.” Gallup, 2015. 3 “Future-proofing HR: Bridging the Gap Between Employers and Employees.” Mercer, 2016. 4 “How Millennials Want to Work and Live.”

Published in Ideas

 

Most people think of leadership as an occupation or a person who is formally in charge of others, but leadership is really the mechanism that enables a group to perform better. Specifically, leadership is a process of influence that enables a group of people to function as a team to achieve more than an individual or a badly led group. Leadership, then, is a resource for the group, and the critical issue is not what the leaders look like but how they influence the group.

The good news for those hoping to automate leadership is that its scientific study is well-established. Indeed, 100 years of academic research have enabled us to identify the key ingredients of leadership, so it is now possible to predict with a relatively high degree of accuracy whether someone will become a leader and how effectively they will lead if they get there. And once we are able to decode a phenomenon to break it down into its core components, then it is feasible to automate it. As Norbert Wiener, the father of cybernetics and a pioneer in robotics, noted: “If we can do anything in a clear and intelligible way, we can do it by machine.”

Unlike human leaders, a well-programmed robot would be selflessly focused on advancing the interest of its team

For example, a crucial component of effective leadership is technical expertise. Unsurprisingly, leaders make better decisions than their subordinates when they have higher levels of domain-specific knowledge and sometimes higher general intelligence than them. To the degree that this knowledge can be reduced to a fixed set of rules and facts, it would be hard for even the most experienced leader to compete with a machine.

Furthermore, while the logical and reasoning capabilities of humans tend to peak by the age of 30, intelligent machines can continue to learn and get smarter and faster as they process more data. Of course, a robot leader will not be able to replicate human intuition, but there is no real evidence that intuition – feelings about facts – makes leaders more effective. On the contrary, when intuition is not grounded on data it can produce toxic ideas and undesirable behaviors, such as prejudice, unconscious bias and discrimination.

Another key component of effective leadership is integrity, which involves putting the team ahead of the leader and displaying consistency between one’s words and actions. There are two main reasons for the importance of integrity in leadership. First, integrity is linked to trustworthiness and unless groups trust their leaders they will not be able (or willing) to perform well. Second, when leaders lack integrity they could engage in a range of unethical and counterproductive behaviours that harm their teams.

Given the frequency with which these toxic and destructive behaviours are displayed in leaders, including highly qualified and talented individuals at the top of successful and global organisations, it appears that the honesty bar is fairly low, so it should not be difficult to design robot leaders that outperform most of their human counterparts on this score.

Needless to say, unlike human leaders, a well-programmed robot would be selflessly focused on advancing the interest of its team – that would be its only agenda. In contrast, even when people lead effectively they tend to be driven by selfish and narcissistic desires (eg the need for status, recognition and power), which explains why they often derail. Indeed, one study estimates that up to 67%  of managers can be expected to fail.

A third critical element for effective leadership is strategic self-awareness or the capacity to understand how one impacts on others. Self-aware leaders are able to examine themselves from other people’s perspective. They are alert to feedback and able the gauge how their acts and intentions may be interpreted by others, which enables them to proactively manage their reputation.

Although self-awareness might appear to be a human characteristic, it can be modelled in robots. Indeed, most AI systems comprise a feedback loop that enables them to adjust their decisions on the basis of environmental inputs (eg thermostats, chatbots and wearables). Meanwhile the technologies for identifying human emotions from audiovisual content are advancing rapidly. And again, it is not that this ability is particularly refined in leaders, which is why billions of pounds are devoted each year to executive coaching designed to help leaders increase their self-awareness.

A final key ingredient for effective leadership concerns good people-skills, often referred to as emotional intelligence (EQ). Leaders with higher EQ are able to stay calm and composed, even in stressful circumstances. They can read other people like a book and are capable of predicting and influencing the behaviour of others.

Although affective computing – the creation of emotionally intelligent systems - is still in its infancy, it is important to note that robots do not need to be able to feel in order to act in an emotionally intelligent manner. In fact, contrary to what people think, even in humans high EQ is associated with lower rather than higher emotionality: it is about controlling one’s impulses and inhibiting strong emotions in order to act rationally and minimise emotional interference.

EQ scores range from very low – with key characteristics being neurotic, hotheaded and emotionally hypersensitive – to very high, phlegmatic, impassive and unexcited, so the real challenge would be to create robots with low rather than high EQ.

Though the idea of a computer-generated manager may seem far-fetched at the moment, robot leaders could start entering the working environment and begin to outperform bad (or even average) human leaders within the next few decades.

By Tomas Chamorro-Premuzic

-About the Author

Tomas Chamorro-Premuzic is professor of business psychology at University College London, visiting professor at Columbia University and the CEO of Hogan Assessment Systems. He is co-founder of metaprofiling.com and author of Confidence: The Surprising Truth About How Much You Need and How to Get It.

 

Published in Top Stories

 With the rash of recent appointments by President-elect, Donald Trump, this seems like a good time to ask this question. While there are leadership books abound to attest to the skills needed for successful transitions, change management and leadership development, making the transition from business to government has its challenges.

We can point to a number of successful transitions. Who would have thought an actor from California, Ronald Reagan, would be a successful president? But, we don’t have to go that far back to find successes.

Here are some recent examples of businessmen who have become heads of government in the U.S.:

  • Mitt Romney was governor of Massachusetts from 2003 to 2007.
  • Jon Corzine was governor of New Jersey from 2006 to 2010.
  • Michael Bloomberg was mayor of New York City from 2002 to 2013.
  • What kind of conclusions can we make about the effectiveness of business leaders who become political leaders?

    Let’s take a look at a recent appointee.

    President-elect Donald Trump's choice of fast-food leader Andy Puzder as the next U.S. Secretary of Labor is receiving accolades from legal experts. Known to not support the $15 minimum wage initiative, Puzder believes we should focus on driving a $50,000 sustainable wage path.

    "Andy's an excellent choice," says Michael Lotito from Littler Mendelson and co-chair of Workplace Policy Institute. "He is an individual who saved jobs when Hardee's was about to go bankrupt. Andy has also created jobs, but even more importantly, he has created opportunities for people." Lotito notes that most workers rising through the CKE ranks started as crew members, including the current COO.

    It's clear the transition from business leader to government leader may have more to do with point of view and knowledge of the field than just business or government policy making.  What are your thoughts? We recommend reading “Reinventing Leadership” by Barbara Kellerman, which can be found at:  https://www.amazon.com/Reinventing-Leadership-Connection-Politics-Business/dp/0791440729

    --By Catherine Upton

     

    Published in Insights

     

    The election is over and now being the time to prepare for new leadership. President-elect Trump has a list of 13 potential team members. This is a great time to be reminded of how to prepare teams for new leadership.

    The first six months of a leadership position should create momentum for sustained improvement, according to Ciampa and Watkins, the authors of the book, Right from the Start. Paying close attention to these three key elements is critical:

    >> Address the problems of the organizational unit you have been called upon to lead,

    >> Laying a foundation for deeper change, and

    >> Build credibility with stakeholders, employees and governing boards.

    Ciampa and Watkins also identify seven actions for successfully managing leadership change.

    1.       New leaders have two to three years to make measurable progress in changing the culture and improving financial performance.
    2.       At the start, the new leader should already understand the organization’s current strategy and associated goals and challenges and should have formed hypotheses about its operating priorities. During the first six months, these hypotheses must be tested and either validated or change.
    3.       New leaders must balance an intense, single-minded focus on a few vital priorities with flexibility about when and how they are implemented.
    4.       Within the first six months, the new leader must make key decisions about the “organizational architecture” of people, structure, and systems. The new leader must decide whether the composition of the inherited team is appropriate, and whether the organizational structure must change.
    5.       By the end of the first six months, the new leader must also have built some personal credibility and momentum. Early wins are crucial, as is beginning to lay a foundation for sustained improvements in performance.
    6.       The new leader must earn the right to transform the organization. The initial mandate from the Board and the CEO is never sufficient, nor will it remain static. It must be diligently and regularly reassessed. The new leader must also work actively to build coalitions supportive of change.
    7.       There is no single best way to manage a leadership transition. New leaders’ approaches will inevitably be shaped by the situations they face, their prior experience, and their leadership styles.

    Source: Ciampa D, Watkins M. Right from the Start: Taking Charge in a New Leadership Role. Harvard Business School Press.

     

    Published in Ideas

    If knowledge is power, then organizations who are able to effectively and quickly tap into it and distribute it to its employees are already a leg up on the competition. Organizations that are able to distribute the power to affiliates beyond its employee base may have an even greater competitive advantage.

    In the context of learning, extended enterprise is learning offered to non-employees such as customers, partners and other affiliates. Aberdeen Group defines it as “learning specifically for customers and/or partners, beyond just internal stakeholders like employees and management.” It can include training, knowledge, certification or performance support to a “beyond-the-wall” group of constituents.

    Many may use the terms or variations of terms “extended enterprise” or “extended enterprise learning” while some, such as Moodle use “multi-tenancy” interchangeably. The concept is the same in that multiple affiliates both inside and outside of the organization’s wall can access one learning management system (LMS) instance as separate tenants.

    OPPORTUNITY IS IN THE MINDSET SHIFT

    The impact of learning is powerful, it closes skills gaps and it’s a way to keep up with ever-changing technology. If executed correctly, not only will organizations keep up with the pace of change, but they can use to be an agent change agent. What happens when you shift the mindset away from training employees to building a strategic and unified global network with all company affiliates? There is an even greater potential with broad thinking and its more profitable potential; one that may earn a seat at the executive table. While the knowledge base of internal employees will increase, there is a genuine opportunity for organizations to save and make money simultaneously by extending learning beyond the walls.

    Nearly a quarter of organizations cite that extended enterprise learning was one of their top goals according to an Extending Enterprise Learning: Educating the Channel to Improve Results, an Aberdeen Group study. Furthermore, “organizations with extended learning in place found a 17 percent greater year-over-year improvement in revenue per full-time equivalent [full-time employee].”

    So, who is using extended enterprise learning?

    Seventy-four percent of respondents offer learning to customers and 47 percent deliver extending learning to reseller/channel partners and supply chain partners, according to the 2016 Learning Platforms Study conducted by Elearning! Magazine. Some believe that if you’re not offering extended enterprise, you’re already behind your competitors.

    Why aren’t all organizations taking advantage of this potentially lucrative extended enterprise learning?

    Target audiences for an extended enterprise solution vary by industry but generally fall into the following categories: customers and prospects, channel partners and resellers, contingent workers and supply chain organizations. Organizations may extend learning for free or for a fee by utilizing an e-commerce component of the LMS, the latter being the heart of the solution. Additionally, certification, recertification, advanced training and accreditation programs are all potential areas for an added revenue stream or simply added value.

    EXTENDING LEARNING TO CUSTOMERS AND PROSPECTS

    Customers, end users and prospects fall into this category and the return on investment is a compelling argument in its favor. “Companies that extend learning to customers experienced an 800 percent greater year-over-year increase in revenue per full-time employee than companies that don’t extend learning to its customers,” according to Aberdeen Group. Online reference libraries, product trials, training and demonstrations, and online and instructor-led courses all contribute to a number of benefits.

    Have you ever considered training as a lead source for your organization? This is especially helpful if your learning is relevant to the prospect and/or if your product is in fact, learning. Universities, content providers and continuing education organizations can all benefit by giving to receive. “As customers educate themselves they voluntarily absorb knowledge about products and services without costly active involvement from the sales force or channel,” reports Talent Learning’s CEO, John Leh.

    The benefits of extending learning to customers and end users include:

    >> Increased brand awareness

    >> Increased product/service knowledge

    >> Increased engagement

    >> Accelerated sales cycle

    >> Increased customer retention

    >> Increased customer satisfaction

    >> Increased customer experience

    >> Improvement in relationships between customers/prospects and products

    >> Reduced costs in customer and technical support

    VENDOR AND CLIENT SUCCESS

    Japan-based manufacturing company Mori Seiki, reveals the competitive advantage in offering extended learning to customers. Mori Seiki had a customer without a machine operator quit unexpectedly with contracts to fulfill. This customer couldn’t wait for a machine engineer to train an employee in-person to run it, so the owner and supervisor accessed online training. With their baseline knowledge of the machine and the information they obtained in the training, they were able to get back online with production with little down time. The deal was saved!

    Cloud-banking company nCino, a 2016 Learning! 100 winner, extended learning beyond its walls to customers and channel partners. Doing so helped them save thousands of dollars from the reduction of printed training materials and now more efficiently disperses needed training.

    EXTENDING LEARNING TO CHANNEL PARTNERS AND RESELLERS

    There is data supporting the positive return of offering training to this group. According to Aberdeen Group, “Companies who extend learning to partners experienced nine times greater annual improvement in revenue per FTE than those who don’t.”

    Imagine if your partners were involved in your new product launch. How would that reduce time, human resources and costs if the launch was executed concurrently through an LMS? With training offered at the same time as the internal organization, you’ll have an opportunity to increase speed to market.

    Especially in situations in which channel partners bring home the most bacon, it’s imperative that a comprehensive, scalable solution is available to provide the information needed to continue selling. Security technology company McAfee delivers highly specialized training for 85,000 channel partners who need certifications before selling the respective products. This is important because these partners are responsible for 75 percent of the company’s revenue.

    Extending learning to channel partners offer the following benefits:

    >> Increased knowledge and collaboration

    >> Improvement in relationships between companies and partners

    >> Increased speed to market

    EXTENDING LEARNING TO CONTINGENT WORKERS

    This group comprises contractors, laborers, consultants, independent agents, and seasonal workers, etc.

    The contingent workforce accounts for up to 30 percent of the staffing at some large enterprises, according to Bersin by Deloitte. And, it is on the upswing. If you aren’t supporting this group of workers now, you will be in the future.

    Today the contingent workforce isn’t always treated like full time employees. Including them in an extended enterprise solution would help to bridge communication gaps, increase product knowledge and in some cases, help to instill in them the company culture and purpose. Extending learning to contingent staff benefits include:

    >> Increased knowledge and collaboration

    >> Decreased safety incidents

    >> Expedited onboarding

    >> Well-coordinated company-wide rollout

    >> Increased speed to market

    CONTINGENT WORKFORCE SUCCESS STORIES

    Zumba Fitness needed a certification course launched to its Zumba Instructor Network (ZIN) members. The courses were deployed worldwide to thousands of users in multiple languages. Training is now available sooner and more cost-effectively to the instructors than before. Additionally, Zumba Fitness benefits from the added revenue stream.

    “We see how well our instructors are responding to the platform and are engaging in the content. We are super excited to continue to build programs that will continue to inspire our instructors around the work,” says Joy Pouty, Director of Education, Programs and Training, Zumba.

    Autodesk, CAD software publisher, provides teacher training to support its Autodesk Certified Instructor (ACI) Program created for anyone who teaches Autodesk software. There are 11 regional distributors across the globe managing their respective courses using an assortment of online and classroom-based training as well as user-generated content.

    “We wanted a global approach because the ACI program is global, content is global and we manage this at the global level [with a system that] allows us to manage it in regional silos,” says Rickard Lautrup, Global Projects Manager at Engage Global Solutions, Autodesk.

    EXTENDING LEARNING TO SUPPLY CHAIN ORGANIZATIONS

    This group is made up of manufacturers, wholesalers, and distributors, etc. This group understands dependencies and has a genuine interest in helping you succeed. You can quickly see how extending learning to this group has a domino effect on all sides of the supply chain.

    SUPPLY CHAIN PARTNER SUCCESSES

    Klein Tools, a leading manufacturer of professional hand tools and occupational protective equipment, offered training to its tradesmen in their respective professional fields. By using incentives and syndicating their courses with seven association universities, Klein Tools got the visibility, exposure, and participation they wanted. Partner benefits include:

    >> Increased knowledge and collaboration

    >> Increased process efficiencies

    >> Increased communication of value proposition

    WHERE EXTENDED ENTERPRISE IS HEADED

    There are several indications that extended enterprise is here to stay, if not, grow. There are three key drivers that point to this conclusion.

    1 Future LMS purchases are being based on it.

    Nearly a third (29.4 percent) say an LMS purchase in the near future must have e-commerce to support for partner/customer training according to the 2016 Learning Platforms Study conducted by Elearning! Media Group.

    2 There is an influx of vendors in the space.

    We will be seeing more of extended enterprise according to Leh. “Lots of LMS companies are entering the market because the barrier of entry is a lot lower than it ever was before.”

    3 Vendors themselves are seeing growth, making enhancements and re-positioning the solution.

    While the solution has been around for a while, SumTotal now offers extended enterprise as part of the Talent Expansion® Suite the organization unveiled in early 2016.

    Kristy Sadler, Chief Marketing Officer at Docebo says extended enterprise is an area where they are seeing incredible growth and opportunity.

    Rory Cameron, Managing Director, Litmos by Callidus Cloud points to the company’s 32-percent increase in revenues in the second quarter of 2016 as evidence of the market’s growth.

    And this is just the tip of the iceberg. Many vendors offer training solutions beyond the wall. Training companies are also aggregating content and selling it under umbrella brands like Upside Learning. As extended enterprise learning expands, human resources and learning leaders will be revenue generators as well as strategic business partners, earning a seat at the table.

    If your company doesn’t have an extended enterprise initiative deployed, or an LMS to support it, this may be some extra incentive for implementing one. If you are in the majority of medium-to-large sized organizations that already have one, find out if your provider offers an extended enterprise solution. It may be well worth your time to consider your future training needs and determine whether or not your organization, affiliates and bottom line would benefit from an extended enterprise learning solution.

    Published in Top Stories

    Elearning! Magazine invited Jonathan Fear, Senior Director, Coupa Software Inc., to share his insights and advice on scaling training in a fast-paced service-dominate enterprise. In this interview, Jonathan shared his best practices and lessons learned.

    Q:WHAT TRENDS ARE YOU SEEING IN THE LEARNING SPACE?

    Most of the trends we see in the learning field are due to the mind shift that has happened in the way we learn and see our career progression. This is a result of innovations in cloud, mobile, social, and e-commerce areas. Technology has changed how we learn, where we learn and from whom we learn. Today, pull learning is more prevalent than push learning and learners want to consume just-in-time resources, learn from their peers, and leverage their social network to get to the best content quickly. These are the trends we see in response to this cultural shift:

    >> Rise of stand-alone LMS platforms

    >> Emphasis on learners’ experience and ease of use

    >> Attention on expert content at a variety of price and quality points >> Significance of shorter, contextual learning content

    >> Focus on deeper and broader quality support >> Importance of integration to existing platforms

    Q:WHAT WERE SOME OF YOUR ORGANIZATION’S UNIQUE LEARNING CHALLENGES?

    We were looking for a solution that could support our partner community and also provide a platform for our own internal resources to ensure an equitable learning experience. We struggled with adoption on our previous platform and because of our fast growth we needed to find a strategic partner who could provide the thought leadership and value drivers to help us scale. We were also looking for a platform with a high level of easeof-use for both learners and administrators.

    Q:WHAT ADVICE WOULD YOU GIVE TO THOSE SEEKING A NEW LEARNING PLATFORM?

    Coupa delivers measurable Value As A Service so we believe that when we are working with our customers, we have an obligation to create value; there is a partnership associated with that which includes a level of thought leadership to drive adoption. We were looking for a vendor that provides that same level of thought leadership and value add to help us fully adopt their learning platform.

    In recent years, there has been a flood of learning vendors coming to the market, and we found that not all learning management system (LMS) vendors are equal. We selected Litmos, which offered deep domain expertise and thought-leadership in the learning space. We were also looking for a solution that is entirely cloud-based and agile to respond to customer needs and also innovate with each product release. We wanted a partner who is continually challenging themselves to always be better, just as we do. Ultimately, we felt that the partnership with Litmos allowed us work with a company that would grow with us and we were proud to support, and would support us equally as well.

    Q:HOW DID YOU GET APPROVAL FOR AN ADDITIONAL LEARNING INVESTMENT?

    Coupa lives by the motto of pre-approval for service initiatives, so there’s an approval process to which we must adhere. We had an existing platform in place, and the rationale is that it’s always easier to stick with the vendor you have currently. In order to make the shift we had to present the business case to our CFO. Since we have taken a holistic approach with our training, there were many aspects that helped us build our business case. Not only are we utilizing Litmos to train our internal employees, we are also using it for partner and customer training and certification.

    We homed in on a few key points in each of these channels:

    Internal Benefits: Having a well-trained internal staff means that they are able to begin adding value to the organization quickly, and ongoing effectiveness, engagement, and customer success is increased.

    Partner Benefits: Certifying our partner base allows us to scale much more rapidly. One of the common mistakes with building a highly successful partner channel is not training them as if they are an extension of your team. Having a partner training and certification program truly allows us to put trust in our partners and see them as a serious asset to our business.

    Customer Benefits: With so many software as a service (SaaS) solutions on the market these days, ensuring that your customer base is enabled through training is a huge competitive advantage. We focused on this in our business case as increasing adoption has a big effect on customer advocacy and ongoing usage.

    The results are in: Growth has increased ten times; training and adoption increased by 300 percent; and the company has doubled in size.

    Q:HOW ARE YOU CREATING CONTENT USED IN YOUR CERTIFICATION PROGRAMS?

    Our current courses are a mix of externally built content in Storyline, and through native modules from within Litmos. We have found that building the actual content in Storyline works best, but we are also taking advantage of surveys, exams, and learning paths natively within Litmos. Learning paths have been extremely useful for us to create an experience that is truly fit for the learner. By using the native functionality within Litmos and combining features like surveys and learning paths, both our adoption and learner satisfaction rates have rapidly increased.

    Q:HOW DO YOU MANAGE CHANGES TO THE CONTENT?

    We are a VaaS-based organization and are very agile in the way that we do business. That means that there is continual change that we have to be able to support from a training and documentation perspective. So we have taken a modular approach in the way we build our courses. At Coupa, we believe there needs to be a single source of truth so that if something changes we can update it in one place and ensure that populates everywhere else. We’re able to pull out a single building block within the course and make our updates there. This requires us to be very organized in the structure of our account so we can easily find specific building blocks when changes happen.

    Q:HOW WAS YOUR EXPERIENCE DURING THE IMPLEMENTATION PROCESS?

    The process of implementing Litmos was seamless. We were able to go live shortly after singing and invite users to the platform with ease.  We also successfully integrated Litmos and Salesforce;  their integration is offered through the Salesforce AppExchange and is a certified app.  Since the certification was already in place, it put our IT team at ease during implementation.  The Litmos integration is out of the box. We went through the necessary steps to get it started -- and we were off and running very quickly. Lastly, as I mentioned, during implementation Litmos provided us with the thought leadership required to think big and take our future plans into consideration knowing that we were on a high growth trajectory.

    Q:HOW HAS THE INTEGRATION WITH SALESFORCE MADE YOUR PROGRAM MORE SUCCESSFUL?

    Many of our teams here at Coupa practically live within Salesforce, so it was definitely a requirement to have a seamless integration in place. We’re taking advantage of numerous areas of the Litmos and Salesforce integration, but one that really stands out for me is reporting.

    Reporting is absolutely critical if you’re going to scale your business. By having our training program integrated with Salesforce, we can determine within an account who has taken training and extend those types of insights to others within the organization. This allows for an extra level of visibility which is beneficial when understanding what training someone has taken or whether they are certified. For example, if you have your services or support teams working in Salesforce, they can clearly see if the person with whom they are working has completed all necessary training which allows for an all-around more efficient process.

    Q:CAN YOU SHARE ANY LESSONS LEARNED? HOW WOULD YOU RATE YOUR SUCCESS?

    Overall, we’re thrilled with the success that we’ve had with Litmos. Before we started using the solution, we struggled with motivating people to actually want to take training. This was probably a combination of a poor learner experience and unproven content. Now we’re seeing our training offerings scale quickly and our audiences are coming back time and again to learn as much as they can about Coupa. In fact, when another LMS is introduced for complaince training we often get asked "can't we put this in Litmos?". We’re also seeing a big focus on self-service compared to standard prescription because the learning system itself is more engaging. It’s been a paradigm shift from the old one-and-done training to a combined understanding from learners that this is the platform where learning will take place. Because of the rapid adoption of the learning platform, we’re now being approached by thought leaders and subject matters experts with content to share throughout the university. Due to the increased level of shared thought leadership among our partners, we’re seeing the added benefit of content curation along with the content that we are creating.

    Q:WHAT ADVICE WOULD YOU GIVE TO COLLEAGUES LOOKING TO ROLL OUT A CUSTOMER AND PARTNER CERTIFICATION PROGRAM?

    We have learned a lot through our journey of building Coupa University. If I had to focus on one overall piece of advice, I would recommend an initial focus on building a program that has the vision to scale. Many factors fall into this process, but you certainly have to be willing to make the upfront investment and work with an LMS partner who can help guide you as you grow. A huge component in rolling out a solution that scales is having a well-organized implementation. All published training has a shelf life and we have used reference codes and categories within Litmos to help us understand who created it, when it was created, what version it is, and which areas the product training applies.

    Q:WHAT ARE YOUR FUTURE PLANS?

    We absolutely plan to continue to stay at the cutting-edge with our training programs and take advantage of the new innovative functionality. Right now we are looking to extend our partner certification reporting and have that fully integrated with Salesforce like we have for our employees and customers. Moving forward, we hope to have a training checks and balances process in place which does an automated check to ensure that everyone assigned to an activity, whether a partner, internal employee, or customer, has been adequately trained prior to taking on the engagement. We’re confident that this is something we can achieve with Litmos as our LMS partner.

    Published in Top Stories

     

    How will Salesforce reach $10 billion sales? Will Twitter be a Salesforce product or sell to Disney? How will Einstein close more sales for you and me?

    Discover the answers at Dreamforce October 4-6, Moscone Center. Join our editors at these seven Must Attend events:

     

    1.       The Sales Executive Summit at Marriott Marquis.

    Forty-four sales leaders from Amazon Web Services, LinkedIn and Twitter (to name a few) share their secrets to culture, development, leadership and technology integration. Pre-registration required. Tues, Oct 4th 8:30 AM – 4:00 PM at Marriott Marquis

    2.       Tony Robbins Keynote

    Get ready for a sales workout with Robbins. He will define, confound, and motivate sales performers. Can’t wait to get my fix. Tues, Oct 4th 4:30-6:30 PM at Moscone Ctr

    3.       Shark Tank Meets Dreamforce at DreamPitch Competition.

    Marc Cuban, Will.i.am and Chris Sacca judge the next great salesforce cloud app from creative idea-ologists. The winner can receive up to $200,000 in cash and prizes. Tues, Oct 4th, 1:00-2:00 PM Moscone West, Keynote Rm 3

    4.       Marc Benioff Keynote

    A must attend session for all Dreamers. Let’s see Einstein at work. What is the roadmap to $10 billion? Stay tuned here. Wed, Oct 5th 1:00 – 3:00 PM Moscone Ctr

    5.       U2 concert for Dreamfest & Benefit for UCSF’s Children’s Hospitals.

    Got a $1000 to donate, this is ‘the concert’ to attend. Wed Oct 5th Daly City Cow Palace

    6.       Einstein is in the building.

    This keynote reveals AI for Everyone and what it means. Thur Oct 6th 3:00-4:00 PM Moscone Ctr

    7.       CloudExpo is the place for innovation, sales and technology.

    Don’t miss the opportunity to view the creativity of this community in one place. Tues-Fri Oct 4-7th, hours vary. Moscone Ctr.

    Not coming to Dreamforce?

    You can still see the Keynotes via Salesforce LIVE at Dreamforce Streams. OR, you can attend your local Dreamforce Hangout.  

     

    Published in Top Stories

    Neuroscience Should Be Changing the Way You Design Sales Training

    BY MARGIE MEACHAM

    Suppose you had the chance to be present at the very moment of a world-changing discovery? Imagine sitting next to Marie Curie in her lab as she discovers the power of radioactivity or walking with Neil Armstrong on the moon. Maybe you are seeing the DNA double-helix for the first time with Watson, Crick, and Wilson. If you had the chance to be a part of one of these great moments of discovery, would you take it?

    Right now, we all are embarking on a great adventure. We are discovering how the brain really works by watching it in the very act of cognition. We are expanding our understanding of how the human brain, a quivering bundle of more than 400 billion neurons, uses electrical charges to transmit and store sensations, feelings, decisions, fears, thoughts, and even our sense of self, on a constant and ever-changing basis. Someday soon, we’ll unlock the code that allows our brains to retrieve the sights, smells, and sounds of your seventh birthday as vividly as the first time you experienced it. And we’ll start to figure out what this wonderful, beautiful landscape of neurons, dendrites, and axons means to those of us who strive to help people learn.

    For the past decade, advances in neuroscience have shed new light on how the brain learns. While this science is still in its infancy and there are more questions than answers right now, many teachers, instructional designers and trainers are implementing brain-aware techniques into their work as educators. Yet a quick review of the top 20 sales programs in 2016 offers pretty much the same solution selling approach that has been in vogue for decades. While the rest of the education and training profession is finding new ways to apply the expanding understanding of how brains work, sales trainers often seem stuck in the past. This would be fine if the selling techniques of the past were actually working, but new research shows that people often make a major purchase decision in spite of the sales person, rather than because of him or her. If you want to give your organization a competitive advantage, here are some practical applications of brain science you can use today to revitalize your sales training programs.

    TEACH SALESPEOPLE HOW THE BRAIN MAKES DECISIONS

    Think about a major purchase decision you made recently. You probably conducted careful research online, compared feature sets, searched for product reviews, sought out the opinion of friends and colleagues, and ultimately, made what you consider to be a logical decision. At least, that’s how you felt during the process. But you might be surprised to learn that the brain processes emotional and purchasing decisions in the same place — revealing that our emotions factor into any major purchase.

    Recently, two different research teams at Duke University discovered that they were studying the same part of the brain to understand two brain functions that were previously thought to be completely unrelated: emotion and high-value purchasing decisions. The region that is getting all this attention is the vmPFC (ventromedial prefrontal cortex), which is located between the eyes in the front of the brain. By watching this region while people are making decisions, scientists have discovered that it’s most active when the subject is asking questions such like: “Is this product or service really worth the price I would have to pay to acquire it?” “Will I regret this decision later on?” “Is this really the very best choice I can make in this situation?”

    In answering questions that appear to be about discoverable facts, the vmPFC considers some expected factors, such as the cost of one product compared to a similar product with similar features, expected financial benefits from the acquisition and use of the product, and so forth. But it also factors in some less quantifiable considerations, including status, emotional satisfaction, excitement, and small rewards such as snacks or prizes. This was quite surprising, because the scientists expected to see the cerebral cortex, the seat of our conscious thought, running the show. It turns out that the cerebral cortex doesn’t become involved in the decision until much later in theprocess. What’s considered the logical part of the brain starts coming up with reasonable sounding explanations for a purchase decision after it has been made at an unconscious level. In other words, by the time you can explain the pros and cons of two competing products to yourself or another person, your brain has already decided.

    So, did you buy that expensive human capital management application because it would give you more hard data about the effectiveness of your leadership development program, or because it would make you feel smarter than your peers? The answer is most likely a bit of both. If sales people are too focused on making a logical case for their customer, they may miss significant opportunities where the buyer is responding emotionally to the perceived benefits of a particular choice. As a sales professional myself, I am imagining a few readers right now nodding their heads and thinking, “Ah, so that’s what happened to the sale I was sure I had sewn up.”

    As early as 1994, Antonio Damasio made the case that emotions are a critical part of the brain’s decision-making process. Because emotions and logic are linked in our decision-making process, we must teach our sales people to allow time for buyers to process the emotional content related to their decisions. Remember that these emotions are happening at an unconscious level, so it may take some prodding to help the buyer bring these feelings up to the surface where they can be examined and discussed.

    TEACH SALES PEOPLE THAT THERE REALLY IS POWER IN POSITIVE THINKING AS LONG AS IT’S GENUINE

    Many sales training programs focus on the skill of influence. The reasoning is that if you can persuade the buyer to have the same enthusiasm for your product that you display, he or she will be buy it. An interesting study has studied the process of influence by observing brains trying to sell ideas to other people. One group was assigned the role of the intern. Group members were told to bring movie ideas to members of the other group, the producer, and convince these people to make movies from their ideas. Interns were assigned these ideas, which they were supposed to sell.

    By viewing a live MRI scan during the experiment, scientists discovered that they could accurately predict whether or not a producer would buy an idea by looking at two responses in the brain: anticipated reward and what’s considered the salesperson effect. If the intern believed that her idea would be accepted, her brain anticipated this success and produced dopamine, delivering a positive feeling of success. She literally experienced her success in her mind before it happened. If the intern did not believe the idea would be accepted, it generally wasn’t. This is pretty much what common sense might tell us, right? We’ve all been told that positive thinking yields better results than negative thinking, and this research confirms that intuitive belief.

    In addition to the reward-behavior predictor, scientists found that some people were just more convincing than others. When these people spoke about their ideas, the same area of the brain was stimulated in the intern’s brain and in the producer’s. In other words, the presenter was able to trigger the reward stimulus in another person’s brain. The scientists called this the salesperson’s effect.

    It isn’t clear if this effect is the result of some sort of innate ability or brain structure, or something that can be developed over time. Further studies likely will answer those questions.

    Soon it may be possible to hire salespeople by watching their MRIs as they attempt to sell something to another participant. We might be able to determine a leader’s communication skills by measuring the strength of his salesperson effect on team members’ brains. If we can discover the mechanism that is triggering this effect, we may be able to even train people to enhance this ability. What we do know is that when two people are communicating well, they are literally in sync, in that their brain waves produced by the electro-chemical communication between neurons is modulating at the same frequency. In a video from a neuroscience conference in Amsterdam, several pairs of people sit quietly and use the feedback coming from sensors that picked up their brain waves to synchronize, which is indicated by the color (or wavelength) begin produced by their brains.

    Daniel Goleman, expanding on his initial work in emotional intelligence, has discovered that the brains of two people who trust each other have a remarkable symmetry — their brains are so in sync that they exhibit high levels of brain activity in the same parts of the brain at the same time. The same synchronicity has been found in couples dancing and musicians playing together. Many successful sales professionals have sensed this syncing of brain waves when things are going extremely well in the sales process.

    TEACH SALES PEOPLE TO BUILD TRUST THROUGH GENUINE CONNECTIONS

    Neuroscience suggests that the less we trust the salesperson, the riskier we believe the purchase decision and the less likely we are to act, regardless of the product’s benefits. Approach-avoidance conflict is a term used to describe a major decision that has both appealing and unappealing elements to it. Since most people inherently mistrust salespeople, nearly every major purchase decision falls into this category. How can we feel good about a deal we’ve just made with a perceived devil? Neuroscientist Paul Zak was one of the first to identify the neurotransmitter oxytocin as an indicator of a high degree of trust toward a stranger, as exhibited by heightened levels of oxytocin. Oxytocin and other “messenger molecules” are released in response to internal and external stimuli, flooding specific parts of the brain and triggering specific emotional reactions. Zak found that the more oxytocin is coursing through your brain, the more likely you are to trust people. It stands to reason that if we can stimulate oxytocin in the buyer’s brain, we can overcome the deeply ingrained tendency to distrust a sales representative. Here are a few behaviors that stimulate oxytocin and make us believe that an individual is trustworthy.

    1

    The Power of Touch

    Being touched by another human being stimulates oxytocin and other transmitters and increases the feelings of trust toward that individual. Zak found that hugging, in particular, generates high degrees of trust in both participating brains. Handshaking can also improve the degree of trust between two individuals and make the prospect of striking a deal more likely.

    2

    Storytelling Builds Trust and Connection

    Stories have a profound effect on the brain. Brain imaging studies have shown that when we are immersed in a story, our brains respond as though we are the protagonist of the narrative. Therefore, stories about others buying and using the product can help buyers see themselves making the purchase decision and generate positive emotions about the product and the salesperson.

    3

    You Can’t Fake Trustworthiness

    Some sales training companies try to give sales representatives a list of behaviors which, if practiced, will increase their ability to generate trust and build relationships. If only it were that simple. In “The Selfish Gene,” Richard Dawkins explains that our brains are highly tuned survival machines, so at some point in our evolution it must have become necessary to detect lies in order to stay alive. Today, our brains are capable of detecting false statements or actions within milliseconds. We may not be able to express the reaction in words, but we know at “a gut level” (really a brain level) that some people are not genuine. Trustworthiness cannot be faked; your buyer’s brain will detect the falsehood every time. Turning again to my review of the top 20 sales training organizations, I see a familiar pattern. Their content seems to focus on external behaviors that will make salespeople appear more credible. Neuroscience tells us that we should focus instead on teaching sales professionals to be genuine, sincere, and trustworthy — a much bigger challenge with a much greater potential payoff.

    WHERE DO WE GO FROM HERE?

    We’re still figuring out how to use the exciting information coming out of neuroscience, but we can start applying these and other insights now, to make our sales training – and all our training programs – more brain-aware. It’s a brave new world and learning professionals have the opportunity — and the responsibility — to continue to adapt as new information becomes available. Whether we realize it or not, we are observers to one of the greatest eras of discovery in the history of the human race. We’re living in the early days of the age of discovering our true selves, and it is going to change not only how we view the sales profession, but how we understand ourselves.

    —Margie Meacham is the Chief Freedom Officer, Learningtogo. She helps people learn and improve performance by applying our evolving understanding of how the brain works, as revealed through neuroscience.

    Published in Top Stories

    Collaboration, innovation and high performance are the mark of this year’s winning organizations.

    BY CLAIRE JOHNSON

    The sixth annual Learning! 100 Awards honor the world’s top learning organizations for innovation, collaboration and performance. The Learning! 100 are comprised of 60 corporate enterprises and 40 public sector honorees from government, nonprofit and education. These organizations confront the pressing issues of global competition, innovation and constant change. This year, Amazon Web Services shares how the largest cloud service company in the world can innovate at a rate of 722 new solutions annually while decreasing costs. Scripps Health takes training from the classroom and surgical urgical centers to their new simulation center where practice breeds success and improved patient outcomes. Think of the training challenges of Ingersoll Rand which brings 32 organizations organizations together under a single sales excellence program across a global sales teams.These are just a few of the great works the learning and development teams across the 2016 Learning! 100 have accomplished, all while generating outstanding financial performance. How is this possible? All of the Learning! 100 winners share a similar vision: Learning is an organizational imperative; Senior leadership leads or supports learning across the organization; and many, (84 percent), have a learning leader who drives positive impact on the business. Meet these organizations, all 100, in the following pages and upcoming upcoming events,web seminars and articles by Elearning! Media Group.

     

    #1 Private Sector

    Amazon Web Services’ Outcome Based Account Management Program Delivers

    More than 10 years ago, Amazon Web Services started as a storage service. Today, it offers more than 70 services for compute, storage, databases, analytics, mobile and enterprise applications. The organization announced 722 significant new features and services in 2015 which is 40 percent more than what was introduced in 2014. In 2015, Amazon became the fastest company to reach $100 billion in annual sales and Amazon Web Services reached $10 billion in annual sales. The two companies are very different — one serves consumers and the other serves enterprises — but both have grown organically over time and have placed an emphasis on uncovering — rather than dictating — company culture which contributes to their successes.

    Consistent with the Amazon Leadership Principle of keeping the custome rfront-andcenter, the Amazon Web Services approach to selling startswith the customer and works backward.It defines success through the customers’ eyes based on each’s individual priorities.The program,Outcome Based Account Management Program Implementation for the Global Sales Organization, has been hugely successful, which is why it’s receiving the No. 1 ranking in the Learning! 100 awards.The program is being delivered internationally and isreceiving a 4.2 score out of 5 from global participants.

    Outcome-Based Account Management (OBAM) is the process, tools, competencies, and dialogue architecture for initiating and solidifying customer relationships through focus on the journey of the seller in a lifelong strategic relationship. The program offers a number of components which is what makes it effective including pre-call, pre-work, one-day live collaborative training session, three post-workshop coaching calls and on-demand OBAM playbook. Customer-driven products and solutions are at the heart and soul of this program and the results are in:

    >> More than 90 percent of Amazon Web Services builds was requested by customers.

    >> Amazon Web Services has dropped prices 51 times. >> Amazon Web Services continues to introduce low-cost services such as Aurora (a database engine), QuickSight (a business intelligence service), EC2 Container Service (a compute container service) and Lambda (a server-less computing capability).

    Amazon is working with well-known companies to innovate and fulfill their needs. MLB Advanced Media is an example of a customer that consistently helps reinvent the customer experience with the help of Amazon Web Services’ Kinesis which processes real-time streaming data. It works to measure every pitched ball’s movements more than 2,000 times per second, stores the data onAmazon S3 and then performs pitching analytics and so many others on Amazon EC2. Collectively, the suite of services generates nearly 7TB of raw statistical data per season shedding quantitative light on baseball myths and pearls of wisdom.

    Netflix is another well-known company Amazon Web Services serves. About seven years ago, decided to move all of its applications to the cloud. It opted to work with Amazon Web Services because of the greatest scale and broadest set of services and features. With the success of Netflix’s transition, Infor, Intuit and Time, Inc. have decided to move their application to Amazon Web Services. Amazon Web Services already attracts more than 1 million customers and as the team continues its rapid pace of innovation that allows more capabilities for builders, it will be easier to collect, store and analyze data, allowing access from more geographic locations and rapid growth in mobile and connected devices. With this rate of growth, Amazon Web Services is No. 1 on the 2016 Learning! 100 top learning organizations.

    Amazon Web Services is a first-time Learning! 100 award winner.

    WHILE ALWAYS KEEPING THE CUSTOMER IN MIND, AMAZON WEB SERVICES CONTINUES TO GROW RAPIDLY:

    Amazon Web Services QR 2

     

    #1 Public Sector

    Lawrence Livermore National Laboratory’s Leadership Development Program

    Lawrence Livermore National Laboratory (LLNL), a premier applied science laboratory within the Department of Energy, serves more than 6,500 employees in a number of technical disciplines including physics, chemistry, biology, engineering, and computer science among others. The researchers work together to achieve technical innovations and scientific breakthrough in areas such as nonproliferation, cybersecurity, clean energy, climate change, manufacturing and medicine. There’s an emphasis on values and employees are encouraged to uphold them with the way they interact with one another, sponsors, stakeholders and the public. LLNL senior leaders recognize that a highly capable, innovative and sustainable workforce, led by talented management is essential to the success of the Laboratory — that’s why the Leadership Development program was developed.

    Learning is aligned with strategic business goals and embedded in the workflow, accelerating business impact and organizational agility. LLNL’s learning program connects with talent management, linking skills and competencies with succession planning and leadership development. Employees are empowered to take charge of their career development, supported by a program that promotes learning and knowledge sharing throughout the employee lifecycle.

    LLNL’s learning program features ULearn, their online learning center, at its hub. More than 65 percent of LLNL has a U-Learn account which consists of a portfolio of resources that are responsive to the Laboratory’s environment, mission, skill base and future. ROI surveys reveal that 96 percent of employees believe that U-Learn benefited them and 80 percent of learners were able to apply what they learned within six weeks. Further, LLNL revealed the return on investment for the program was 1,129 percent or a benefitto-cost ratio of 12.8 to 1. The Leadership Development program uses a blended learning approach by incorporating online resources found in U-Learn into its curriculum as well as pre-assessments, coaching opportunities, project work, and instructor-led workshops.

    Financially challenging times and new workforce expectations require leaders and learning programs to be cost-effective and integrate technology. The Leadership Development program was created as a solution to address both these needs. Drawing on a self-assessment conducted with the University of California-Berkeley’s Haas School of Business which identified strengths and gaps in leadership capabilities, the plan for integrated leadership development programs began, addressing needs at multiple career levels, aligned with the strategic direction. Today’s program has evolved to include an intentional roadmap for leaders that builds their skills as they gain tenure. LLNLs’ leadership program has three curriculum components: culture, leadership and accountability. A culture of trust, development, and innovation helps prepare leaders to improve their skills to be able to deliver on LLNL’s mission. An institutional set of leadership competencies help leaders move the organization forward and make informed decisions and each leader is account able for their decision, no matter the outcome. When an individual has been identified for a leadership role, he or she will create a 180-day assimilation plan and over the following four years, will work closely with management and the learning organization for assessment, feedback, performance tools and workshops.

    Lawrence Livermore National Labs QR

     

    #2 Private Sector

    At Vi, Learning is a Leadership Competency

    Vi operates residential facilities for active and retired adults operated by Hilton Hotels. Vi employs 2,946 people across 10 facilities and its corporate office. Vi’s strong collaboration with business partners and alignment of learning strategies and initiatives are what drives results. What makes Vi unique is how the company’s Learning and Organizational Development department engages with its business partners. Responsibility for learning is viewed as a leadership competency and is part of each leaders’ annual goals which are tied to compensation. This partnership has manifested in high levels of employee and resident satisfaction, high levels of employee retention and strong financial and quality performance. performance. Nine out of 11 of Vi’s locations have won awards as top employers and best places to work in 2015.

    Vi’s future success depends upon developing future leaders with the same cultural DNA. Vi’s Breakthrough Leadership Program does just that. It leverages the best of classroom, virtual and collaborative learning and multi-faceted evaluation techniques to measure each aspect of the program. Vi partnered with organizational development faculty from DePaul University to identify what specific elements of Vi’s leadership training program were effective and worked to refine what specific elements contribute to participant success. In the past, Vi strictly relied on program participant retention, promotion rates and participant and managerial feedback to assess program effectiveness. Although each component of this program offers the benefit of providing unique learning, insight, and reinforcement of concepts, each learning event has its own training assessment associated with it. A determination of overall program effectiveness requires capturing information about learners that is based on the objectives of the entire program, not simply tied to a given learning event. The end goal was to design a more systematic approach to assessing training outcomes connected to learning across the program.

    As a result, Vi implemented a variety of assessment tools for participants, their managers and peers. These assessments were taken before the start of the program, during the program, and after the program ended to measure the effectiveness of each program element. In addition, Vi’s Learning and Organizational Development team engaged senior executives throughout the entire program (including virtual sessions) to reinforce key concepts and share personal learning. Vi invested in key partners such as faculty from DePaul University, Harvard Business and TalentSmart to deliver best in class solutions. Successful training effectiveness assessment depended on using multiple methods and sources of data and focused on outcomes known to be empirically associated with increased learning readiness, training motivation, transfer of training and job performance. Findings included:

    >> Emotional Intelligence scores exceeded benchmark data across all dimensions by 10 percent. Overall emotional quotient scores increased seven percent to 86 percent with a 75 percent benchmark.

    >> Knowledge gains were evaluated pre-class, after class and one year later, and showed a 25 percent increase in knowledge.

    >> Attitudes and skills evaluated pre- and one year later reported an 11-percent average gain across all dimensions including self-efficacy, utility, transfer motivation, role clarity, supervisor support, skills self-assessment.

    >> Engagement in leadership development activities asking for feedback by capabilities increased from 30 to 80 percent. >> All 13 dimensions measured saw a nearly 90 percent increase in abilities.

    VI is a six-time Learning! 100 award winner.

    HEAR FROM THE WINNER:

    Vi QR

     

    #2 Public Sector

    DAU’s Performance-based Strategic Plan

    Defense Acquisition University (DAU) graduates 240,000 students annually, serves more than 1 million learners per year and is on the cutting edge of social and mobile learning, as well as virtual learning. DAU’s efforts to develop and implement innovative learning strategies have enabled the organization to achieve international recognition as a premier corporate university. Looking ahead, organizational leaders continue to examine emerging trends and technologies to ensure that the university offers the best capabilities to the workforce, a task that requires constant self-assessment and reinvention.

    The Department of Defense’s priorities are changing; its current challenge is to not just to do more with less, but to do it better and smarter. Additionally, DAU has achieved global reach and phenomenal growth, superb customer feedback, and an industry-wide reputation and accreditation for excellence.

    To address these challenges, DAU’s Performance-based Strategic Plan for Shaping the Future incorporates its unique enterprise learning strategy, the Acquisition Learning Model (ALM) into its first three goals that guide all of the university’s efforts to adapt and improve. The three-year DAU Performance-based Strategic Plan for Shaping the Future incorporates the organization’s unique enterprise Learning Strategy, the Acquisition Learning Model (ALM), into its first three strategic goals: foundational learning, workflow learning and performance learning. DAU has integrated with shared assets from all three to create a powerful learning environment for the new workforce. It recognizes that foundational learning delivered in classroom and online courses must be connected to robust learning that goes on continuously, outside of structured courses that includes workflow learning which helps workers just in time and on the job. Performance learning targets students through high-impact consulting with specific challenges for programs, organizations and individuals.All three are integrated to create a powerful learning environment for the new workforce. The plan is implemented through a continuous multi-year process. The first year is executed and managed by an annual performance plan that is organized by five strategic goals and more than 100 performance tasks to be completed. These are cascaded down through the leadership team and to individual faculty and staff via their incentive plans to complete.

    Another important DAU challenge is to help the new workforce and generation of learners succeed on the job. They will have fewer career opportunities for which to learn and gain experience, fewer mentors to help them learn, and fewer resources, yet still they must prevail. Meeting the demands of this new workforce has already driven significant changes in how they approach workforce learning and development. As a result, they are increasingly relying on DAU learning assets on the job. This new set of challenges has ushered in a paradigm shift from where everyone must play a role in learning and development and successes are gauged upon others’ rather than solely on each individual.

    The DAU’s strategic plan has been recognized as an award-winning best practice, received a six-year accreditation and has been awarded a commendable rating by the Council of Occupational Education.

    DAU is a six-time Learning! 100 award winner.

    HEAR FROM THE WINNER:

    Defense Acquisition University QR

     

    Read more and see the full list of Learning! 100 Companies:  http://elmezine.epubxp.com/t/185271-elearning-august-september/16

    Published in Top Stories

    The 2016 edition of the Enterprise Learning Conference also marked the debut of the Learning! Champions Awards Luncheon. Frank Anderson, former president of the Defense Acquisition University, received the Lifetime Achievement Award and opened the award ceremony. We are proud to share the insights and inspiration shared by five of the Learning! Champions. (Scan QR code.)

     

     

     

     

     

    jillbettersinspireimage

    Jill Betters, Marketing Manager of Commercial & Agricultural Programs, CertainTeed Corp.

     

    frankandersoninspireimage

    Frank Anderson, former President, Defense Acquisition University

     

    relitaclarkeinspireimage

    ReLita Clarke, Corporate Training Manager, immix/group, an Arrow Company

     

    christopherwashingtoninspireimage

    Dr. Christopher Washington, Provost & Chief Academic Officer, Franklin University

     

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    Steven Stone, Vice President of Learning, Performance & Development, USAA

    Published in Top Stories
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