Are you creating a learning culture for your employees? We’re working in environments today where change is no longer an event but a constantly occurring process. In order for businesses to maintain a competitive advantage, it’s vital for their employees to be continually improving and learning. You may have some good ideas about what it takes to implement a culture of learning, but how’s your strategy? Do you have the tools and resources necessary to build a solid foundation for your learning culture? What's your communication plan? How will you measure success and failure? In this webinar, CEO of BizLibrary, Dean Pichee will talk about what an engaged learning culture looks like, what types of strategies to implement to turn your ideas into a reality, how to make sure your training really sticks and how to manage the change that will inevitably occur as you implement a culture of learning.
Key Learning Objectives
• Learn the key characteristics of an engaged learning culture
• Why micro-learning is the ideal tool for real culture-shift
• How the science of learning reinforces training and increases ROI
• Why change is inevitable and how to deal with it in a positive way.
Dean Pichee, President and CEO of BizLibrary
Dean Pichee is a successful entrepreneur with over 25 years of experience in the employee training industry. He founded BizLibrary in 1996 to provide affordable, high-quality training resources to small and mid-sized organizations across all industries.
Erin Boettge, Content Marketing Manager, BizLibrary
Erin is responsible for all aspects of content development, including development of ebooks, how-to guides, infographics, webinars and more. She conducts research about Learning and Development and HR topics to deliver up-to-date content possible to the BizLibrary audience.
Maggie Award Recognition Marks 24th Award for Elearning! Media Group
Elearning! ® Media Group, the exclusive U.S. trade magazine serving the e-learning market, announced Elearning! Magazine has been recognized for excellence by the Western Publications Association (WPA.) Elearning! ® Magazine has been named a finalist for Best Trade Magazine, Business for the 2016 Learning! 100 Awards issue published in September/October. This honor, combined with twenty-three previous awards earned by Elearning! ®Magazine and the Elearning! ®Media Group.
Best Trade Magazine
"This recognition from our publishing peers is a great honor,” says Catherine Upton, Group Publisher and CEO. “Elearning! ®Magazine represents a dynamic creative industry that is part content creator, technologist and business leader. It is with the support of our industry, which is constantly pushing the technology boundaries, that we are able to produce such compelling content. Thank you to our many partners who make this magazine a reality,” concludes Upton.
By earning this distinction, Elearning! ® Magazine matches up with some very tough competition. Previous category competitors included Exhibitor, Finance & Insurance, and Comstock’s magazines.
Elearning! ® Magazine addresses learning and workplace technologies across the enterprise at the executive level. Each issue features real-world case studies, techniques and strategies, plus the market trends and analysis against which to benchmark. “The cover story featured Sales Enablement Superstars from Amazon Web Services, Ingersoll-Rand and Sapient.Publicis; All of whom reinvented sales enablement across multiple divisions globally while driving record profits. Our mission is to help our audience build smarter companies and adapt to a fast-changing business environment and these thought leaders shared how to do it,” adds Jerry Roche, Executive Editor, Elearning! ® and Government Elearning! ®magazines.
Elearning! ® Magazine is part of the family of twelve media products serving the $243 billion learning and workplace technology market: eMagazines, 2elearning.com, e-mail newsletters, Elearning! ® Web Seminar Series, and Enterprise Learning! Conference. In combination, these brands reach over 2 million executives, practitioners and professionals all evaluating, deploying or implementing learning and workplace technology solutions across their organizations each year.
Rob Lowe has been the voice of many popular television shows over the years, on a wide variety of topics. Now, he is the host of the popular public television series "Informed." In prior episodes, the show highlighted important information for the benefit of viewers everywhere. This episode will draw attention to mobile learning apps for children, an industry that has grown exponentially in recent years.
In years past, parents would educate their children by reading bedtime stories to them or purchasing toys that doubled as educational tools. Now, even toddlers can learn how to use a laptop or other mobile devices, so many parents are downloading apps that are used to teach their kids basic concepts. Children using these apps can learn how to match shapes, count to ten, and learn the alphabet. This has created a revolution in the education of children everywhere because these apps can double as learning tools, as well as entertainment devices. This frees up parents to multitask while their kids learn basic concepts. These apps are discussed in great detail on this episode of "Informed" with Rob Lowe.
"Informed" with Rob Lowe is carefully proofread by professionals to ensure it meets quality standards prior to being distributed to national partners for broadcast to a wider audience. The show has received a wide variety of awards in recognition of its work.
FastCompany just named the 10 Most Innovative Companies in Education in 2017. Read the entire article here: FastCompany. You can click on each of the companies below to see why they've been selected. Elearning! Magazine also asks it's readers to nominate and vote for the Best of Elearning! companies that they've dealt with. You can see those results here: 99 Best of Elearning! Award Winners.
FastCompany's 10 Most Innovative Companies in Education in 2017:
1. MICROSOFT - For building new worlds in the classroom
2. DUOLINGO - For letting friends compare notes as they learn a new language.
3. GEORGIA INSTITUTE OF TECHNOLOGY - For becoming the nation’s largest computer science master’s program, while charging a fraction of the typical cost.
4. ICIVICS - For using digital games to teach kids their rights and responsibilities as U.S. citizens.
5. ADMITHUB - For using chatbots to improve college outcomes.
6. NEWSELA - For helping kids make sense of the news—at their own reading level.
7. PLURALSIGHT - For recognizing that on-the-job learning needs to be on-demand.
8. OSMO - For designing educational games that magically integrate physical and digital.
9. PANOPTO - For making lectures more interactive
10. 2U - For proving that students are willing to pay top dollar for online learning.
This article is part of FastCompany's coverage of the World’s Most Innovative Companies of 2017. If you like seeing more articles and announcements like this, you can subscribe for free to our magazine at this link: SUBSCRIBE.
Bob Little’s 2017 movers and shakers list has been published, ranking the top 100 most influential people in corporate elearning; Elliott Masie, Rebecca Stromeyer and Laura Overton positioned in top three.
The list is now published as one single ‘world ranking’ replacing the previous North America, Europe, UK and APAC regional lists. Elearning! Magazine adds its congratulations to all of the wonderful people who made the list this year, and thank them for advancing the world of e-learning.
We would also nominate a few other names to next year's list for the wonderful work they have done to advance the cause of e-learning and learning in general: Josh Bersin (Bersin by Deloitte), Frank Anderson (Retired Defense Acquisition University), Sal Khan (Khan Academy), Sir Ken Robinson (British Author and Speaker), Lynda Weinman (Lynda.com, now LinkedIn), Alan Todd (CorpU), Karie Willyerd (Co-Author of the 2020 workplace), Andrew Ng (Coursera Founder), and many others that didn't make the list this year.
If our readers would like to suggest some other names, please feel free to comment below this announcement. To all of the people that keep moving the world of education forward to new heights, we salute your efforts.
The top 100 ranking:
Interacting with people from other cultures can at best be confusing. Personally, I remember a cultural lesson that I learned when my son and I went to Italy. Having been there before with my daughter, I was well aware that their food service was quite different from what we were use to in the States. So I cautioned my son, "So you know, the waiters here are pretty bad. They hardly ever come to your table. I don't know if they hate Americans, or they're just plain being rude."
An English woman who was sitting nearby, overheard my conversation with my son and exclaimed, "Oh no! You don't understand the Italians!" Hmmm. The last time I checked I was Italian. Anyway, she went on, "The waiters will never come to the table unless you wave them over." I turned and looked at my son, who shrugged his shoulders. She continued, "The Italians think it's rude to come over to the table and interrupt your conversation!"
Holy cow! Did I get that wrong! Here I was thinking that they were being rude to us because we were Americans, but in fact, they were just being polite.
So with that experience shaping my "worldly knowledge," when I saw this article in FastCompany I had to read it. More and more often, I'm finding myself in international meetings. Some seem to go well - the ones with our English partners, but others have gone pretty badly, especially when we're dealing with our Asia-Pac counterparts. This article seems to nail it for me, so I thought I'd pass it on.
Here's a teaser from the article:
"I was supposed to be coaching a French automotive executive and his wife for their upcoming move to Wuhan, China. The Chinese country expert assisting me, a 36-year-old Paris-based journalist from Wuhan, was articulate, extroverted, and very knowledgeable. Bo Chen’s job was to prepare two or three concrete business examples to illustrate each cultural issue I’d be covering.
I began the session by outlining the cultural issues that the Bernards needed to grasp about doing business in China, while keeping an eye on Chen so I could weave in his input. But Chen didn’t seem to have any input. After I presented the first main point, I glanced over at him for his examples, but he didn’t speak up. He didn’t open his mouth, lean forward, or raise his hand. Apparently, he had no example to provide. Not wanting to embarrass Chen, I simply continued to my next point.
To my growing dismay, Chen remained silent and nearly motionless as I went through the rest of my presentation. He nodded politely while I was speaking, but that was all; he used no other body language to indicate any reactions, positive or negative. I gave every example I could think of. I spoke, shared, and consulted with the Bernards, still with no input from Chen.
As I neared the end, I turned toward Chen with rising panic; I needed his contribution. So I decided to take a chance. “Bo,” I asked, “did you have any examples you would like to share?” Chen sat up straight in his chair, smiled confidently at the clients, and opened up his notebook, which was filled with many pages of typed notes. “Thank you, Erin,” he replied. “I do.” Chen then began to explain one clear, pertinent, fascinating example after another."
What had happened, is yet one more fascinating journey into our cultural differences. To find out more, click on this story link: FastCompany.
If you like articles like this, be sure to sign up for our free subscription, which highlights many of these 'learning' situations: Subscribe.
Here's a great article that appeared in FastCompany. We think this is a must read, and below is a quick excerpt.
"Your blind spots for your own bad habits could be keeping you from raises and promotions. In a recent study for VitalSmarts, Maxfield interviewed managers who identified the top five career killers:
1. Being disorganized and unreliable. This person doesn’t spend the necessary amount of time planning, organizing, communicating, and coordinating with others. They fail to follow through on commitments and are difficult to rely upon.
2. Doing too little too late.This person procrastinates, misses deadlines, and cuts corners rather than going the extra mile to produce great work.
3. Deflecting blame. This is the person who says, “It’s not my job.” They don’t take responsibility, cling to their job description, and are unwilling to sacrifice personal interests for a larger goal.
4.Being unwilling to change.This person is stuck in the past, complaining about the future, and repeating the same mistakes. They expect others to accept them as they are, dragging their feet in taking on new approaches.
5.Having a bad attitude. This person suffers from cynicism and negativity. They are often the contrarian, finding fault before looking for benefits."
Check out the entire article here: LINK.
If you like seeing articles like this, please consider the FREE subscription to Elearning! Magazine: Subscribe.
In a press release from Saba Software, Inc., it was announced that they would acquire Halogen Software, Inc (TSX:HGN), a leading provider of cloud-based performance management solutions. According to the announcement, the principles of the deal included Saba, Vector Capital and its affiliates, and Michael Slaunwhite, Halogen's co-founder, Executive Chairman and largest shareholder. The expected close date of the transaction is planned for the second quarter of 2017.
The deal itself is intended to strengthen Saba's position as a leading provider of end-to-end SaaS Talent Management solutions, and their combined customer base will total more than 4,000 customers globally. The other outcome sought in the merger is that together, they could increase value to their customers by using their size and scale to deliver rapid innovations in the talent management space.
Within the press release statement, Saba CEO Pervez Qureshi made the following summary of the acquisition. "Saba has a clear vision for the future of talent development and understands the powerful role learning and engagement experiences play in driving individual and business performance," said Pervez Qureshi, CEO of Saba. "Combining Saba's unrivaled learning and engagement capabilities with the proven innovation Halogen brings to performance management, we expect to accelerate delivery against this vision and rapidly create new value for our joint customers. This strong foundation for growth and innovation and our combined expertise will enable Saba to meet the ever-changing workplace needs of people and help organizations more effectively adapt, perform and thrive."
Les Rechan, President and CEO of Halogen also commented that, "As part of Saba, Halogen's next generation performance vision is expected to accelerate by pairing our deep expertise in performance with the pioneers in continuous learning, collaboration, and engagement. Both Halogen and Saba's cultures share an unwavering focus on customer success. Together, we believe we can deliver on the future of people-centric, team-optimized performance, development, and engagement, and deliver it on a global scale, and with the unrivaled customer experience Halogen is known for."
"We have built Halogen into a market leader in performance management by investing in the talented and innovative team that began here in Ottawa more than 20 years ago," said Michael Slaunwhite, Executive Chairman of Halogen Software. "I look forward to joining forces with Vector Capital and Saba. Together, we have the opportunity to scale faster and lead the way in performance, learning, and engagement and expand our global impact."
Stay tuned for further news from Elearning! magazine. Subscribe free to get latest learning news: REGISTER FREE.
Every once in awhile, an article about a company that "thinks differently" stops you cold in your tracks. JumpCrew is one of those stories. Initially, they followed the traditional path of recruiting sales people with as much experience as possible. As they were expensive, they paired them with people with no sales experience, but had an innate ability for storytelling. They didn't even have to know the company's technology.
Well that seemed like it was a great idea, because the senior people could show the other people how to "do it." Right? Well then a very strange thing happened. The people with no experience were outperforming those with those expensive sales pedigrees. Hah! Now that required more of an intense look-see into what could be causing such a paradoxical outcome.
Although the company never discusses the 'why' around this performance upheaval, it makes you wonder about what the causal fact might have been. One company that many of us know - T-Mobile - prides themselves on being the "Un-Carrier." Internally, they found that they could achieve even more, if they began to "un-learn" some of the sales processes that have been ingrained over the years. Another bold movement into these unchartered waters, and another success story will soon unfold there as well.
This is one of those areas where I think we could have a great back and forth about why this might be happening. But first you need to read this great article from FastCompany. And when you're done, please come back and share your thoughts about this phenomena, as well as how we might begin to rethink our own recruiting practices. Here's the link to the story: FastCompany Article.
One of my favorite interviews of all time on the subject of millennials in the workplace was this one that appeared on IQ - Inside Quest. Simon Sinek is absolutely brilliant in his set-up of the (undeserved) reputation of the millennials. Roughly paraphrased, his comments were something like this: Millennials as a generation are a group of people who were born approximately 1984 and after. They are tough to manage and they're accused of being entitled and narcissistic and self-interested, unfocused, and lazy. But entitled is the big one. And he then goes on to say that because millennials are so confounding to leaders, the leaders are asking them what they want. The list comes back in many forms:
And yet with all that they're still unhappy. Watch as Simon tells us all about the millennials in the workplace: