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The consumerization of learning is being driven by the technology in the hands of consumers. At the 2016 Consumer Technology Show (formerly CES), Dr. Shawn DuBravac, chief economist of CTA, presented the state of the consumer technology industry and the trends to watch.

The future is about digits and data. Today, 88 percent of consumers have a computer in the home. There are 330 million cellphone subscribers in the U.S.A. We are now entering the “Second Digital Decade” focused on ambient sensing and aggregated learning. We are moving to a focus on meaningful data versus the possibilities. Today, 51 percent of technology buys are in cellphones, televisions and personal computers. Next year, these categories will account for less than 50 percent due to growth of the emerging categories. This is documented by the size of Eureka Park, the Innovation Center of CTS ’16, which grew from 29 exhibitors to 500 in 2016.

The Second Digital Decade is driven by three key trends.


The conversion of analog data to digital data allows us to count steps, calories, etc., and place it within context. For example, WeMo sensors are placed in the diapers of newborn infants in hospitals to monitor infant temperature, movement and breathing rates linked via Bluetooth via their onesies garments. Smartphones are now hub devices with microphones for monitoring a home’s security. A Whirlpool dishwasher, linked via a nest thermostat, can be turned on and off. We are past the era of siloed apps and now entering the era of intelligent systems: the interaction of networked devices.

This is all possible due to the lower cost of sensing technology. It once cost $7 per axis per motion; now it is less than 50 cents. Imagine hosting garments with biosensing capabilities for railroad engineers that will alert when fatigue sets in. Or alcohol toxicity levels of security personnel, truck drivers, health-care workers or peace officers.

The sensing of emotional responses is also possible via video facial reactions and bio-sensing. We see some of this having positive effects on HR video recruiting. Video facial reactions can measure emotional reactions to real-time interviewing, and they can even estimate age. Marketers are particularly interested, as biosensing allows them to collect emotional response to content, ads, polls, etc. and change triggers based upon interactions. Imagine presenting training content and — via facial scanning — knowing what resonates with learners, and what does not in real time.


Most of us experience aggregated learning when we use Netflix. It consists of predictive and customized experiences based upon our personal actions. By giving more access to our environments, sensors can record time of day, biorhythms, moods, etc., and constantly collect information — present or absent. An example of aggregated learning is the word error rate from automation, which has dropped to 5 percent, accelerating our voice-to-text improvement over the last decade. Soon, we will voice-activate many text-based commands.

We are changing our interactions as well. Systems are now sharing information across devices. Our cellphones share information with the entire system, like meeting calendars across devices, CRM, LMS, etc. Another system-sharing example includes driverless cars, whereby the car ahead of you can report road conditions to other vehicles on the road, altering course automatically and without the driver’s intervention. No more skidding off the road from black ice or rear-ending vehicles ahead of you from sudden stops. GM’s recent investment in Lyft is as much about the technology as passenger fares. By 2020, self-driving cars will number 1 million. And by 2025, half of all cars will be autonomous. Imagine the many repetitive actions trainers take in preparation of a new hire and how shared intelligent systems could provide literal on-the-job training on talent’s first day of employment.


Have you used Google Cardboard yet? You will never shop for cruises the same way again. With virtual reality (VR), we can walk through the ship before buying a cabin or itinerary. It is the marketers’ next advertising and entertainment platform. More than 1 million Cardboard units have been sold. Meanwhile, Oculus pre-order was launched in January and sold out within hours. Other vendors like HTC and Sony are featuring eyewear, games and 360-degree cameras for use in virtual reality. Today, companies like WEVR and Samsung host and share VR content and public channels. VR is moving away from animation into reality with the 360-camera. Think GoPro 360 degrees in the learning environment. The possibilities and experiences are endless.

Wearables, drones and 3-D printers round out the nascent technology categories. Wearables were just under a $5 billion industry in 2015. Think sensing for clothing. Wearables are a big hit in the fitness and health industries, where how one exercises or completes a particular task can be determined to reach target or not. Arizona Cardinals quarterback Carson Palmer attributes Stryker, a VR training device, for improvement of his footwork and throwing motion. Industrial applications for safety training are top-of-mind for wearable technology.

Drones will reach 2.9 million units sold in 2016. Dragonfy and Fleye are brands in fight. Applications include land surveying, security, and intelligent energy utilization. Use cases are expanding daily. Amazon and Facebook are evaluating drones for home delivery alternatives.

3-D printers are the ultimate personalization devices. Schools for K-12 were early users and are expected to reach 152 million units sold, up 38 percent from 2015. 4K video cameras, displays and content streaming are up 400 percent to 12 million units. As high-quality content streaming is delivered to the masses, the cost for enterprise learning drops. 4K viewing offers “better-than-being-there” visual experiences.

–Access this study online at www.cta.org.

Published in Top Stories


Is your company poised to build the next Uber? Have you started imagining how cryptocurrencies could be used to shore up your company’s digital security? Have you considered that the algorithms your company uses might inadvertently be lying to you?

At the end of each year, I apply a framework to surface the most important emerging trends in digital media and emerging technology for the year ahead. It analyzes consumer behavior, micro-economic trends, government policies, market forces, and emerging research within the context of our continually-evolving tech and digital media ecosystem. My colleagues and I use a core set of five attributes to look for emerging patterns: contradictions, infections, oddities, coincidences and inversions. Those attributes help us identify a set of likely trends on the horizon. Ten, we put each trend through what we call The Five Questions:

1) Where/how are people wasting their time?

2) Where/how are people having difficulty with technology?

3) Where/how are people looking for information?

4) Where/how are people stuck?

5) How do people want to be perceived?

The Five Questions help us qualitatively and quantitatively assess whether or not that pattern is actually a trend that will stick in the future. We also pressure-test the ideas borne out of the trends we identify. Current technology offers great opportunity – along with some unusual new challenges – for managers in all industries. Here are six.


Artificially intelligent computers are now capable of deep learning using neural networks, which you can think of as brain-inspired systems capable of translating pixels into English. Toward the end of 2014, Google researchers unveiled a new project that uses neural networks and deep learning to identify multiple elements of a scene without human assistance. Its software “learned” how to think by processing vast quantities of data. For example, deep learning will eventually allow robots to recognize objects they haven’t seen before and navigate to new locations on their own. Deep learning intersects with numerous fields, and it will soon aid in manufacturing, medicine, retail, utilities, and beyond.


SVPAs started entering the market in 2013. At the time, they used semantic and natural language processing; data mined from our calendars, email, and contact lists; and the last few minutes of our behavior to anticipate the next 10 seconds of our thinking. Most of those original apps have now been acquired. Emu was acquired by Google, Donna was acquired by Yahoo, Cue was acquired by Apple…and the list goes on. When it was still active, Emu was a clever stand-in for a personal secretary. It would monitor the conversation and automatically make suggestions as two people texted. For example, if you asked your friend to see a movie, Emu would immediately geolocate both of you, suggest a nearby theater and show films and times, then check your calendars for your availability. It would even display a preview for you to watch. Once it determined the best time for you to meet, it would help you purchase tickets and enter all the data into your calendar. And it did all of this inside a single mobile application.

In the near future, consumers will begin to see SVPA technology baked into their mobile phones. For example, Google is quietly starting to release a new SVPA function for Android users that detects when you’ve parked your car, marks your parking spot for you on a Google map, and helps get you back to it once you’re ready to start driving again. All without you explicitly asking it to do so. Marketers, credit-card companies, banks, local government agencies, political campaigns, and many others can harness SVPAs to both deliver critical information and to better read and understand constituents.


In spite of harsh criticism about its business practices, 2014 was a banner year for Uber. With a $40 billion paper valuation, the simple app connecting drivers to passengers is now worth more than Halliburton Corp., Aetna, General Mills, Delta Airlines, Kraft Foods, and Charles Schwab. Uber’s fast growth is due to lightning-fast consumer adoption, and that’s because Uber does two things very well. First, it monetizes downtime. For professional drivers, Uber is a fast, easy way to find riders. It’s also been a boon for people who’ve lost their jobs, offering them a way to make money when other jobs are hard to find. Second, Uber provides a seamless payment interface. Riders don’t need to carry cash or even a credit card, as the entire transaction is handled via a simple mobile interface. Uber’s success has inspired hundreds of other entrepreneurs who want to emulate the best features of the company.

So expect to see lots more new, Uberish delivery and intermediary businesses, including fast grocery delivery, helicopter rides, portable ATMs, alcohol delivery, inhome massage service, dry cleaning and laundry, iPhone repair, personal shopping, medical marijuana, dog walkers, and onsite car mechanics. Meantime, consumers will respond to one-click transactions that process payments in the background – meaning there’s a great opportunity for established retailers, transportation companies, banks, and others to leverage what’s becoming standard consumer behavior.


In its essence, an algorithm is simply a set of rules or processes that must be followed in order to solve a problem. In the coming year, we will also begin questioning the ethics of how algorithms can be used, and we’ll scrutinize the tendency of some algorithms to go awry. Programmers are adding subjective judgments to algorithms and allowing them to deliver answers. As a result, those in the big data space are increasingly misclassifying objects, data and even people.

Numerous stories exist of algorithms wrongly identifying terrorism suspects at airports. High-frequency trading algorithms once nearly destroyed the stock market. A glitch in Amazon’s algorithm caused the price of one of its products to spike to $26,698,655.93. During the next several months, managers should discuss how to include accountability systems for algorithms.


Ongoing breaches have continued to dismantle the public trust. According to a Pew Internet and Society poll, 91 percent of Americans surveyed either agreed or strongly agree that consumers have lost control of their personal information and data. Whether it’s fear of a third party monitoring our mobile phone activity or concern about the safety of online transactions, people are increasingly concerned about their privacy, and they’re pointing the finger at business, not maleficent hackers.

So now, businesses must work to meaningfully encrypt their data, and they must make a public showing of the measures they’re taking to safeguard personal info. One new area of particular note: digital consent. Lawyers could soon use our personal data against us in court. Fitbit data, processed through a third-party analytics tool, was used in a courtroom late in 2014, around the same time that the FTC began investigating Fitbit’s practice of selling users’ personal data to advertisers. We will see growing demands for digital consent agreements and increased transparency.


The block chain is the transaction database that’s shared by everyone participating in bitcoin’s digital system. It’s how the cryptocurrency promises complete anonymity while using a crowd-regulated public ledger system. Think of the block chain as a sort of distributed consensus system, where no one person controls all the data. Even if Bitcoin itself never really gains traction, block chain technology has enormous promise. For instance, some people argue that a block chain system would have prevented the massive credit card breach at Target. A new company, Blockstream, plans to turn the block chain into a universal platform that can be used for anything requiring signatures or authentication. It would let people participate in “trustless” transactions, where buyers and sellers work with an intermediary like an escrow manager, a trustee, or other middlemen.

In some way, each of these tech trends will affect your business in the coming year. The best way to prepare for coming disruption is to learn as much as you can, discuss implications with others in your company, and then commit to launching small experiments internally to help you see the trends in motion.

— Amy Webb is the founder and CEO of Webbmedia Group, a digital strategy firm that advises an international client base on near-future emerging technologies and digital media trends. She is also a Visiting Neiman Fellow at Harvard University. More info: www.webbmediagroup.com

Published in Top Stories

Eighty percent of the focus on an implementation must be about the business and process.

Questions are swirling today about the value proposition of a learning or talent system. Do these systems provide real value? Do the systems meet the expectations of users? Are the systems helping you do a better job of developing people? The answers can all be found in the alignment of the systems to the true needs of the business.

I was recently speaking at a conference and asking about the implementation of the attendees’ learning and talent systems. One question that I asked received a very telling response. I asked, “When you were about to implement your brand new system, how many of you looked at your business processes, mapped them out and used these processes to guide your implementation?” Less than 1 percent had taken this approach. That led me to a second question, “How many of you are happy with the value your learning or talent system provides for you today?” Only about 5 percent answered that they were happy. This is very typical of what we at Bluewater see in the marketplace today. Most people are not happy with their learning and talent systems, but most are also being guided, incorrectly, by the idea that an implementation should happen quickly and painlessly. No need to map business processes when we can just turn the technology on, right?

For more than 14 years, I have been working with companies to help them assess business needs, select learning and talent systems, implement and even operate these systems. A trend I have noticed while completing more than 400 projects over the last few years, is one simple fact: 80 percent of the focus on an implementation must be about the business and process, with 20 percent of the focus being on the technology. As an industry, we have gotten this wrong for so many years because our focus is on technology. Technology itself does not solve problems; it only enables the user of the technology to solve a problem.

Implementation failures occur fundamentally because of four key factors:

1) Everyone is in too much of a hurry.

2) The business processes in the learning or talent systems are established on the fly.

3) Configuration is not driven by what the business needs, but by what the system can do.

4) And the overall user experience is not considered in the purchase.

That covers about 95 percent of failed implementation issues.

If you have a system today, my recommendation is to fix it rather than replace it. The steps described below can and should be used to help you take a fresh look at your existing implementation, not only for when implementing a new system. As your business is going to change over time, you must proactively and regularly re-align your learning and talent systems with the needs of your business.

Step 1. Getting Started - What can we do to achieve a successful implementation or renewal of a learning or talent system? Start where it all begins: with understanding what drives your business. What are your business drivers? These are not your departmental drivers, but rather the corporate goals and objectives regarding revenue, profitability, enablement of your people, and so on. What keeps the doors open at your company? Tat will provide a huge insight into your business drivers. Document these goals, as you will use them later in the process.

Step 2. Create a Map - Map your training and people development objectives and align them to your business drivers. If you find elements of your training and development organization that do not match up to your business drivers, consider eliminating these elements. Once there is an agreed-upon understanding by all stakeholders and an alignment of your business drivers and training and development objectives, it is time to move onto functionality.

Step 3. Functionality - Functionality and technology must come last. They are enablers of what you are trying to achieve. Technology is not the solution, but it will help you get there. The idea is to put your organization in a position to take advantage of the technology you select. Many organizations skip this step and, while they intuitively understand the needs of the business, there is a gap in the actual knowledge of how to get the technology to do what you need it to do. This is because there is an incomplete understanding of the operating methodology required by the business.


Increasingly, I am seeing the business drive requests for talent. These are not the simple job requisitions of years past. Rather, they are deeper requests that understand the value of talent in the business. I have spoken with numerous CEOs who are concerned about the future of talent within their business and their company’s inability to identify who has the skills necessary to drive the business forward. Therefore, the work you do with learning and talent systems is crucial to helping the business understand what talent is available, along with current and future talent gaps and opportunities. This is no longer just about developing leaders. It is about enabling your company’s people for long-term success. Done right, the use of learning and talent systems can finally provide information that will help business leaders make decisions about the future.

Note where I started. It is all about understanding the business and mapping processes to inform how the business needs to interact with your new or renewed learning and talent system, today and in the future.


Reviewing a sample of the organizations we work with, the LMS-only purchase of the past is becoming rare for companies who are doing an in-depth review of business drivers, processes and development needs. Of more than 200 projects we worked on just last year, 76 percent were focused on learning, development and talent management. Of the numerous selection projects we worked on, only the extended-enterprise projects were LMS-only. LMS purchases are still the number one learning and talent system purchase, but now they are combined with performance, succession, recruiting, workforce management, compensation and even HRIS. This is occurring because the need for data in managing talent and the development of people is becoming increasingly important, and the LMS-only approach is limiting. These organizations saw the need to align not only learning and development, but also the ability to measure performance, implement career paths, measure competencies, and identify succession plans for the 90 percent of the organization who are not executives. The HR, learning and development organizations and others found that mapping the needs of the business first revealed a bigger role that their organization could play in the bigger business.

Of the 76 percent of projects that were learning and talent focused, the majority used learning, performance and succession tools together to achieve objectives. But do not focus on performance reviews only, since the performance component of a talent system includes development plans, goals, competency mapping and skills analysis. The idea of including components of a talent system with learning is to provide tools to help analyze gaps in talent against the needs of the business while developing knowledge of where development really needs to happen. Finally, the use of these tools can also provide a degree of personalization and personalized learning.


Your roadmap for implementation and the overall operating plan must be tied together. There are seven key elements that should be the focus of your planning. Each of these elements will help you focus on specific areas where we see great success or failure.

Let’s start with the most important item for creating a proper working environment and that is user experience. If you get the user experience right then the rest of the system flows. If the user experience is wrong, then it does not matter what you have in your system. User experience extends not only to the user interface but also to the user workflow.

Second is content. Content is king. Without great content, the system will not drive any business impact.

Third is all about people. You must establish proper governance of the system, a proper approach to change management and, finally, an administration plan. Do not overlook the needs of your people.

The fourth item is technology. Keep it simple, as it will become a foundation of your operating environment.

Fifth: map all business processes and continually update these processes over time. Know how your business operates in detail.

Sixth, create a data strategy. Know what data you need in your system, what data operates your system, and what data you need out of your system.

Finally, it is all about reporting. I am not sure that I would ever purchase a learning or talent system if I were not 100 percent sure it would provide the reports I need to inform my business. The data we collect in the learning and talent system can transform a business. But that data is only effective if we can report on it.

In this diagram, you see all seven categories their impact on each other. If one area is not addressed, then the wheel will fall apart. If all are addressed, then the wheel will turn properly and drive the business of your organization.

We began with questions about whether a learning or talent system truly offers value, if a system can meet the expectations of the user, and can it help you better develop people. As we see, the answer to all of these questions is not so much about the system, but rather about how the system and the use of the system is aligned — and kept aligned — with the evolving objectives of the business as a whole. Proper selection, implementation or renewal of your system is a result of proper planning. Do the work required, spend a little extra time, get to know your business and the results will speak for themselves.

— Chris Bond, president and CEO of Bluewater, has been transforming the learning and talent management felds through his articles, speaking engagements and consulting services for almost 15 years. More info: www. bluewaterlearning.com.

Published in Top Stories

This may come as a surprise to the new generation of learners, but not all high-profile, technical and/or well-paying careers require a college education.

Of course, a bachelor’s diploma has historically made a rather large difference in wages. In 2014, the Economic Policy Institute found that college graduates earned 98 percent more per hour than non-college grads.

But there’s a price. First and foremost, it’s not all that unusual for a college graduate to carry a debt of $100,000 or more into his or her first job search. There’s another little-considered factor: while the college student spends four years or more to earn the diploma, another person might enter the workplace immediately out of high school and gain valuable real-world experience while the aforementioned college student is focused entirely on earning the best grades possible in the academic world.

There’s no denying that when you have zero experience, a degree is going to help you have a little more clout. Still, that doesn’t mean every young job-seeker needs a degree. In many cases, what might be more important are (1) ambition and (2) a creative way to genuinely build a personal brand.

Let’s face it, 18-year-olds might have life plans, but they also might lack the knowledge of how to best attain their life goals. It that point, college may be the most obvious option — but it’s not the only one.

“For many traditional students, college is a time to ‘figure it all out,” wrote Pratik Dholakiya, co-founder of E2M and MoveoApps in a recent edition of Entrepreneur magazine. “Some incredible social learning and personal growth takes place here — but that will likely be true at this age no matter what. And if you make an effort to challenge yourself, delve into new circles and simply ‘get out there?’ It’s a guarantee.”

Here’s the option to a college education.

1) Identify what you love. It’s often what you’re good at.

2) Identify how to become more proficient at it than the people who will ultimately become your competitors.

3) Start right away to identify the possible markets in which you will be competing, and then investigate and choose the entry-level position that will give you the most experience as you work toward your goal.

“You likely already know if your ideal career path — even if it’s fuzzy — requires a degree or not,” notes Dholakiya. “Many times, it doesn’t. If that’s the case, why spend those four or more precious years getting into debt, taking courses you don’t need and being stagnant?”

Published in Top Stories

Many learning and training professionals are, by now, familiar with the term “MOOC,” but the truth of the matter is that MOOC is only the beginning when classifying technology-friendly modes of learning and training.

MOOC, of course, stands for Massive Open Online Course. The importance of this course is that it is open to a lot of people — students or employees — at the same time. MOOCs represent a distance-based approach to e-learning wherein many learners may participate in a collaborative and interactive fashion. Course contents are distributed using a Web platform under a per-course or subscription model. The unique features of MOOCs include mass participation, social collaborations, interactive forums, and open-ended outcomes. MOOC adoption employs various technologies and solutions including Big Data, analytics, gamification and Cloud.

There are a few key market factors to consider with MOOCs, including low-cost certification, leveraging various technologies (data; smartphone, tablet and wearable device proliferation; and flexible learning experience), cost reductions for corporate training and others. Arguably, one of the main growth drivers of today's MOOC industry is cost reduction for learning and development (L&D) programs at major corporations.

Similarly, COOC stands for Corporate Open Online Course, which is self-explanatory. They’re MOOCs for businesses large and small.

SPOC stands for Small Private Open or Online Course. Contrary to MOOC and COOC, the aim of a SPOC is to offer a small group of people a tailor-made course. University of California Berkeley Prof. Armando Fox coined the word in 2013 to refer to a localized instance of a MOOC course that was in use in a business-to-business context.

SPOCs support blended learning and flipped classroom learning, which variously combine online resources and technology with personal engagement between faculty and students. Early research results point to improved learning and student outcomes using such approaches, as pointed out by Will Oremus in a Slate magazine article. They can include video lectures, assessments (with immediate feedback), interactive labs (with immediate feedback) and discussion forums such as those used in MOOCs.

Reiterating, the target audiences for these three online courses are very broad: individuals, students and workers enrolled by their companies. Their main advantage is that learners can register just by clicking online. They can train, whenever they want to from home, and they no longer have to go out. A lot of people who are at work all day are now able to train this way in the evenings.

Basically, the aim of all three — MOOCs, COOCs and SPOCs — is to offer free training. When you produce a video for an online course, there is no difference in the cost whether it is watched by one person or thousands.
Published in Top Stories

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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Published in On-Demand


As the New Year is well under way, Americans are making strides to make their resolutions a reality, and it turns out that many plan on changing jobs in 2016. Of the working Americans who report that they will definitely change jobs, 50% are Millennials. The findings are part of the “2016 Industry & Productivity Perspectives Report” from business operating system Bolste, which commissioned accredited research firm YouGov to poll the views of a representative sample of 2,766 American adults.

Key findings from the 2016 Industry & Productivity Perspectives Report include:

>> 28% of working adults will contemplate changing jobs in 2016, with 15% speculatively looking for new opportunities.

>> 26% of working Americans are unhappy, unmotivated, not stimulated, bored and stifled, or indifferent with their current job.

>> American employees most commonly feel their employers don’t value their ideas (20%) and independent working skills (21%).

>> 22% of working professionals say half or more of the work emails they receive are irrelevant to them.

“Employee turnover is a huge strain on businesses and workers alike so it’s important to address the issue of workplace dissatisfaction. To remain competitive on the world stage, American business leaders need a way to evaluate their employees’ ideas, give proper feedback and equip their teams with tools and skills to manage projects efficiently,” says Leif Hartwig, CEO of Bolste.

Distracting Email

Email has been the default means of workplace communication for several decades, but overflowing inboxes are a cause of frustration for employees. More than one-fifth of working professionals say half or more of the work emails they receive are irrelevant to them. Additionally, 11% say as much as 75% or more of their inbox is filled with irrelevant emails. The problem with email is especially visible for those who work in the education sector, as 35% report that half or more of email received is irrelevant.

While face time is an important aspect of business and work, 14% of American workers feel that new employees at their company are faced with many pointless meetings to get them up to speed. Meanwhile, 21% say that their employers provide a cookie-cutter type manual for new employees, with 22% reporting that new hires are left to figure out things on their own.

 “We’re seeing a trend away from email and outdated, time-consuming workplace technology for technology’s sake. We will see more software built around helping professionals seamlessly collaborate and ultimately do their jobs better,” adds Hartwig. “Businesses have to respond to workplace shifts and be more flexible to meet the specific needs of their most valuable assets—their employees.”

—More info: www.bolste.com


Published in Top Stories


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


A couple of new HRCI approved course packages called Smart HRCI Bundles are being launched by eLearningChampion.com. The online trainings contain bundled courses for Human Resources (HR) professionals who want to take the PHR or SPHR certification exams or those who already hold a PHR, SPHR, HRBP or HRMP certification and want to renew their 3-year cycle.

The courses in the new bundles offer both “General” and “Strategic” type of HRCI credits, and among others cover the following topics:

>> Human Resources Core Knowledge: Skills, Concepts, Tools, Functions and Activities

>> Business Management and Strategy: Role of HR in the Business Strategic Planning Process.

>> Workforce Planning and Employment: Legislation, Recruitment Strategies, Sourcing and Selecting Candidates, Orientation, Onboarding, and Exit Strategies.

HR Development: Regulations and Organizational Development, Employee Training, Performance Appraisal and Talent Management.

—More info: http://elearningchampion.com/hrci-bundles/


Published in New Products


A new report, “The Consumer Learner at Work,” suggests L&D teams need to be aware of the importance of having easy access to practical learning that will add value to their lives. Of those sampled, 70% were motivated by technologies that allow them to network and connect with each other, 90% download apps to further their learning, 50% are education-based, and 49% are productivity tools.

Here are a few insights covered in the report:

>> Workers have a positive outlook on the value of online learning: 80% can see how online learning can help them further their career; 70% think that it has a positive impact on their job performance.

>> Workers know more about what they need than most L&D teams give them credit for: 88% know what learning they need, but only 42% agree that their company provides relevant online learning for their job.

>> Workers overcome challenges of access, but struggle with supply: 53% find location or I.T. is a barrier to learn online, so they are turning to mobile, with 64% saying accessing learning from a mobile device is essential/very useful; 29% find online content uninspiring

>> Workers do not consider the course as the only option: 77% rate working in collaboration with others as essential/very useful.

>> Workers turn to technology for convenience and connectivity: 89% are downloading apps - e.g. for education (50%) and productivity tools (49%).

>> Workers value personal experience for personal gain: 57% want learning to contribute towards a qualification or certification.

>> Managers play a crucial role: 31% say that support from their managers is critical to a smooth and successful online learning experience.

The report was produced by England-based Towards Maturity in conjunction with learning provider Filtered. It surveyed 2,000 potential workers about their aspirations and the experience of learning in the workplace.

—More info: http://www.towardsmaturity.org/in-focus/2016/consumerlearner


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