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

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

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

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

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

—More info: www.bizlibrary.com


Published in New Products


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


Published in Latest News

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

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

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

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

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

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

Geographical Segmentation and Analysis of the Interactive Projector Market

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

Competitive Landscape and Key Vendors

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

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

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

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

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

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


Published in Latest News


Grovo has announced $40 million in Series C funding led by existing investor Accel with participation from Costanoa Venture Capital, SoftTech VC, Greg Waldorf and new investor Vayner Capital. Grovo will use the funds to expand its core product offering and secure its position as the leader in workplace learning innovation. To support its explosive growth, the company also plans to invest in a round of key executive hires and an expanded New York City headquarters. The round comes a year after Grovo’s $15 million Series B, also led by Accel, and brings Grovo’s total equity raised to $65M. 

Grovo’s annual recurring revenue has grown 400 percent over the past 12 months. Recent clients to join Grovo’s portfolio include WeWork, The Wyndham Hotel Group, and the National Basketball Association. They join existing clients such as Capital One, Chevron, the Kansas City Chiefs, Pernod Ricard, and DDB Worldwide.


Published in Latest News


A recent survey by iQudo found that 83.7% of 502 people from a cross-section of professions in San Francisco do not get their best ideas on the job due to time constraints, distractions and stress. Of the survey participants that do get their best ideas at work, 47.7% cite inspiring co-workers as the number one reason for on-the-job creativity. The second factor is a creative atmosphere at 29.1%, followed by job creativity requirement at 27.9%. Having time to ponder on the other hand, ranked fourth place only at 20.9%.

The study results indicate that time isn’t key to personal creativity and generating outstanding ideas, but inspiring co-workers, the presence of a creative atmosphere and required creativity are.

“The most important investment for a company is its people,” says Robert Gerlach, founder and creativity coach of iQudo. “When people share the same chemistry, they are more likely to talk with each other and eventually build trust. Trust is a major component for sharing ideas and honest feedback.”

The findings of this study may have major implications for innovative companies and how they approach creativity, and may well signal the need for a paradigm shift. For creativity to thrive, it is up to leaders to foster collaborative relationships, establish a creative atmosphere, demand creativity and provide limited time to ponder.

The iQudo ideation study was carried out mainly in the South of Market and Financial district in San Francisco, as well as selected residential neighborhoods. Majority of the survey respondents were working people between the ages of 16 and 65.

—More info: http://www.iqudo.com/survey


Published in Latest News


For the past 20 years or so, businesses have hitched their wagons to what are called “metrics,” which Klipfolio (a provider of business dashboard software) defines as a quantifiable measure that is used to track and assess the status of a specific business process.

In business there are three types of metrics:

1) Performance metrics quantify a unit’s performance.

2) Project metrics tell you whether a project is meeting its goals.

3) Business metrics define the business’s progress in measurable terms.

So business metrics, Klipfolio adds, should be employed to address key audiences surrounding a business, such as investors, customers and different types of employees, such as executives: “Every area of business has specific metrics that should be monitored … marketers track campaign and program statistics, sales teams monitor new opportunities and leads, and executives look at big picture financial metrics.”

However, “analytics” (the current in-vogue business term) takes metrics one step further by adding pre-determined dimensions or characteristics, giving your metrics “context” — that is, the ability to track and assess the status of a specific business process.

In short, metrics are quantitative measurements, while analytics are qualitative measurements.

But not every metric can be combined with every dimension or characteristic. Each has a “scope,” so in most cases, it only makes sense to combine dimensions/characteristics and metrics that share the same scope.

Visier (which markets workforce intelligence solutions) says that some analytics applicable to corporate employees are: new hire performance, career progression, predicting the risk of employee exit as it applies to talent retention — and many others.

According to a Visier whitepaper, “the most commonly monitored workforce metrics do very little to deliver true insight into HR topics. So leaders need to graduate from metrics to analytics, surfacing the important connections and patterns in their data to make better workforce decisions.”

—Download the whitepaper: www.visier.com/lp/wp-datafication-of-hr/


Published in Latest News

Every organization has a diverse range of core business, professional and technical skills their employees require for success. Among these skills are leadership, manager and supervisory skills, new manager training, sales, customer service, communications, problem solving, and desktop computing. We could probably name more, but you get the idea, right? Organizations require foundational skills development across many different competencies and topic areas.

Further complicating the job is the fact that there are three levels of content needed for most training:

Level 1 – Basic off-the-shelf content designed to provide a foundational level of mastery of a specific skill or competency.

Level 2 – Content designed to illustrate the application of Level-1 content to an organization’s industry, business, processes or challenges.

Level 3 – Content that is 100 percent customized, based upon subject-matter expertise that is unique to the organization and/or industry.

How do we find the right mix or blend of these levels of content to deliver the right training content to our employees? We believe the best mix is a ratio of 10/2/1. So you want to provide about 10 off-the-shelf courses (Level 1), two moderately customized courses (Level 2), and one fully customized course (Level 3). This mix may vary depending upon your unique needs, but this ratio will serve as a useful starting point.

A good way to see 10/2/1 in action is to tell a story:

ABC Widget Corp. manufactures a unique widget. Its customers love the product and are continually finding new ways to use it. These creative uses posed challenges for product-support specialists. Customer satisfaction ratings of the product remained good, but there was a slip over six months as support reps struggled to answer new product questions from customers.

So ABC licensed an off-theshelf collection containing thousands of courses that included customer service, telephone skills, problem solving, dealing with difficult customers, and listening skills. It worked with the vendor to create a curriculum of 10 micro-learning videos on topics that would improve key support skills. Based upon the managers’ review of customer calls, ABC developed two additional videos to show the support team how to apply the foundational problem solving, customer service and listening skills to the calls coming in about the product. These videos helped the reps uncover more effectively and efficiently the root cause of customer problems and facilitate much faster resolution of requests for help.

ABC finally built one entirely customized course explaining the product itself: its design, intended use and how customers could maximize value from the creative ways customers were finding ways the widget could work.

This 10/2/1 approach allowed ABC Widget Corp. to do some very important things with the content and training team.

>> The Level 1, off-the-shelf, content provided skills training on the foundational skills employees needed to quickly and effectively solve customer service problems. By having access to a broad selection of content, each employee could focus on an individualized approach to improvement while freeing valuable training-team resources to develop more complex content.

>> Level 2 content allowed the training team and managers to illustrate how mastery of core customer-service skills worked in their company culture, using their systems and process to handle customer calls quickly and effectively.

>> The fully customized Level 3 content allowed ABC to take advantage of its unique subject-matter expertise and not waste time developing foundational training courses that were readily available in their OTS collection.

—To learn more about incorporating off-the-shelf content into your learning program, download BizLibrary’s complimentary e-book, “Got Content” at http://goo.gl/lu46KP.

Published in Top Stories


Earlier this month, Ryan Eudy, CEO of ej4, penned an excellent article in Forbes magazine.

“The reality is that most learning technologies have been around for a long time,” Eudy wrote. “The challenge for entrepreneurs and business owners is not finding the latest, hottest tech solution. The challenge is answering the question: Now that these technologies have matured, how can they be crafted into effective learning programs that achieve business goals?

“We can see how the industry is addressing that question through three technologies: gamification, short-form video and mobile learning.”

Eudy predicts that e-learning in 10 years will not have changed that much since the recent advent of mobile learning. The invisible difference will be that “Big Data solutions will be running in the background, giving instructors and training directors insights into learning rates, content use, retention and more.”

—Read the full article: http://www.forbes.com/sites/theyec/2016/01/05/three-trends-in-e-learning-that-can-help-businesses-craft-better-training-programs/


Published in Latest News

There is a great “generational shift” under way in the workforce that is already having an enormous effect on workplace learning.

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

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

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

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

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

>> The myth of job security is dead.

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

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

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

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

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

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

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