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 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

 PEOPLE GROW BUSINESS.  WE GROW PEOPLE.

ej4 creates award-winning content based on the 4 “J’s”: just as needed, just enough, just in time, and just right. This content is delivered through short, tactical videos designed to teach new skills and change behaviors through an engaging delivery style based on adult learning methodology. ej4’s content library contains more than 1,500 courses with new and updated content every month.

ej4’s off-the-shelf e-learning is more than a video learning library. It offers a collection of proven solutions that are built with instructional design specific for e-learning in today’s multi-platform mobile workforce. The current and future business environment demands tools that are quick, strategic, and accessible on all devices. ej4’s content delivers in all areas.

ej4 provides your company with an immediate solution that employees can use to get the information they need while being back to work in 10 minutes or less. Plus, with ej4’s Thinkzoom platform, you have the ability to personalize the learning with your own custom video.

ej4 bridges the gap between potential and results. It offers:

>> More than 1500 courses on everything from sales, compliance, I.T. training and general soft skills for every business 
>> Content that is delivered through any device or platform 
>> Professionally created videos that are informative and up-to-date 
>> A customizable learning management system (Thinkzoom) 
>> Dedicated learning professionals to support your business 
>> Complete custom videos for your unique needs

PRODUCTS:

Off the Shelf Videos - At ej4, e-learning is done a little differently. While the company does offer hundreds of e-learning courses on topics like Management, Productivity, Anti-Harassment and Customer Service, it looks for the business need first. It analyzes your problems and builds solutions that fit your needs.

ej4’s libraries of courses consist of readyto-use solutions for your organization’s specific needs. They are broken up by topic in Business Skills, Workplace Compliance and Microsoft Office that can be deployed on any platform. http://ej4.com/resources-catalog

LMS Platform - Thinkzoom by ej4 is more than a learning management system. It’s a powerful knowledge-sharing platform tool for a customized user experience. Thinkzoom is an easy-to-use platform that allows you to record, edit, track and share your company-specific knowledge that integrates seamlessly with all ej4 content. http://ej4.com/services-thinkzoom

Custom Videos - There are times when an off-the-shelf course does not effectively teach an industry-specific skill or communicate your company message. Partner with ej4 to create custom e-learning videos that are short, to-the-point, and communicate YOUR message. http://ej4.com/services-custom-elearning

Support - It’s easy to get started using the ej4 solution. You can be up and running in a few days. Its team of dedicated learning professionals partner with you to ensure your learning program meets the needs of your learners.

CUSTOMERS

ej4 has customers that cover the spectrum in size, industry and products. To name a few: Goodwill, TigerDirect, First American Title, Allison Transmission, Pepsi, Dr. Pepper Snapple, Mahindra, Wells and Community Coffee.

WHAT CUSTOMERS SAY:

>> Dr. Pepper Snapple Group: “At Dr. Pepper Snapple Group, we needed to take the disciplines and common practices that we wanted to instill to over 20,000 employees across 250 locations. Using ej4, we were able to achieve these goals in a quick, efficient, and effective manner.” 
>> Greatcall: “With ej4, course completion rates have increased over 80 percent, and employees continually request additional professional development.”

CONTACT INFORMATION:

12125 Woodcrest Executive Dr., Suite 300 St. Louis, MO 63141 
Sales: (800) 566-3159 
Headquarters: (314) 878-6700 
This email address is being protected from spambots. You need JavaScript enabled to view it.  
www.ej4.com

 

Published in New Products

Don’t Have C-Level Support for Your Training Programs? Here’s How to Get It.

There are very few absolutes in the world of employee training and development. However, one thing is true for all organizations: Without visible and substantive executive-level support, employee training efforts rarely deliver significant business benefits or ROI.

One of the foundational challenges for HR and learning professionals is building and then maintaining executive level support for investments in employee training. Here are some suggestions to help:

1 LINK TRAINING PROGRAMS TO ORGANIZATIONAL GOALS

We are not using the buzzword “alignment” here for a very specific reason. “Alignment” has largely ceased to have any real meaning. It might have meant something once. But now people just toss around the term casually to suggest some kind of connection, but people don’t typically associate it with action — which should be an active pursuit.

Identify what your organization needs to achieve in the coming year. Make sure your employee training program is designed to help departments, teams and employees improve mastery of competencies, skills and behaviors that will help your organization reach its goals. Remember: If you don’t have clear goals, you will not have any idea where you are going; and if you don’t know where you are going, any place will do.

2 IDENTIFY AND CLOSE PERFORMANCE GAPS

Quit thinking about needs analysis, and start conducting performance-gap analysis. If you ask sales managers what training they need, they will inevitably tell you they need sales training. What does that really tell you? What specific behaviors need to be improved to close the gap between the current level of performance and the desired level of performance? Do sales reps need better phone skills? Do they need better negotiation skills? Do they need better presentation skills?

Ask for a clear description of the desired state of performance, and compare that to the current level of performance. Next, analyze the behaviors that need to improve that will close the gap between these two states of performance. Using these behaviors as your guide, identify the competencies, skills and knowledge that must be improved to close the gap. This analysis must be ongoing to close gaps and begin building a series of continuously improving employees, teams and departments.

3 MEASURE AND REPORT SUCCESS

The first two steps are designed to answer a foundational question: “What will success look like?” Now it’s time to answer this question: “How will we know if it works?” Executives need to know that their investments will yield returns and deliver business benefits such as reduced costs or increased revenues. We must learn to translate our employee training language into the vocabulary of business for executives.

Linking training initiatives to business goals and working to improve behaviors to close the performance gaps you’ve identified puts you in a position to do exactly that. If the organization wants to increase customer retention and you’ve identified the performance gaps and behaviors that need to improve to drive an increase, you can deliver a report linking your training efforts to a percentage increase in customer retention. Each customer retained has a dollar value. Know what that is, and report it. Now you are delivering a report in the vocabulary of executives, proving the value of employee training. The objective is to make a similar link for every initiative you start.

These three steps, taken in this order, will help you get and keep C-level support for your employee training programs. Deliver real business results, and you’ll never have to ask for a seat at the table again. —Check out BizLibrary’s ondemand webinar on “How to Gain Leadership Buy-In” at http://goo.gl/82wPPq.

Published in Top Stories

(in Training Programs)

If you build it, will they come? Do your employees participate in your training program at the rate you’d like? How many courses per month does the average employee start and complete? By way of a benchmark, the average employee at a BizLibrary client takes 4.9 video courses per month. How does your employee population compare?

If your employees aren’t participating at the level you’d like, it’s time to take some action. Here are some steps you can take to drive higher employee participation in your training programs — starting today.

1 ASK EMPLOYEES, “WHAT IS WORKING AND WHAT ISN’T?”

Ask your employees for their opinion. It’s really that simple. Your employees are your customers. So let’s ask them what they want and work toward delivering training programs they will want to use. This is a great mindset to adopt as you strive to drive higher participation. Keep the surveys short, direct and to the point. Try to keep the survey about two to three minutes in length, and keep the responses anonymous.

Be prepared to act upon the information you receive. You’ll lose all credibility if you ask your employees for feedback and then fail to take the necessary steps to make improvements. Also, you should be transparent. Publish survey results, and tell employees that you appreciate their suggestions and will take steps to make the program better. This will give employees a reason to pay attention the next time you ask.

2 REDUCE THE AMOUNT OF CLASSROOM TRAINING

It doesn’t work. Really. Scientific research proves beyond doubt that lengthy, immersive classroom-type training sessions are a waste of time and money. Check out “Make it Stick, the Science of Successful Learning” by Brown, Roediger and McDaniel; “Thinking Fast and Slow” by Kahneman; or the work published by Art Kohn in this area. Move as much content as possible to delivery methods that really work.

3 MAKE EFFECTIVE USE OF MICRO-LEARNING

Employees frequently complain that traditional learning is too long, too boring, too out-ofdate, and too inconvenient. There’s actually a litany of other complaints. Science tells us that micro-learning is the most effective employee training method and is consistent with the ways in which people naturally learn and retain information. Don’t fight nature ... embrace it to improve your training programs and participation.

4 MARKET YOUR TRAINING PROGRAMS TO EMPLOYEES

One reason why employees may not participate in training is that they may not even know about it. So make sure they know. This is a fundamental marketing challenge for many training professionals. Employees have to be informed, they need to be able to see the value in training, and they have to be motivated on some level to act and consume your product: the training program.

Many training professionals make the mistake of believing that once the program goes live and the initial blast of communication goes out to employees, the marketing of the program is complete. That’s a common mistake, but one that must be avoided. Marketing requires an ongoing, continuous effort to keep the value and importance of your training programs at the very top of employees’ minds. It’s like advertising. Think about how many times you see a commercial for a product. You have to “advertise” the value of your training program the same way — continuously, creatively and in such a way that employees are always aware of it.

—To download BizLibrary’s complimentary e-book on “How to Create a Marketing Plan for Online Employee Training,” visit http://goo.gl/iVDbt8.

Published in Top Stories
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