Recharge your training by thinking like a marketer.

If a sales team keeps a company propelling forward by hitting numbers and marketing spurs ripples by creatively capturing mindshare, what are trainers? Trainers help keep business afloat from the bottom up, imparting the data and strategies high-performing personnel need to successfully do their jobs.

That’s all well and good — after all, no company, whether enterprise organization or SMB, wants a stagnant workforce. Wasn’t it Einstein who said, “Once you stop learning, you start dying?” I stopped studying quotes years ago, so I digress.

Sarcasm aside, the fact of the matter is that while training is necessary, it can also be sluggish and a big budget suck if it’s not approached appropriately. What can help? Train like a marketer — specifically, a forward-thinking, design-savvy, customer-empowering, data-analyzing, digital marketer. Here’s why.


Trainers often look at the marketing team in envy, with their big budgets, fancy graphics, and lavish events. Marketers in this digital age are sort of like hipsters — you don’t really understand everything they do, but you know it’s probably trendy and cool. This, understandably, can be a little off-putting to trainers stuck in a downward spiral of endless budget cuts, PowerPoints and 18 options of Word Art.

Although marketers may appear to have more options than trainers when it comes to design (and the truth is that anyone can design, by the way), the real point of contention here is that many trainers don’t seem to need marketers. In fact, they have the tendency to exhibit a bit of indifference when it comes to the tactics marketers use — after all, isn’t most training mandatory? The marketing frills, then, don’t do trainers any good. People will show up anyway — donuts or no donuts, Word Art or cinematography. Not true.

The corporate landscape is changing. Now, trainers have to approach customers and partners — not always the other way around — to not only help them improve product knowledge, but even boost product usage or revenue. In addition, some trainers today are being asked to improve attendance rates. That’s where marketing skills come into play. Let’s break down some of the major lessons trainers can take from their marketing brothers and sisters down the hall.


Here are a few lessons trainers can take from the marketer’s playbook:

>> Leverage, leverage, leverage. Marketers leverage spokespeople all the time, so why can’t trainers? Executive sponsors are recognizable, relatable, and authoritative. You’re probably not going to get an executive sponsor to deliver the training, but he or she could at minimum ask people to participate via email, intranet, instant message or Slack. Even better — have the spokesperson film a short video invitation to hype up the training. It shouldn’t be difficult to get the sponsor on board with this idea. It won’t take much time and, as a stakeholder in the success of the business, it should be a nobrainer.

>> Make email automation your friend. This might not be suitable for all training programs, but it certainly is for the ones that have to reach an outside audience like partners or customers. Trainers can send emails via an email marketing automation platform for speed, but there’s another bonus — analytics. Track those efforts to better understand which approach is working and which, if any, you need to reevaluate.

>> Get social. Social is a powerful tool, and its benefits aren’t isolated to one department. Like marketers, trainers should consider leveraging (see, there it is again) social media organic and even social advertisements. Facebook has excellent options because it is user-friendly, affordable, and allows for hyper-targeting.

>> Empower and inform, don’t dictate and preach. Both marketers and trainers seek to tell their respective audience something — that’s a given. The difference often lies in the approach. Successful marketers tend to view campaigns from a very human, audience-driven perspective. As a result, winning campaigns aren’t dry regurgitations of features and benefits — they’re engaging, memorable snippets of a bigger picture of a brand. Trainings can be, too.

>> Go small or go home. Yeah, you read that right. Marketers don’t tell their consumer base everything about a product in one piece of content. Rather, they focus on digestible chunks presented in a memorable way. Rinse, repeat. Trainers can take a hint here. In order to get the big picture, sometimes baby steps are required. Breaking trainings down into segments can be an effective way to reach a larger percentage of the audience more effectively.

>> Make it pretty. As marketers know, design and delivery are uber-important, and trainers can get in on the action, too. So, maybe all trainers don’t have access to the hottest design software—but I bet many of them have a smartphone or a device that can record video. Start there. Incorporating video into trainings is an easy and fun way to break up the monotony of text blocks and slide transitions.


When I worked at Cisco once upon a time, I worked with Faith Legendre, a wonderful learning and development expert at Cisco. She was always trying to get the marketing experts and training expects together when it came time to design, implement, and promote new training initiatives. She is the one that taught me that marketers and trainers can learn so much from each other.

Legendre said, “Just like an effective well designed commercial that a brilliant marketer would do (hint, hint partner with marketers) break up your training into digestible nibblets, take the complex and break it down, make it super simple, sequential and fun. Then embed it right where the learner needs it on that page of the system, application, or even a Word doc.”

I agreed with her then and I agree with her now — the case for collaboration here is a strong one. Trainers and marketers have a lot to learn from each other. Trainers, for instance, take so much time and effort to create content that can easily be consumed. They’re also great at making sure that knowledge is transferred. Marketers are great at identifying a message that will reach an audience in a memorable way — seems like a match made in heaven, if you ask me.

If your trainers regularly had the help of marketers, how do you think knowledge retention and session attendance would improve in your company? Isn’t it at least worth a try? Can you relate to any of the suggestions above and find one or two that would be a cinch to implement? I’d love to hear your thoughts.

– Eric Vidal, Editor & Chief Content Officer, The Marketing Scope. @EricVMarketing

Published in Insights


Einstein was introduced at Dreamforce this week. Einstein reveals the customer’s DNA within the salesforce platform. By knitting together the digital fingerprints of each consumer, Einstein provides actionable analytics in a smart app. This AI solution offers predictive analytics, machine and deep learning and understands natural language all born from $1 billion of recent acquisitions.  Marc Benioff’s goal is to take a complex solution like AI and make it easy to use within Salesforce.

Einstein is AI built into the core of the Salesforce Platform where it powers the CRM. IT delivers advanced AI capabilities to sales, service and marketing- and enables anyone to use clicks or code to build AI powered apps that get smarter with every interaction. Now, everyone in every role and industry can use AI to be their best. Einstein literally captures data, feeds it to the engine to learn, guide and recommend based upon trackable customer needs and wants.

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Salesforce users can leverage Einstein to serve customers better by Anticipating sales opportunities with Sales Cloud Einstein; Proactively resolve cases with Service Cloud Einstein; Creating predictive journeys with Marketing Cloud Einstein; and, Embed intelligence in every app with APP Cloud Einstein.

“Hundreds of thousands of businesses and millions of people will benefit from the best machine learning to make smarter decisions and function more effectively,” shares Shubha Nabar, Lead Data Scientist, Salesforce.

Schneider Electric, a company that supports a majority of commercial buildings across the globe, uses Einstein for Field Service. Einstein receives information on the status of electrical panels within buildings, identifies power interruptions and sends info to the field for immediate response with the status available immediately to the technician. In this example, the technician was equipped with Virtual Reality headset to view the dashboards and repair methodology while evaluating the power panel.

Why do we need Einstein?

“B2B and B2C customers are automatically generating information just by having a smartphone and interacting with the sensors it carries,” replies Shawn Belling, Vice President, CloudCraze. “This creates huge amounts of data that any commerce or AI engine can write integrations and algorithms to connect o and consume. The challenge is making sense of all of this data, and using it to generate value. Einstein could make this easier for everyone.”

 “AI [Einstein] can analyze CRM data to equip businesses with the tools to personalize messages to multiple decisions markers in real time. This add overall value to customers by enhancing efficiency, and driving revenue through better business processes and available insights,” continues Belling.

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What does the future hold for AI?

Scott Horn, CMO at (24)7, an AI-powered customer engagement solution provider suggests, “Einstein is a sign of the true potential of AI- as a supplement to the human intuition. By turning cold calling into warm-calling, this is an opportunity for AU to prove itself as a truly productive counterpart to the human mind. And, the applications for this technology go well beyond sales. AI is bringing automation to customer service, which will bring major benefits to consumers. For the first time, businesses can now understand and act on consumer intent, meaning that consumers will no longer have to repeat information or be bombarded with irrelevant information. This technology will be commonplace in the next five years.”

How do you get Einstein?

First, you need to use Salesforce, and activate Lightning, Thunderbolt and then Einstein. You literally build upon this AI cloud leveraging the Salesforce Cloud. To discover your path to AI, visit


Published in Latest News

Providence Health & Services recently launched a community of practice — a group of individuals who collaborate to fulfill both individual and group goals — and this group needed an online platform to reach members across several states about instructional design. I learned about Path2X during a workshop several months ago. Path2X incorporates numerous helpful features. I was excited about implementing the enhanced tools and I understood how these tools matched the organic ways in which people learn such as finding, sharing, and discussing articles or asking for help with a particular skill from an experienced peer. The failure was not due to Path2X, it was due to factors that should have been considered when launching any social learning initiative, regardless of the platform used.


I made the mistake of explaining how each tool in Path2X worked immediately, rather than focusing on the purpose of the group — instructional design. Many group members became lost in the amount of information about the tools and were quickly turned off to using them.

The lesson I learned was to first focus on the users’ needs. I should have identified their high-priority needs, then I should have identified and used the tools that supported those needs. I later found that they primarily wanted to download templates, learn how to use specific skills, and discuss best practices with particular authoring workflows. These needs all stem from a desire to increase their production capacity on their current and upcoming projects. They did not want to learn about the latest trends nor how to track their progress.

I would have initially focused solely on file sharing, lessons and tutorials and group discussions since they matched the user needs. Hold off on introducing other tools until there is an interest or an organic way to introduce them.


When I first started this initiative, I had spent some time configuring the site so it would best support the group’s learning needs. I made examples of how the mentoring would work, aggregating more than 5,000 relevant blog articles, tutorials, templates and discussion threads. In a very real sense, I was completely focused on how the features worked rather than identifying what the benefits were and how they supported the goals of the group. For example, the group said they wanted to have templates to help them author their projects faster to meet their deadlines. The benefit of being able to access and use templates is reduced production time which results in less stress and greater ability to meet due dates. If I could redo the Path2X launch, I would have explained a basic tool by explaining its benefit then shown how it can be used to decrease production time.


During the set-up of the online forum, I often thought about the vibrant social learning that could occur including the exchange of timely questions and thought-provoking answers, feedback on projects and developing valuable relationships.

The lesson I learned was how important it is to clarify expectations. I did not explore with key stakeholders and explain to the users what was expected of them, me, and of the whole project. Before implementing social learning, be clear about how often users should participate in online discussions, and the frequency that facilitators will post templates and other resources.

Looking back, instead of thinking about what could occur, I need to be thinking about clarifying what should occur. Avoid this by having discussions early with key stakeholders about expectations of the users, host, and project.


The Path2X launch was an implementation failure, not a technical one. It doesn’t matter how good whatever social learning platform you use — you’ll be three steps ahead of the game if you learn from my mistakes.

— Johnny Hamilton is Online Instructional Designer at Providence Health & Services. He is a 2016 Learning! Champion for extraordinary contributions to the learning industry.

Published in Ideas

The Silo Organizational Structure: An office where no one communicates, everyone hordes their knowledge and best practices, and where no one works together to enhance the client experience. While some organizations are structured purposefully as silos to enhance competition rather than collaboration, in many organizations, a silo culture can develop unintentionally and gradually, until it becomes an environment where individual teams think and act unilaterally, working against one another, inhibiting a company’s ability to achieve its goals. This lack of collaboration in the silo structure impedes productivity, erodes employee satisfaction, and ultimately causes clients to question whether a company champions a united front.

Eliminating a culture of silos is not an easy undertaking. However, with the right tools, support from the top down, and a strong strategy, silos can be dismantled and a culture of collaboration and learning can take hold. When you break down silos, you enable individual teams to function independently, while working together as one cohesive team.

OVERCOMING SILOS As a global provider of supply-chain services with a footprint of more than 400 stocking locations operating in 90 countries, we at Choice Logistics are expected to meet clients’ time-sensitive service level agreements. It’s essential that we collaborate internally and with vendors and clients to ensure alignment of goals and expectations. We must manage and move parts all over the world and must communicate and collaborate effectively to achieve the required results. We’re relentless in our efforts to help clients achieve success, since they rely on us to act as a partner, part of their team, when servicing their client base. Working cohesively is essential to our success; collaboration is key.

Indeed, two of our core values are collaboration and educating one another. We believe our success is dependent upon the collective knowledge and growth of our employees. We strive to build an environment where employees can reach their highest potential, and work with them to identify and support individual and collective growth. Last year, we recognized that not all departments were working from a common set of goals, nor were they fully informed about the business, clients, and operations. Silos were beginning to take hold and, without a unified focus, our organization was unable to provide the best client experience. While functional departments are necessary to centralize team efforts, we needed a strategy and the right technology to help break down these silos and improve collaboration and learning across the organization.


In 2015, we made a concerted effort to eliminate silos, using a people, process, and technology approach. There were many goals with this program, but the overarching one was to break down silos by restructuring the organization to improve client focus and employee engagement; by evaluating current processes to eliminate inefficiencies and redundancies; and by utilizing Salesforce to support these efforts and to improve visibility and collaboration across the organization.

Strategy 1: People

Organizational Restructuring: We reorganized our teams as a more clientcentric model. Although we continued to be function-focused, by making crossfunctional information more readily available, teams became better equipped to share and collaborate on the best solution for the client. With Salesforce, teams also have more centralized information at their fingertips. The end result has been a better client experience. Constant and Consistent Communication: To support employees during this change, and as an extension to the company’s open door policy, executives hosted dedicated open office hours. These forums provided a safe, individualized environment for employees to share their concerns and provide the executive team the opportunity to remove any obstacles that may be impeding employees’ abilities to perform. We also hosted a variety of focus groups, organized by function, to open up the lines of communication and help employees understand the change, and feel part of the process.

We hosted quarterly town hall meetings to keep employees updated on the state of the company. We used common marketing strategies to gain buy-in, reinforce our message, and keep employees informed. We continue to use this forum as an additional opportunity to reiterate strategies, progress, and future goals.

Strategy 2: Training

Employees, through structured training and organic learning, continue to break down silos by using Chatter, Chatter Groups, and other functional processes within the Salesforce platform. Additionally, we refocused our monthly People, Process, Technology training series to facilitate knowledge sharing around core departmental goals and functions, and how they are aligned in support of the company’s overall goals.

Strategy 3: Process

We chose Salesforce as the tool to support our processes. Though we already had a few licenses for our sales team, we expanded the number of licenses to include all operational and client-facing team members. We began by introducing employees to the account information, so they could gain a deeper knowledge of clients and their business.We then expanded by moving the internal task management system, a custom-built SharePoint tool, into Salesforce to improve user adoption.

The rollout, and continued development of the company’s Salesforce platform, comes with constant communication and training, helping employees understand how to maximize the tool, and constant reinforcement of the importance of collaboration. As employees become more aware of the capabilities within Salesforce and the processes it has already built into the platform, they are providing new ideas to expand its use.

By integrating processes into a unified platform, we were able to reinforce teamwork and support the behavioral change needed to move from a culture of silos to a culture of collaboration and learning. Employees have become more invested in Salesforce, and are embracing this transformation.

Strategy 4: Technology

Choice Logistics began the process of eliminating silos with Salesforce. Though traditionally thought of as a CRM, Choice Logistics envisioned a platform where all departments could operate together on a daily basis, despite their particular focus in the overall process. We continue to customize objects and move operational processes into Salesforce to support our goals. Two examples of growth within the platform are value-added meetings and internal meetings. Value-added meetings are records of meetings with clients or vendors where value is brought to the relationship; issues and opportunities are identified and next steps are planned and actioned. Internal Meetings are where we record functional or cross-functional meetings. Both of these meeting types are distributed to key stakeholders, and are also visible across the organization. This helps to further eliminate silos and pave the way for collaboration. The more employees know about what is happening with our clients, the more they are able to improve the client experience.


The results of our Salesforce implementation are far reaching. Breaking down silos in a service organization not only improves internal operations, communication, and collaboration, it also improves working relationships with clients and vendors, and their overall satisfaction. It has also positively affected employee engagement and employee satisfaction overall. A few key highlights are:

>> Enhanced collaboration

>> A 33-percent improvement to our Net Promoter Score

>> Improved employee satisfaction

>> More timely and complete client deliverables

>> Better access to information

>> Enhanced learning environment

As we continue to build on this collaborative learning culture, more employees are identifying operational processes to integrate into Salesforce. Visibility into what the organization, departments, and individuals are doing is improving collaboration and learning. We’re now in the process of migrating our current learning management system into Salesforce, utilizing Redwing and Appinium, to further centralize our efforts and enhance our ability to provide just-in-time learning to our teams, improve their overall learning experience, and gather real-time data to help make informed decisions and track progress.

“Since we are in the service business, our success is largely dependent upon the strength of our people, and the Salesforce platform has introduced a new world of communication, training, and cross functional collaboration to our workforce,” says Anne Yarmark, EVP Human Resources & Administration, Choice Logistics. “All relevant client data is shared and captured instantly so there is internal visibility on all client initiatives across all functions. Since its inception, Salesforce has given us a customizable tool to enhance the overall client and employee experience because it has helped us to execute at a higher level. The platform has increased our productivity through efficient and effective process management, instantaneous information sharing, and core communication governance. Ultimately, the Salesforce platform has given us innovative and exciting paths to training and for preparing our workforce to be successful.”

Using Salesforce has helped us create a more collaborative approach and boost its already robust learning culture. In this more team-centric environment, employees are sharing not only information, but knowledge and experiences — key components in the company’s core values of collaboration and educating one another. With the right strategy, continued communication, and Salesforce as a tool, employees are now better enabled to function independently within their teams while coming together as a cohesive unit to support corporate goals and provide the best possible client experience.

— Kate Kearney is Director of Organizational Development & Training at Choice Logistics, Inc. Choice Logistics is a six-time Learning! 100 organization.

Published in Top Stories

The United Nations Educations, Scientific and Cultural Organization and the Council for Higher Education Accreditation released an advisory statement to higher education entities worldwide. The statement focuses on examples of corruption such as false advertising and accepting bribes in exchange for degree-granting powers. The 28-page document also offers corresponding preventative actions and encourages the importance of including students in the process to eliminate corruption.

—Learn more:

Published in Latest News


GovDelivery transforms learning for government, whether that’s converting classroom­based training, overhauling ineffective online resources, or developing a better learning management system to meet the needs of today’s mobile learners.


>> Convert in-person or online training content into interactive courses.

>> Develop engaging videos and digital reference guides.

>> Incorporate social learning opportunities.

>> Access to next-generation learning technology for government

>>Create interactive videos and educational content.

>>Optimize the distribution of your training courses and initiatives.

>> Increase learning attendance and adoption of your most critical programs.

—More info:


Published in New Products

Executives Nominate 100 Solutions Across Expanded 30 Categories for Excellence


Elearning! and Government Elearning! magazines, the industry voices of the enterprise learning and workforce technology market, announced today the Best of Elearning! Awards 2015 Finalists. Readers and professionals from both the private and public sector cast more than 4,000 nominations for the best-in-class solutions across 30 product categories. Winners of each category will be revealed in Elearning! and Government Elearning! magazines in December and honored at the Best of Elearning! Celebration at the Enterprise Learning! Conference.

In its 11th year, The Best of Elearning! Awards program is the industry gold standard for excellence. The program is a User’s Choice Award whereby learning professionals vote with their ballot for best-in-class solutions. Eighty-five percent of professionals have personally recommended a learning solution to a colleague over the past 12 months and this awards program formalizes this personal recommendation process. Award recognition is important for buyers, as 61 percent agree that award recognition impacts their buying decision, according to Elearning! Media Group’s research.

This year, 100 individual products and solutions are being named as finalists — up from 89 in 2014. “Our industry continues to innovate and evolve. We responded by adding the new categories of for Adaptive/Personalized Learning Platforms, Adaptive/Personalized Learning Content, and Content Aggregations Libraries. We are committed to recognizing innovation and user satisfaction across a diverse group of solution providers,” reports Jerry Roche, editorial director of the Elearning! Media Group.

All 100 brands will be honored for excellence, and the top vote-getter in each category is named the winner. “Each of the 100 brands named will receive an award of excellence or winner honors. Given the high volume of votes and the number of nominated products, every one of these solution providers should be proud to be voted as best-in-class by their customers,” adds Catherine Upton, Group Publisher, Elearning! Media Group.

The Voting Process

Elearning! Media Group readers, practitioners and community members nominate and vote for products and solutions via Elearning! Media Group’s online ballot. All ballots were cast between August 1 and October 15, 2015. Each ballot was reviewed and validated by the editorial team. All vendor ballots were voided.

Best of Elearning! Awards  Programs

Discover what your peers and colleagues say about their solution providers. See who made the cut in 2015. The Best of Elearning! honorees are featured in Elearning! and Government Elearning! magazines’ December 2015 editions. “The awards issue is by far the most popular edition of the year. Those seeking world-class solutions go to the Best of Elearning! issue to short-list brands and see what real users say about the solutions,” reports Roche.

New in 2016, The Best of Elearning! Web Seminar Series will host various solutions providers, customers and best practices in this monthly web seminar program. The wider learning community is invited to attend and dialogue with the best-in-class technologists. Watch for blogs, articles and other commentary shared by The Best of Elearning! in 2016.

The Best of Elearning! 2016 Awards Celebration will be hosted at the Enterprise Learning! Conference in June 2016. This industry event offers executives the opportunity to network, share and learn about the best learning options and dialogue directly with technologists and learning leaders, all in one place. Attend Best of Elearning! sessions, hear customer stories and share advice on learning architecture at ELC16  To learn more about The Best of Elearning! events, contact This email address is being protected from spambots. You need JavaScript enabled to view it. or visit

The Best of Elearning! Finalists for 2016 are as follows:


1. LMS Cloud







Learning Management System

eLogic Learning

eSSential LMS

ePath Learning



Exceed LMS




2. LMS Enterprise





Training Partner








eXact Learning





Claro LCMS


Kenexa LCMS Premier






Cornerstone OnDemand

Unified Talent Mgt




Kenexa Talent Manager




5. HR Tech/HCM





HCM Cloud






6. Adaptive/Personalized Learning Platform





Dreambox Learning

Adaptive Learning Platform


Knewton Adaptive Learning Platform


7.  Adaptive/Personalized Learning Content






Personalized Training Catalog


Salesforce University


8. Content Library/Aggregation




The BizLibrary Collection



Skills Library




9. IT Training





Microsoft Office Package


IT Content

Web Skills Library


10. Leadership Development




Situational Leadership II


Leadership Development Training


Leadership Development Track


11. Best Soft Skills Content




Management Training


Business Skills Library

Rosetta Stone



12. Compliance Training




Workplace Compliance Library

Compliance Course Library


Engineering Training

Vivid Learning Systems

Online Safety Training


Compliance Library


13. Sales Training




CloudCoaching Int'l

Pathways to Growth


Sales Skills Library


Sales Skills Library

14.  E-learning Dev Tool




Storyline 2

Harbinger Group



CourseBuilder V7


ISpring E-learning Suite


15. Simulations




Code Baby

Code Baby






16. Gamification




Bunch Ball


Game Learn

Merchants Game


Games Platform


18. Video Capture









Camtasia Studio


19. Video Publishing Tool




Corporate TV




Video Suite


20. Test & Assessment






Employee Engagement




20. Learning Analytics Solutions




ArcheViewer (Moodle)


Watershed LRS


21.Social Learning









 Collaborative Knowledge


22. Mobile Authoring







Hot Lava Mobile

23. Presentation Tools








24. Web Seminar Solution



Cisco WebEx

Meeting Center

Citrix Online

Go To Webinar


25. Virtual Classroom


Cisco WebEx

Training Center

Colorado Technical University

Virtual Classroom


Virtual Classroom

26. Virtual Event Platforms

Blue Sky Broadcast

Path Event Learning Platform


VLE Platform


Online Learning Environment


Virtual Environments


27. Mobile App




CloudCoaching Int'l


Allen Communications

DesignJot ISD App

Skill Pill



28. Translation & Local Svcs



Rosetta Stone

Enterprise Language Learning Suite


Trados Studio




29. Outsource Learning Svcs



GK Corporation

Custom Content

GP Strategies

Learning Services


Learning Services


30. Open Source Solutions




Authoring Tool






Authoring Tool

About Elearning! Media Group

Elearning! Media Group serves the $225 billion enterprise learning market.  Elearning! Media Group, owned by B2B Media Group, LLC, consists of 12 media products including: Elearning! agazine, Government Elearning! magazine, e-magazines, e-mail newsletters, Alerts, website, Web Seminar Series, Enterprise Learning! Summits and Enterprise Learning! Conference, Learning! 100, Learning! Champion Award and Best of Elearning!.  In combination, these brands reach more than 2 million executives, practitioners and professionals, all evaluating or implementing enterprise learning and workplace technologies across their organizations each year.  Suppliers and practitioners can follow us: online at; on Twitter: 2elearning, #ELC16, #ELS16; via Facebook: Elearning!-Magazine; and, LinkedIn: Elearning! Magazine Network or Enterprise Learning! Events.

About Enterprise Learning!  Events

Since 2008, Enterprise Learning! Events bring onsite and online audiences together to learn, network and share. Mark your calendar for Enterprise Learning! Conference in June 2016 and Enterprise Learning! Online September 2016. For more information about the Enterprise Learning! Events, visit:



Published in Latest News


Elearning! Media Group, publishers of Elearning! and Government Elearning! magazines, announced the call for nominations for the first annual Learning! Champion Award 2016. The Learning! Champion Award honors Individuals for exceptional contributions to the Learning industry. Nominations are open until December 31st, 2015 at:

 “We are honored to host the industry’s 11th Annual Best of Elearning! Awards recognizing best-in-class technologies, and the 6th Annual Learning! 100 Award honoring top global learning organizations,” reports Catherine Upton, CEO/Group Publisher, Elearning! Media Group. “It is now time to recognize individuals for their contributions in advancing our industry, Upton continues.”

Who Should Apply

New in 2016, Learning! Champion nominees can be innovators, thought-leaders, trail-blazers, mentors, cutting-edge technologists, rookie of the year, creative consultants, or high performing learning leaders that positively impact the learning industry.  Nominees can be a client, leader, mentor, technologist, or partner. There is no application fee to submit nominations.

The Nomination Process

Nominating a candidate is easy via the online ballot and takes only minutes to apply. There is no charge for applying.   The applications is very streamlined consisting of 6 questions and the opportunity to upload supporting information. Nominators will receive a confirmation email upon submission. All submissions received by December 31st, will be considered.


Judging Process

All completed nominations will be reviewed, categorized and evaluated by the Learning! Champion Award Committee. The Committee consists of analysts, Elearning! Advisory Board Members (learning practitioners) and Elearning! Magazine’s editors.

Award Notification & Announcements

All honorees and the nominating contacts will be notified in March 2016 of their award status. Learning! Champion award-winners will be featured in Elearning! May 2016 edition, and invited to join the Learning! Champion Award Reception at the Enterprise Learning! Conference 2016. Award-winners are also invited to participate in educational sessions, web seminars, articles, blogs and other media options across the year to share their insights, best practices and wisdom.

To learn more about the 2016 Learning! Champion award program, visit:


Important Dates:

Nominations Open:     Oct. 20-Dec. 31, 2015

Judging:                      Jan-Feb 2016

Award Notifications: March 2016

Award Publication:     May 2016

Award Reception:       June 2016

Web Seminars, Articles, Blogs            June ’16-June ‘17


About Elearning! Media Group

For 17 years, Elearning! Media Group helps executive build smarter organizations. The 20-time award winning publications provides executives a roadmap to building a high-performance organization by focusing on industry best practices, real-world case studies, trends, analysis, technologies and services. Elearning! Media Group consists of 12 brands including: Elearning! Magazine, Government Elearning! Magazine, eMagazines, E-News, Alerts, Enterprise Learning! Events, Virtual Summits,, the Best of Elearning!, Learning! 100 Award and Learning! Champions Awards.  Elearning! Media Group is owned by B2B Media Company, LLC. Learn more at:   


Published in Latest News

The global e-learning market is estimated to be $ 165.36 billion in 2014 and is poised to grow at a compound annual growth rate (CAGR) of 5.08 percent, to reach $243.8 billion by 2022. Key factors that are favoring the market growth are flexibility in learning, low cost, easy accessibility, increased effectiveness by animated learning, escalation in number of Internet users, and growing access of broadband pooled with mobile phones with online capabilities. However, factors like change management, technology obsolescence and vendor-developer partnership are major restraints that are hindering the growth of this market.

While the United States leads the sales, Asia is the second largest market in e-learning products.

The most recent “Global E-Learning Market” report is segmented on the basis of Product, Vendors, Technology and Geography. On the basis of Product, the market is segregated into Academic e-Learning and Corporate e-Learning. On the basis of Vendor, the market is categorized into Content Providers and Service Providers. The market is segmented on the basis of technology into Learning Management system (LMS), Rapid e-learning, Mobile e-learning, Virtual classroom, Podcasts, Application simulation tool, Learning Content Management System (LCMS), Knowledge Management System and others. Global e-learning by geography is categorized into North America, Europe, Asia Pacific and Rest of the World.

The key players in the market are Adobe Systems Inc., Apollo Education Group Inc., Cisco Systems, Citrix, HealthStream Inc., McGraw-Hill, Microsoft, Saba, Skillsoft and Blackboard Inc.

—Read the full report:

Published in Latest News

Vubiz’s new e-learning course is titled “Equal Employment Opportunity and Affirmative Action for Managers and Supervisors in the United States.”

It helps companies comply with government regulations. All companies that hold federal government contracts and subcontracts are required to comply with U.S. Department of Labor Office of Federal Contract Compliance Programs (OFCCP) regulations. Failure to comply could result in significant fines and lost government contracts, or suspension of a current contract.

This course reportedly increases awareness and helps companies stay in compliance, given the risks and active government enforcement. It also helps managers comply by giving an introduction to EEO and AA requirements and an understanding of practices that help with compliance.

This one hour elearning module is available now.

—More info:

Published in New Products
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