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.

THE STRATEGY

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.

RESULTS

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: http://www.chea.org/pdf/advisory-statement-unesco-iiep.pdf

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.

Services:

>> 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: govdelivery.com

 

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 www.2elearning.com/events

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

 

1. LMS Cloud

 

Company:

Product:

BizLibrary

LMS

Docebo

Learning Management System

eLogic Learning

eSSential LMS

ePath Learning

ASAP

Intellum

Exceed LMS

Litmos

LMS

   

2. LMS Enterprise

 

Company:

Product:

GeoMetrix

Training Partner

SumTotal

Learn

   

3. LCMS

 

Company:

Product:

eXact Learning

LCMS

CD2Learning

LCMS

DominKnow

Claro LCMS

IBM

Kenexa LCMS Premier

   

TMS

 

Company:

Product:

Cornerstone OnDemand

Unified Talent Mgt

Halogen

TalentSpace

IBM

Kenexa Talent Manager

SumTotal

Talent

   

5. HR Tech/HCM

 

Company:

Product:

Oracle

HCM Cloud

SuccessFactors

HCM

Workday

HCM SaaS

   

6. Adaptive/Personalized Learning Platform

Company:

Product:

Desire2Learn

Brightspace

Dreambox Learning

Adaptive Learning Platform

Knewton

Knewton Adaptive Learning Platform

   

7.  Adaptive/Personalized Learning Content

Company:

Product:

AIU

Intellipath

Oracle

Personalized Training Catalog

Salesforce

Salesforce University

   

8. Content Library/Aggregation

Company:

Product:

BizLibrary

The BizLibrary Collection

degreed

degreed

Lynda.com

Skills Library

Udemy

Udemy

   

9. IT Training

 

Company:

Product:

ej4

Microsoft Office Package

BizLibrary

IT Content

Lynda.com

Web Skills Library

   

10. Leadership Development

Company:

Product:

Blanchard

Situational Leadership II

SkillSoft

Leadership Development Training

Vado

Leadership Development Track

   

11. Best Soft Skills Content

Company:

Product:

CEGOS

Management Training

ej4

Business Skills Library

Rosetta Stone

Advantage

   

12. Compliance Training

Company:

Product:

ej4

Workplace Compliance Library

Mastery.com

Compliance Course Library

RedVector

Engineering Training

Vivid Learning Systems

Online Safety Training

Vubiz

Compliance Library

   

13. Sales Training

 

Company:

Product:

CloudCoaching Int'l

Pathways to Growth

ej4

Sales Skills Library

Masterskill

Sales Skills Library

14.  E-learning Dev Tool

Company:

Product:

Articulate

Storyline 2

Harbinger Group

Raptivity

Lumesse

CourseBuilder V7

ISpring

ISpring E-learning Suite

   

15. Simulations

 

Company:

Product:

Code Baby

Code Baby

Forio

Simulations

NexLearn

SimWriter

   

16. Gamification

 

Company:

Product:

Bunch Ball

Nitro

Game Learn

Merchants Game

Mlevel

Games Platform

   

18. Video Capture

 

Company:

Product:

Articulate

 Replay

ej4

Thinkzoom

Techsmith

Camtasia Studio

   

19. Video Publishing Tool

Company:

Product:

Kaltura

Corporate TV

KnowledgeVision 

KVStudio

KZOInnovations

Video Suite

   

20. Test & Assessment

Company:

Product:

Articulate

QuizMaker

Qualtrics

Employee Engagement

Questionmark

OnDemand

   

20. Learning Analytics Solutions

Company:

Product:

ArcheMedX

ArcheViewer

IntelliBoard.net

IntellliBoard.net (Moodle)

Rustici

Watershed LRS

   

21.Social Learning

 

Company:

Product:

BizLibrary

Community

Bloomfire

Bloomfire

Cisco

 Collaborative Knowledge

   

22. Mobile Authoring

 

Adobe

Captivate

Brainshark

Brainshark

IBM

Hot Lava Mobile

23. Presentation Tools

Articulate

Presenter

GoAnimate

GoAnimate

Prezi

Prezi

   

24. Web Seminar Solution

Adobe

Connect

Cisco WebEx

Meeting Center

Citrix Online

Go To Webinar

   

25. Virtual Classroom

 

Cisco WebEx

Training Center

Colorado Technical University

Virtual Classroom

INXPO

Virtual Classroom

26. Virtual Event Platforms

Blue Sky Broadcast

Path Event Learning Platform

InterCall

VLE Platform

INXPO

Online Learning Environment

on24

Virtual Environments

   

27. Mobile App

 

Company:

Product:

CloudCoaching Int'l

Pepper

Allen Communications

DesignJot ISD App

Skill Pill

Training

   

28. Translation & Local Svcs

Company:

Product:

Rosetta Stone

Enterprise Language Learning Suite

SDL

Trados Studio

Transperfect 

Transperfect

   

29. Outsource Learning Svcs

Company:

Product:

GK Corporation

Custom Content

GP Strategies

Learning Services

SkillSoft

Learning Services

   

30. Open Source Solutions

Company:

Product:

eFront

Authoring Tool

Forma

LMS

Moodle

Moodle

UDUTU

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 www.2elearning.com; 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: www.2elearning.com/events

 

 

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: http://www.2elearning.com/awards/learning-champion-award

 “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: http://www.2elearning.com/awards/learning-champion-award

 

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, 2elearning.com, the Best of Elearning!, Learning! 100 Award and Learning! Champions Awards.  Elearning! Media Group is owned by B2B Media Company, LLC. Learn more at: http://www.2elearning.com.   

 

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: www.reportlinker.com/p03262779-summary/view-report.html

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: www.vubiz.com

Published in New Products

Don’t want to get left behind? View your employees as consumers, and introduce new organizational possibilities.

By Jerry Roche

There has been a lot said and a lot written — in this magazine and elsewhere — about the “consumerization” of learning. But knowing the definition without knowing its business applications is like being a carpenter who has a pocketful of nails but no hammer.

Let’s start by finding the most learning-specific definition of consumerization possible. Here’s the perfect reference, from Gartner — the world’s leading information technology research and advisory company: Consumerization is the specific impact that consumer-originated technologies can have on enterprises. It reflects how enterprises will be affected by, and can take advantage of, new technologies and models that originate and develop in the consumer space, rather than in the enterprise I.T. sector. Consumerization is not a strategy or something to be ‘adopted.’ Consumerization can be embraced and it must be dealt with — but it cannot be stopped.

Consumerization is impacting you and your company, whether your realize it or not. As people have access to better technology, the lines between work and life are becoming more blurred. How and where people work and the new technology they use to get things done are changing. So, as learning is further consumerized, you and your employees will have to adapt to those changes.

Rather than viewing learning as a singular, isolated activity on a talent management wheel, John Ambrose, a senior vice president at Skillsoft, says organizations need interactive tools that make learning a consumerized experience as inviting as Amazon or Netflix: “The final mile is to create rich, dynamic experiences for learners, including the many different forms of learning that occurs outside of [a course in a learning management system]."

Much of the impetus to adopt consumerized learning comes from younger, computer- savvy workers. And by 2020, Millennials will comprise 50 percent of the domestic workforce. Fifteen percent of them will work for someone at least 10 years younger. Those trends will force work to be more open, collaborative and social. Gamification, interactive learning experiences, and the growing number of social media elements in performance and learning management indicate that the technology employees expect to find in the workplace is evolving.

THE ‘HOWS’

In today’s world, according to Wayne McCulloch of Salesforce University and Walter Rogers of CloudCoaching International, “learning needs to be woven into the fabric of what employees are doing, not necessarily as a separate activity. Elements of consumer technologies — like social media, gamification and mobile — are integral.”

Five current trends can enable your enterprise to further consumerize your learning:

1 Mobile learning: Just 10 short years ago, nobody would have imagined the possibilities of mobile learning. But with the introduction of smartphones, it has become not only possible but pervasive. If employees can learn new job skills or knowledge wherever and whenever they want, they have the potential to further integrate learning and work with their home life — and vice versa.

2 Social collaboration: By 2016, 50 percent of large organizations will have internal Facebook-like social networks, and 30 percent of these will be considered as essential as email and telephones. “The popularity and effectiveness of social networking sites as a group communication tool among consumers is prompting organizations as well as individual employees to ask whether similar technologies can be deployed privately,” says Nikos Drakos, research director at Gartner. “There is increasing interest for using social technologies within organizations to connect people more effectively, to capture and re-use valuable informal knowledge, and to deliver relevant information more intelligently where it is needed through social filtering.”

3 BYOD (Bring Your Own Device): Granted, BYOD is a disruptive phenomenon. But managing growing workforce expectations around mobility can further integrate employee work life and home life. Your employees use many devices, and they expect to use any device or application anytime, anywhere.

4 MOOCs (Massive Open Online Courses): These courses promote unlimited participation and open access via the Web. MOOCs — first introduced in 2008, emerged as a popular mode of learning in 2012 — further enable employees to integrate their work lives and home lives.

5 Independent contractors: As a company gets “flatter,” use of experts, contractors and consultants become more the norm. If the needs and wants of an organization can be perfectly matched with the products and/or services of an independent contractor, both the organization and the contractor can profit.

In today’s world, according to McCulloch and Rogers, “learning needs to be woven into the fabric of what employees are doing, not necessarily as a separate activity. There will always be a need for classroom, focused learning, particularly around formal recognition (like certification). The only true competitive advantage employees and employers have is the ability to learn and then apply that learning for success.”

Algorithms And Analytics

Forward-thinking corporations can take a hint from some of the most popular technological advances that are today being offered to consumers. Services like Yelp, Netflix, Kickstarter and even Match.com can have productive and profitable business applications.

YELP is a peer-group rating system with 138 million monthly users who post 61 million reviews and ratings.

Corporations have begun using this kind of technology for projects that are enhanced by initiatives utilizing crowd- sourcing. Just think about how employees are currently working on projects. Even on an individual basis, group ratings can be instrumental in helping solve problems, and they give other employees the opportunity to congratulate a peer on a “job well done.”

With this technology, an HR director can also make performance reviews very dynamic on a yearly, quarterly or even project-to-project basis. Potentially, a company can ultimately get all the “star-system” ratings incorporated into one rating for a particular employee or contractor.

NETFLIX, the motion picture and TV show “smart” service is what’s called a “conscious delivery mechanism.” It’s used by 44 million subscribers.

Because subscribers can comment on what they watch, it’s also has an extremely social component. And the system itself can also make recommendations based on an individual’s viewing habits.

The algorithms that drive Netflix are the same kind of algorithms that can drive career-development components of a learning or talent system. Employees interested in adding to their education can get courses or MOOCs tailored to their new-found interests. Such a system could also recommend other courses that are pertinent to what that employee needs to get to the next level.

One other benefit of this type of technology is that it is a perfect vehicle for making peer and social recommendations (“I loved this class,” “I hated this class,” “Take this class instead”).

KICKSTARTER is a technology that provides revenue crowd-sourcing for unfunded or under-funded but otherwise worthwhile and/or popular projects.

So far, Kickstarter has provided more than 70,000 projects with $1.3 billion worth of funding. And Kickstarter projects not only potentially repay with interest, but the technology allows for a reward system (for instance, a red carpet pass to a movie opening that has been produced with Kickstarter funds).

In the enterprise, you might have a project for which volunteers are needed. The project itself might help those volunteers skill-build and can provide rewards by participating in the project.

One of this magazine’s Learning! 100 companies is an interesting example. Its global leadership development program builds teams of managers from all over the organization who don’t even know each other. The teams are charged with recommending new corporate initiatives. At the end of the project, instructors and managers vote for the program that has the most business impact, and that program is actually funded by the enterprise. This particular Learning! 100 company had two business lines for 50 years; as of this year, it has five business lines. It was this kind of approach that helped the company jump-start new ideas.

MATCH.COM is an online dating site. Surprisingly, 17 percent of all marriages are results of online dating sites.

The assumption is that if you can find your life partner with Match.com, why can’t a company use the same algorithms to find the next great candidate or the next great employee?

Even more than that, enterprises are using Match.com-style algorithms for internal purposes.

Employees who are very knowledgeable but on the cusp of retirement are mentoring employees who want that ame career path in virtual e-spaces instead of being in the same office. The HR Department matches up these players, based on personnel profiles.

These types of algorithms also come in handy for individual projects. An example could be selecting an LMS. There are within a 50,000-employee organization maybe five or ten people who might have that expertise. But when the responsible manager has to select an LMS for the first time, having access to pertinent employee profiles — with experiences and ratings — can identify who he or she can reach out to, in order to assist in that project. Some forward-thinkers in the learning profession even envision that, some day, employees, contractors and board members will help vote for the next CEO.

Where’s It All Heading?

All these new consumerizing technologies are really applying pressures on learning professionals to keep up. Organizations will have to figure out where they are and where and what they want to be. Because all the behaviors and practices in the consumer space are now driving new learning technologies.

 

Published in Top Stories

Big Data analytics, mobile applications and other fast-emerging technologies will fundamentally change how HR does its job.

"I think what’s really interesting at this time is that besides just the Cloud, things like Big Data analytics, in-memory database technology, all new kinds of mobile technology — all this is coming and it’s coming at the same time," says Brian Sommer, a leading Human Capital Management and HR technology expert for 32 years.

"And that creates kind of a competency of technology change hitting all at once ... an opportunity for HR technology vendors as well as HR executives to take advantage of some very profound things that will change their processes. It’s going to change their technology. It’s probably going to change their perspective about what HR really should be doing going forward."

—More info: http://money.cnn.com/news/newsfeeds/articles/marketwire/1207554.htm

Published in Trends

Do organizations truly know how to invest in talent wisely? The answer is no. Five prominent talent analytics gurus — Shreya Sarkar-Barney of Human Capital Growth, Anshul Sheopori of IBM Research, Gene Pease of Vestrics, John Mattox of CEB, and Laurie Ruettimann, HR speaker, blogger, and author — now share their insights and tips about the current state of analytics. They reveal:

  • Most organizations spend 40% or more of their total revenues on their talent.

  • Only 2% of L&D organizations report that they are currently involved with analytics, but 35% are planning to increase their emphasis on building analytical capability.

  • Top performing businesses are five times more likely to be using analytics than low performers.

—Source: https://magic.piktochart.com/output/6678182-talent-analytics-tips-from-the-smes-by-skillsoft

Published in Trends
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