BRIDGE

A newer entry into the LMS market, Bridge does not market themselves as an LMS. They are really an LMS Lite, resembling more of an LMS App. A very simple mobile centric learning platform, Bridge does not have the visual or image heavy environment most platforms host. With mobile first being Bridge’s mantra, they focus on organizations with mobile workforce, distributed teams or/and retail organizations where a laptop or PC is not readily available for learning.  Built on Ruby on Rails, the user does not see a dashboard upon sign-on, only a list of top priority tasks based upon due date or urgency. The learner can access content from internal and external sources within Bridge. The focus is on accessing, completing the component and moving on-all on the mobile phone.

Bridge also has a rich text editing and authoring tool. Not the robust features of Storyline or Captivate, but it does support video streaming with data tracking on viewer activity.  With the recent acquisition of Practice, Bridge users will have access to live video recording of ‘their pitch’ within the LMS, which is saved and viewable by managers and peers for instant feedback and collaboration. This is a plus for field sales teams and managers.

Reporting on Bridge is focused on the learner’s progress; which tasks are over-due, in progress, completed within a date range. Cadence is also measured; how the individual or team is progressing toward a specific goal. For example, at the individual level one can see progress toward a career development goal.

Performance measurements focus on career development goals, achievements and 1 to 1 assessments. These include skills assessments, evaluations, team mentors and learning courses to improve. Visit: www.mybridge.com

NOVOED

Developed by Stanford University Educators and ex-EdX staffers, NovoEd was built to improve on the learner experience. Touted as a Learning Experience Platform built on mobile-first practice, NovoEd has a mobile UI with embedded social collaborative component to improve learner engagements. According to a Stanford University study, a student is 16x more likely to complete a course when engaged within a team vs. 2% if taken alone. The collaboration component is critical advantage with NovoEd. It enables social live interactions within course context, project galleries, and on individual learning profiles that support peer to peer feedback.

NovoEd also hosts real-time reporting and management tools tracking learner engagement and content quality. Unlike other systems, the social engagements are tracked from posts, to active discussion participation to team specific interactions via their native google analytics integration.

NovoEd also integrates with enterprise systems supporting single sign-on, data integration, and system security.  NovoEd is SaaS based and priced using a per user per month model. Visit: www.NovoEd.com

CEREGO

New to the learning market, Cerego is a personalized learning platform designed based upon brain science principles. They say, “imagine a system that can visualize what employees retain from training and provide insight into their knowledge on any subject any time.”

Cerego’s learning engine incorporates distributed learning with retrieval practice. Distributed learning is "spacing out learning across time [to] improve long-term retention." Retrieval practice, known as "testing effect" is to "actively attempt to re-call previously studied materials [thru testing]." Cerego allows learners to focus on content they don’t know rather than review content they do.

In studies conducted at NYU College of Dentistry, use of Cerego replaced 96 hours of class teaching time while students scored 2.6 standard deviations above the national average on the State Board exam. Fifty-six percent of students said, “using Cerego to review mate- rial was worthwhile.” All, 100% of students using Cerego passed the board exam.

How was this accomplished? Cerego’s learning solution incorporates content authoring tools based upon their learning science practices. Content is imported into a PPT like portal to improve effectiveness

and increase engagement thru digital experiences. Customized courses are drop and drag. Instructional templates and quizzes are available to help create and edit courses.

Performance data and analytics are collected in a visual dashboard to track what learners know and retain. Content metrics provide red flags where adjustments may need to be made. The Knowledge Bank provides insights into individual learner progress as well as comparisons to peers. All analytics are in real-time accessible via mobile device. Visit:www.cerego.com

Published in New Products

Some stalwart brands are re-imaging their platforms like Skillsoft's new Percipio. There are four components of the new Percipio: User Experience, Courses, Reporting and Personalization.

User Experience (UX): The interface is simple, has all content channels available but is prioritized based upon urgency and learner personalization. Benny Ramos product manager, provided the tour of Percipio. Launched in English only, French, Spanish and other languages are to launch early first half of 2018. The platform is an “all you can eat” content model offering 50,000 programs. Users can create a personal playlist from all channels-leadership, project management, etc. Plus, learners can choose to read, listen or view the content.

Content: More than 21 new course modules are launched each week. New content is less than 30 minutes long and viewable in 2-3 minute sections to fit anytime viewing. Consistent characters appear across the programs i.e. Toby as host, Maria the Type A character, etc. There are thousands of new assets aligned to key business needs.

Dashboard: New performance dashboards are available in Percipio for managers, mentors or self-management. Learning must have impact and the dashboards report value of the learner's gain as well as the mode of learning improvement i.e. Instructor led classroom vs. e-learning. Business alignment is a goal assigned for each task.  Managers can assign topics to different business goals like Employee Engagement by assignment and or topic. Content consumption can be viewed via drill downs by team or individual performance.

Personalization: Personalization closely followed engagement as top business drivers for investing in Learning and Development according to the study.  Percipio can personalize learning to content, interest or career. Think Netflix for personalization and Amazon for transactions.

If you are on Skillsoft/Skillport, should you change? According to Ramos, Percipio offers the full catalog of courses vs. channel selections on Skillport. The pricing models are slightly different but still rely on the per user per year license model. While some may want to stay with what they know, you should consider Percipio to enhance the learning experience. If you are ready, make the transition to Percipio. Visit: www.Skillsoft.com

BRIGHTSPACE BY D2L

D2L was founded in the education space with a focus on the learner. This perspective gave D2L an early advantage in personalized learning and mobilization. D2L took the best of the LMS for education and reimagined it for Enterprise.

Brightspace Enterprise offers a rich platform with robust feature sets including personalization which taps Artificial Intelligence to predict and present the most relevant content to the learner. They also offer analytics tools to review top line data on usage, time within content, failure points and more. These edge capabilities are built on a platform with a consumer-like UX. The personalized dashboard the learner sees upon login provides a snapshot of the most relevant and timely learning activities. Collaborative streams are incorporated into the dashboard, quick or important videos as well as updates on ones learning path. With one click, the learner can access the content now. The experience is also ubiqui- tous for PC, laptop or iPad users.

Performance Plus (PP)module gives organizations the power to improve employee performance through adaptive learning and predictive analytics. The tools in Performance Plus help L&D and business leaders proactively identify and close knowledge gaps, to ensure each employee attains a high level of competency.

PP uses predictive analytics to understand each employee's performance trajectory in a course and identify those that need additional support or training. The intuitive dashboards transform learner data into easily-identified patterns of performance and engagement. The integrated workflows make it easy for managers to reach out to high-potential employees or provide help to low performers. With a better understanding of which employees need extra support, leaders can ensure everyone finishes the course with a higher level of competency. Visit: www.D2L.com/Enterprise

BLACKBOARD LEARN

Blackboard, a top brand in awareness according to the 2018 Learning & Talent Buyers Study, has made some recent changes to their platform as well. The web conferencing experience was re-engineered and branded as Black-board Collaborate Ultra. The claim is the new environment makes "learners forget they're not in a physical space". The solution features interactive whiteboard, multi-point video (new) with application and desktop sharing (new). While we didn’t get to see it at work, it is nice to see Blackboard Collaborate improve the platform to compete with others in the market given the size of their user base.

Blackboard also launched Blackboard Ally, a new 508 compliant accessibility service. If your organization must be 508 compliant, this new service from Black-board will make identifying violations early easier. The solution integrates with the LMS and workflows. It will automatically check all course content for accessibility issues, provide alternative formz ats and provide feedback and guidance. The outcome is to provide a comprehensive report and action plan that will aide organizations to be proactive, benefit employees and provide a score on the accessibility spectrum. Visit: www.Blackboard.com

Published in New Products

ISOtrain’s family of products provide an Ambient User Experience for the Administrative and Employee End Users improving the quality of life in the learning management space with a variety of behind the scene services.  The ISOtrain LMS is a Decision Making/Knowledge Based System focused on appropriate utilization of educational scheduling and intelligent management of resources allowing the Users to focus on essential assigned tasks.

The ISOtrain Ambient User Experience has personalized interfaces with intuitive displays, accurate confirmation and responsiveness to user input; supporting real time interaction that delivers essential training, assessments and reports.

As an Administrator, ISOtrain allows you to make training assignments that comply with your training requirements and the employee’s work schedule reinforced with tools to proactively manage and automate the process.

Employee End Users can perform their job responsibilities concurrently incorporating training requirements from ISOtrain complete with visual aids, prompts and reminders.

Leverage your investment by linking ISOtrain to other products like human resources, document management systems, manufacturing systems, time and attendance for a piece of mind that employee data is current and they are qualified to perform their job.

Take it a step further to incorporate mobile devices and biometric readers across your global enterprise for the ultimate Ambient User Experience that eliminates language and cultural barriers.

Whether you are searching for a replacement or an initial LMS, look at ISOtrain for a platform that provides a secure, compliant, Ambient User Experience to support your Heterogenous User Group.  Learn more at: www.isotrain.com

Published in New Products

The 2018 Learning & Talent Platforms Buyer Study conducted by Elearning! Media Group via an online survey of learning professionals reveals the current trends and purchase plans for 2018. These findings were tabulated from 441 responses across corporate, government, education and non-profit organizations. The study was conducted industry-wide and includes Elearning! subscribers and community members.

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Discover Must Have Features, Brand Ownership & Awareness, Buying Process and Roles in 2018 Learning & Talent Platforms Buyer Study Download Free Report at:  http://bit.ly/2tDfzWH

Published in Trends

The annual Learning! 100 award program honors public and private sector organizations for innovation, collaboration and learning culture that drives performance.  Applications can be submitted at: https://www.surveymonkey.com/r/Learning100

“The Learning! 100 award winners are an elite team of high performers. From small to large enterprises, this award honors those that push the limits of learning and development, to over achieve by exceeding performance expectations,” says Catherine Upton¸ Group Publisher, Elearning! Media Group. “Learning is at the core of their success. Every Learning! 100 winner inspires us with their innovation, passion and performance.”

Previous Learning! 100 honorees include: T-Mobile, Amazon Web Services, American Heart Association, Salesforce, NASCAR, Defense Acquisition University, and Scripps Health to name a few. Application deadline has been extended to April 15th.

Learn More: http://bit.ly/2FjrEon

Published in Latest News

According to McKinsey Global, 32% of U.S. jobs will be replaced by automation by 2030. This is a small percentage across the global front. McKinsey estimates that 400 million to 800 million people will need new jobs as automation and machine learning creep into industries all over the world. Of that number, McKinsey suggests 375 million will have to switch occupational categories entirely.

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“It’s going to take a shift in mindset,” says Susan Lund, a leader of the McKinsey Global Institute. “People need to expect they may not only have entirely different employers, but entirely different occupations. We talk about lifelong learning, but in the next five to 10 years, we’ve actually got to make that a reality—it will require changes from employers and policy-makers, but also individuals, on how we think of jobs.”

Published in Latest News

Simply put, learners in teams are more engaged. Research Eesley conducted shows that collaboration in online classes significantly improves learning and engagement and course completion.

According to the study, students who worked in teams were 16 times more likely to pass the course. As a baseline, of the 23,577 students working individually, only 2% (501) passed the course. However, 32% of all students on teams graduated-1500% higher. Of this, 21% of students working in teams without mentors and 44% of students in teams with mentors passed (See Figure 1).

Similarly, students in teams were more engaged in the community and contributed more to class discussions and peer evaluations. For example, students on teams accessed the course five times as often. On average, learners working alone logged in once per week, but students in teams (no mentors) signed in 4.9 times per week, and students in teams with mentors signed in 5.5 times per week (See Figure 2).

COMMUNITY AND SOCIAL ENGAGEMENTS

The completion rate of individuals working alone resembles that of most free, open courses on traditional learning platforms. It is clear that basic “social features,” such as discussion boards, messaging, and social network sharing, are insufficient to drive higher engagement.

The benefit of social learning comes when students feel responsible as part of a learning community. One can achieve this with a combination of team-based assignments, mentorship, reputation systems, identity transparency, community moderation, and the like. This ‘felt accountability” is a powerful intrinsic motivator that is effective at increasing course persistence and learning outcomes. This type of networking drives significantly higher engagement and completion rates.

CONTEXT AND RESEARCH

This research was conducted at Stanford University from 26,248 students in Technology Entrepreneurship, an eight-week free course. The analysis utilizes a multivariate regression format, with dependent variables of various engagement and satisfaction measures, independent variables including collaboration type, and control variables for demographics, engagement level, etc.

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Published in Insights

As organizations reorganize for speed and agility to stay competitive, authority is becoming less centralized than in the past. Teams constantly form, disband and reform according to the needs of specific projects and customers. Information and communication technologies have helped make it possible to stay coordinated as people become more mobile and their job descriptions are less permanent. But these changes also place different demands on employees.

Employees need to be more adaptable and self-directed, better able to identify teams and projects that would allow them to excel and maximize their value to the company. In turn, employees need a higher level of self-awareness to navigate their careers amid organizational environments that are more fluid than ever before.

STRENGTHS-BASED MANAGEMENT DEFINED

If there is one area of focus with the potential to transform entire organizational cultures to help meet these needs — and deliver improved business outcomes, too — it is a strengths-based approach to management.  Don Clifton pioneered the study of strengths in the workplace, affirming through decades of research that employees who use their strengths on the job are more likely than others to be intrinsically motivated by their work, simply because it feels less like work to them.

Among a host of benefits individuals experience when they know and use their strengths, employees who say they use their strengths every day are 8% more productive and 15% less likely to quit their jobs. They are also more likely to strongly agree that they like what they do each day.

The natural talents we all have can be turned into strengths through investing in their development — time spent practicing and developing skills. Focusing on innate talent as a foundation has become increasingly important as the pace of technological change has quickened, because in many industries specific skills and knowledge have a shorter lifespan than they once did.

Employees need continual learning and development opportunities in order to stay up to date. Understanding their strengths gives them a basis for choosing the developmental paths that are most likely to help them sustain a long, successful career.  A program that includes coaching and development provides a sense of their “true north” — helping them stay oriented for high productivity amid shifting workplace needs and varying career trajectories. But as more businesses restructure their processes around team-based work, the benefits of a strengths-based culture for group interactions also becomes more important.

Team members who know each other’s strengths more effectively relate to one another, avoiding potential conflicts and boosting group cohesion. Strengths-based development immediately changes their conversations. It creates more positive dialogue, and it boosts the team’s overall engagement and performance.

Gallup analysts recently conducted a study of 11,441 teams in six organizations where at least 30% of employees had completed the Strengths assessment. They determined that team members’ awareness of their own strengths — and each other’s — was more strongly related to higher engagement and performance than was the specific composition of strengths on the team.

MANAGER’S ROLE

The manager’s role changes substantially in a strengths-based culture. Namely, they’re the key conduit to implementing a genuine strengths-based development approach and maximizing the potential of their workplace’s talent. Managers become more like coaches, dedicated to helping team members understand and cultivate their talents, thereby achieving high levels of productivity and fulfillment. This change aligns with research by Gallup and others showing that younger workers — particularly millennials — want and expect their managers to work with them on personal and professional development opportunities.

As organizations figure out how best to implement these changes, they need new ways to help teams retain cohesion, and to ensure that the right talent can flow to projects that will make the best use of their skills. As Gallup research has demonstrated time and again, organizations that adopt a strengths-based culture will have a powerful advantage on both fronts.

– Steve Crabtree is analyst and lead editor of Gallup’s State of the Global Workplace report. Download summary at: http://news.gallup.com/reports/220313/state-global-workplace-2017.aspx?

Published in Insights

What is it about superheroes that we love so much? Is it their ability to overcome tremendous obstacles? Their superhuman strength?

We recently asked a small group of employees what superpower they found most compelling. Among their responses: the ability to fly, x-ray vision, and time travel. We then asked that same group if they thought the ability to control one’s own destiny was a superpower–and many of them responded “yes.”

The truth is, each of us already possesses the power to do great things. With a little practice, we can all unleash the superhero within.

IT STARTS WITH ACCOUNTABILITY

Accountability is about the personal choices we make to overcome the obstacles in our way. Every time we face a trying situation, we also face a choice: will we be a victim of circumstance or emerge victorious?

The Oz Principle posits that when you assume full accountability for your thoughts, feelings, and actions, you gain control of your own destiny. In this way, we can all channel the superheroes whom we love and admire. The question is, "how can we activate that superpower in our day-to-day professional lives?"

The first step is simply recognizing that a problem exists–and then taking ownership of it. The key here is control: when we obsess over what’s not in our power to change, we slip into victim mode. Instead, we must focus exclusively on factors over which we have some degree of control.

ACCOUNTABILITY IN ACTION

As an adolescent, a friend of ours was consistently told he wasn’t smart enough to make much out of his life, and unsurprisingly, his test scores reinforced that belief. For every test he took in school, he would score in the bottom 25%, regardless of the subject. He hated school, felt like a failure and struggled with self-esteem.

As he got a little older, he decided to pursue the one thing he really loved and excelled at–painting. He shared this aspiration with his mom, who supported his vision, but challenged him to consider a path that combined painting with a practical skill more certain to yield a steady income, like graphic art.

The young man reluctantly agreed to give graphic art a try. The next thing you know, he had mastered Adobe Photoshop. While he’d never considered himself smart enough to succeed in such a rigorous field, here he was, excelling in a world that had seemed off limits just a short time earlier.

The next thing you know, someone asked if he had ever considered photography. Again, his old victim mentality kicked in. He was sure he wasn’t talented enough to excel in photography. But this time, he focused on what was in his power–his love of art–and gave it a try. The first time he looked through a camera lens, he literally exclaimed, “I see art!”

Today, this man is recognized as one of the most influential photographers of our time. His art is world-renowned. All this from a kid who was constantly told he wasn’t good enough. What made the difference?

This young man simply needed to unleash his inner superhero. By focusing on what was within his control, he took a risk and pursued what he loved. While perhaps not the makings of a blockbuster movie, this is a true story of how accountability can lead to great success–and that’s something we can all learn from.

– Tony Bridwell is an international consultant and partner for Partners in Leadership. He penned, The Difference Maker: A Simple Fable About Making a Difference in the Life of Others and The Kingmaker: A Leadership Story of Integrity and Purpose.

Published in Ideas

Transforming the Learning Organization from Order-Takers to Business Partners

“It’s just training, it doesn’t take long to create.” How many times have you heard that or something similar?

The challenges facing the learning organization when moving from order-taker to business partner are:

>>  Customers often think it is easy  to create training.

>>  Customers may have a pre-determined solution.

>>  The learning organization is often backed into a corner in terms of  development time.

>>  Due to cost constraints, the learning organization must deliver more  with less.

Our internal customers often don’t realize how long good learning design takes. We feed this myth, by continually jumping through hoops to deliver the learning solution in time to support a new software, product or program release, reinforcing that we are just order-takers and not partners in providing the solution. As learning professionals, we know that well designed learning solutions can add value by improving efficiencies, engaging staff, saving money, providing metrics data and showing Return on Investment (ROI) for the business. It is imperative that we build strong relationships and partner with stakeholders, so they understand the type of value we can bring.

HOW DO YOU GET IN THE  DOOR AND GET TO THE TABLE?

To start, you must assess your team’s capabilities, your larger learning team goals and combine that with a deep understanding of your company’s organizational goals and the operational realities of the business. Do you have a defined vision (what you provide) and mission (how you’ll provide it)? If not, you need to spend some time reflecting and building out what that is and making sure your team is onboard. You can’t expect anyone to follow your lead if you don’t know where you are going.

While a strong learning design background and understanding of the business is important it is equally important to build relationships.  According to Peter Block: “The building of authentic relationship as the delivery system for expertise and business knowledge. The result is to make internal clients trusted business partners which results in improved business outcomes for companies and organizations." Building on that philosophy, find your champions and cultivate those relationships. Once you have found them, ask if they see areas where the learning organization can be included.

IDENTIFY PROJECT OBJECTIVES

You’ve been invited to the table, now what? When you meet with stakeholders initially, listen first and then ask questions to help: narrow focus, get the project team on the same page and help you decide which learning solutions, if any, to recommend. Then share how learning can help them achieve their goal. Some questions to ask are:

>>  Who are we impacting (target audience)?

>>  What problem is being solved?

>>  What will success look/feel like (metrics)?

The answers will help you to narrow recommendations and decide if learning is the solution.  Sometimes as you meet with the stakeholder and they answer questions, you may realize that the solution is simpler, maybe a communication or a conversation is all that is needed not a full-blown learning solution.

Tip: Use stakeholders time wisely. Some stakeholders may want to be more actively involved in the process than others. Be proactive; ask them how they would like to be communicated with and how often.

Bonus Tip: Begin with ‘yes.’ Yes can be disarming (assuming it is the truth) that you could build what they are requesting (take their order). But, once you know what they want to accomplish, that may drive the design and you are on your way to ‘partnership.

DESIGN PROPOSAL

Once you have completed analysis, go back to the business with your recommendations for learning solutions. As you put the design proposal together tie in your recommendations to the answers that the stakeholder’s provided and use their language.  Provide reasoning as to why the recommendations landed where they did. Be sure to note how you will track success and when results will be reported back to the business.

For example, we were asked to create a half day in person instructor-led training for a new phone system being installed in five countries over the course of two months.  To save money and time we recommended short, engaging e-lessons to introduce the new system followed by a virtual session with an instructor where learners could ask questions.

Tip: Don’t over engineer solutions.

STATEMENT OF WORK

Once the design proposal is accepted, we follow up with a Statement of Work (SOW). This document has been key in our success, second only to building relationships. This will become the roadmap for the project with the business and should include:

>>  What learning solution will be delivered.

>>  Expectations of the stakeholder and subject matter experts during the feedback cycle.

>>  List any critical items from the stakeholder and promised deliverable dates from them.

>>  Signature lines for stakeholder and learning solution provider.

How many times have you begun work on a project, sent for feedback and the stakeholder wants to add additional items that were not part of the original conversation?  The SOW helps with scope creep. If the business doesn’t provide critical information or feedback as agreed to, you can pull it back out and remind your business partner where you landed prior to starting the project.

Tip: We stopped giving delivery dates and moved to hours for all projects. People latch on to dates and remember them.  They forget when the software development cycle ran late or critical items needed for learning solution design were not delivered on time.

DEMONSTRATE IMPACT

Remember you need to report results back to the business. By building in tracking during the design phase you can track that data at set times and share with the business.  This is where your credibility is built.  Cool, flashy design will only take you so far. You can have cool, flashy plus impact or lower key design with impact, but you cannot under any circumstances have any type of design with negative outcomes or impact.  Sometimes projects miss the mark, better to course correct as soon as a you know the solution is not hitting the mark. Sometimes it can just be a small tweak to set the solution on the right course again. When a solution misses the mark, own it.  Reach out to the business and deliver this information and offer solutions.

Tip: If the learning solution is not making a difference, stop and/or readjust.

PITFALLS

This sounds great on paper, but the reality is that it isn’t easy. You can’t chase fads or make a project fit a tool that you want to try out.  Credibility is at stake, make sure that the solution and tool for delivery match, the solution fits the target and that the learning will make an impact.  Look for innovative solutions and don’t over-engineer.

When approached about a project, it is easy to fall back into the order-taker mentality because it is familiar.  Take a step back, ask the questions and provide thought leadership to arrive at the right solutions.

Keep your eye on your target audience and put yourself into the “shoes of the learner”.  Would you want to use the solution?  Would it engage you, provide you needed information, or is it just checking a box? If you aren’t moving the needle, then why do it?

CONCLUSION

Becoming a trusted business advisor takes time and effort. You must build and maintain relationships. You must also understand the business and how learning can help. Results should take the form of speed, quality, operational efficiency, cost savings, culture/engagement and other performance related outcomes.

As you start experiencing wins with this process, start sharing those with your team and across the organization.  The best feeling is for teams to reach out to the learning organization, not because they have a training need, but because they want to bounce ideas to get your thoughts prior to them moving forward with a project.  This seat at the table feels good.

It took 12 months for us to get to this point, and we continue to hone our story and approach, relationships and outcomes, provide thought leadership and continue to help our stakeholders to start in the “What do they need to know” mode and not jumping to “solution” mode.

Order taking will never go away and, for certain instances, it still makes sense. But for the larger asks, put a process in place. Ask: “What problem are we solving?” “Are the results measurable?” and “Is this the right solution?” The process creates a circle of learning and performance. Success breeds trust, credibility, the ability to make a difference with learners and the business, ensure learning is an active partner of future initiatives.

Celebrate your successes internally with your team.  Apply for industry awards and, as you accept industry acknowledgement, share that internally.  Your team is now viewed as a value add. Not just because you said so, but because others see it too. And remember that the purpose for learning in the context of organizations is to add value to the business.

–Ronda Feague is Director of Instructional Design Strategy & ChoiceU Operations, at Choice Hotels International. Choice Hotels International is a 2017 Learning! 100 award-winner for culture.

Published in Top Stories
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