The buzz was all about artificial intelligence (A.I.) at this year’s HR Technology Conference. No surprise, as the size of the global market for artificial intelligence for enterprise applications is worth around $360 million according to statistics.

A.I. HR implementations are seen in talent, recruitment and succession planning.  IBM Talent showcased some applications.  Several other companies displayed Alexa-customized solutions like Paradox, which is a branded A.I. coach. It claims to “build human-powered A.I. to engage, empower and understand large groups of people.” Oracle will be infusing its Cloud applications with artificial intelligence. “A.I. should be an enabler,” says Gretchen Alarcon of Oracle.

Published in Latest News

Learners in today’s workforce don’t want to be taught to, but expect to be able to learn. Millennials especially cite learning as the most desirable benefit a job can offer. They expect learning opportunities to be personal, accessible and flexible. That’s the heart of modern professional learning.

To be able compete in the war for workplace talent, organizations need to personalize the professional learning experience and empower employees to lead their own learning.

“It’s not just about the pay as it is about the whole experience of working for a business,” says Shane Sutherland, founder and chief designer at portfolio and personal learning platform company PebblePad, a D2L partner.

HOW TO PERSONALIZE LEARNING

There are four ways organizations can personalize professional learning.

1. CREATE PERSONALIZED LEARNING PATHWAYS

Enabling employees to create and keep online learning portfolios is a great way for organizations to pave personalized learning pathways. Online portfolios are a space where employees can build up evidence of their learning, reflect on their experiences, and share those reflections if they wish. In that way, they can make employees active actors in their own learning.

They can be transferable from job to job, so employees can tell the story of who they are, what they’ve learned, and the skills they’ve developed — a key consideration in the quickly growing gig economy.

Portfolios can be particularly effective when embedded into well-thought-out learning designs via an online learner engagement platform that presents learning to employees in specific contexts. Modern learning platforms can provide employees with easy access to their portfolios and other learning materials as needed — things like “just-in-time” social, mobile and video learning content, or content that they can access at their own pace after completing certain tasks or reaching different milestones.

2. PROVIDE OPPORTUNITIES FOR SOCIAL LEARNING

Conversation can be a crucial driver of personalized employee learning. Coaches, mentors and peers can all help employees to extract insights out of a learning experience, which can be something as simple as a discussion by the office coffee machine.

According to an October 2015 survey by the Centre for Learning & Performance Technologies, 88 percent of people believe knowledge sharing within a team is essential for workplace learning. Group research projects are a great tool in that regard— they empower people to seek out new knowledge, make sense of it, and share what they learn with their peers.

Manager-led learning, where managers act more like a coach or mentor and give people opportunities to learn through things like projects, can also drive social learning. Creating custom templates can give managers a framework for facilitating effective conversations around projects and performance: What 10 words would you use to describe your performance? What did you find most challenging? What do you feel you achieved?

3MAKE LEARNING MOBILE, AVAILABLE ANYTIME, ANYWHERE

Workplace learners expect to be able to access learning experiences anywhere, at any time, and on multiple devices.

According to Google, when it comes to search, 80 percent use a smartphone and 57 percent use more than one type of device. Gartner says that consumers will own and use three to four devices by 2018. And according to a study by Global Workplace Analytics, 80 percent to 90 percent of people in the U.S. workforce say they would like to telework at least part time, and Fortune 1000 companies around the globe are entirely revamping their space around the fact that employees are already mobile. That’s why it’s become increasingly incumbent on organizations to enable mobile learning.

4. ENCOURAGE EMPLOYEES TO TAKE OWNERSHIP OF THEIR OWN LEARNING

Empowering employees to learn outside the office is a great way to get them to take ownership of their own learning. They can learn a lot through online sharing with their own professional and social networks, and independently researching on the Internet — be it through Google, YouTube videos, or LinkedIn.

There are also many learning opportunities available out in the real world, too. Professional events, volunteering, hobbies and personal interests, and community engagement are also great opportunities for professional learning and development.

At the end of the day, personalizing employee learning is about more than simply modernizing learning and development. It’s also about providing learning that’s beyond the bounds of the work they must do.

—Jon Paul is Content Manager for D2L.

Published in Ideas

WHAT, EXACTLY, ARE COMPETENCIES?

Competencies are abilities, behaviors, knowledge and skills that impact the success of employees and organizations. They can include general skills (like communication skills), role-specific skills, leadership skills and others. The common theme is that a competency can be analyzed and broken down into a set of specific behaviors that tell employees what is expected of them and that management can measure.

The idea is that these competencies should be well-defined across the organization. The definition is not enough by itself, however. It needs to be paired with specific behaviors or tasks that are expected of the employee. These will be different depending on the role of the employee in question Once competencies are defined, you can create a competency model: a set of 7 to 10 core competencies that are aligned with your company’s business goals.

Once you have a model, you can begin defining tasks for each competency for given roles. You can then use them to assess potential employees for different positions. You can also easily and consistently communicate your expectations, as well as measure competencies as part of your performance reviews. Finally, you can grow your training opportunities for employees to improve upon the competencies.

WHY INCORPORATE COMPETENCIES?

Competency modeling is now a mainstay in the most successful businesses. In one study by Development Dimensions International (DDI), 89 percent of best-in-class organizations had core competencies defined for all their roles, compared to a mere 48 percent for all other companies.

A separate report, the Top Companies for Leaders report done in conjunction with Fortune and Aon Hewitt, found that a full 100 percent of companies making the global top companies list use a well-defined competency model.

There’s ample evidence that using competencies does help businesses. For example, companies that manage their people well with regard to skills, knowledge, commitment and abilities are 30 percent to 40 percent more productive than average. The issue isn’t whether the model works. The issue is how to get started using the model.

FIRST STEPS

Here are six steps for getting started with competencies:

1. Start small.

Don’t re-invent the wheel. Work to identify just a handful of competencies — no more than five or six — for your organization. Once you’ve incorporated a select few and shown success, then you can build on these.

2. Decide on consistent terminology to be used.

This includes the names and definitions of the competencies themselves. To make them memorable, you can use the first letter of the names of each competency to spell out a word, like GROW or STEAM.

3. Think in terms of specific, concrete tasks.

Think about the tasks or behaviors that demonstrate the competencies you have chosen. Also think about tasks and behaviors that fail to demonstrate them so you can incorporate into your performance review process.

4. Work your new terminology into job descriptions, and use it when advertising positions. 

When it comes to describing job positions or roles, and when looking for people to fill those roles, use the language you adopted when talking about your competencies.

5. Research how competencies can be measured in your assessments.

Both assessment questionnaires and 360 surveys can be tuned to uncover evidence of competencies in your employees.

6. Craft training around those competencies.

Find content (or a training partner like ej4) that speaks to your competencies, and create courses that can help both your leaders and your front-line employees grow in those areas.

Use of competency learning tracks in the learning management system, like Thinkzoom by ej4, is just one way to incorporate competencies into their learning. Ready to get started? Visit us online at ej4.com.

Published in Ideas

With so many things to incorporate into your training program, how do you know where to focus your efforts? A successful program requires many factors working together, but it all starts with a program manager dedicated to impacting business results and employees’ development. We work with those training champions every day, and through our partnerships with them, we’ve identified nine key areas to focus on for building highly successful employee training programs.

STRONG PROGRAM MANAGEMENT

Titles of training program managers may vary, but they all share a commitment to continually develop and improve their programs. Ideal program managers are curious, openminded, motivated, and interested in helping others develop their skills.

ASSESSING TRAINING NEEDS

Performing a needs assessment through internal surveys, interviews and research will help determine who needs to be trained and on what skills. Understanding these training needs forms the foundation of what makes your training program integral to the company’s successes.

ALIGNMENT WITH BUSINESS INITIATIVES

To see the strongest results from training, look at how training needs you’ve identified are tied into organizational initiatives. Help employees and leaders see how training and development contributes to the goals of the overall company goals.

4 CREATING GOALS  AND METRICS

When training and business needs are aligned, create goals that show the steps for how to achieve those results. Make sure these goals are achievable in a reasonable amount of time, and that they’re specific to the outcomes desired.

5 LEADERSHIP BUY-IN

Your leadership team’s support of the program is critical to seeing success. Once you’ve identified the needs, aligned them to organizational initiatives, and created strong goals, you can show senior leaders the impact of training on the bottom line. This opens all sorts of doors for a bigger budget, higher utilization and engagement, and the ability to build a learning culture in your company.

6 RELEVANCY OF CONTENT

The training content you provide to learners must be relevant for them to be engaged and really learn from it. Curating content for specific needs allows them to find information quicker and view your program as a valuable source for personal and professional development.

7  INFUSING CREATIVITY

Inviting creative ideas into your program helps grow engagement and a more positive attitude toward training. Collaborating and brainstorming fun ideas delights employees with training that is enjoyable and helps them get hooked on developing their skills.

8 ONGOING MARKETING

This is an area where many program managers struggle to maintain momentum. A successful marketing plan encapsulates initial launch activities, along with strong ongoing efforts throughout the program. Training communication sent to employees should always include the “why” and what’s in it for them. The goal of marketing is to increase utilization and engagement, so to do that, you’ll need to continually show employees how they’ll benefit from the available training.

9. POST-TRAINING REINFORCEMENT

Training is only effective if it’s remembered, so counteracting the brain’s natural forgetfulness is a critical part of seeing results from your training program, since 70 percent of training is forgotten within 24 hours. Providing opportunities for learners to recall what they were trained will help them commit it to long-term memory. Send follow-up questions and provide a space for discussions in order to see positive and impactful results from your training program.

—As a content marketing specialist with BizLibrary, the author researches and writes relevant and helpful content for the HR and L&D community. She manages blog posts, press releases, social media, and creates resources that educate and motivate the BizLibrary audience to take action and improve employee training in their organizations. Contact Brubaker at (636) 205-0354 or This email address is being protected from spambots. You need JavaScript enabled to view it.  .

Published in Ideas

"Great managers aren’t born — they’re trained.”

That’s the message Scott Blanchard, principal and EVP with The Ken Blanchard Companies, is sharing with audiences as he speaks to groups of leadership, learning and talent-development professionals.

Blanchard points to research that shows most managers don’t receive that necessary training, however, until they are about 10 years into their managerial career.

“The effects are damaging at both an individual and organizational level,” says Blanchard. “More than 60 percent of new managers underperform or fail in their first two years. And those who survive without managerial training often find themselves with negative habits that are hard to break — which can hold them back for years to come.”

With more than two million new people stepping up to leadership for the first time each year in the U.S. alone, Blanchard believes organizations need to take management training a lot more seriously.

“It is very important that those responsible for organizational training put together an effective curriculum for developing people into trusted professional managers. As a professional manager, you are responsible for what your direct reports do, and to some degree, how they feel — especially the emotional connection they establish with their job and the company.

While some people’s influence and communication skills come naturally, every manager can learn and develop the skills they need regardless of their starting point, says Blanchard.

“Some people naturally understand how to work with others collaboratively and how to build rapport, while others come to leadership from a less developed starting point. But you still need a system if you are going to succeed as a manager. It’s something everyone can benefit from."

According to Blanchard, all great managers do four things:

“Great managers begin by establishing clarity for their people through clear goals, accountability and personal responsibility. Second, they intervene appropriately when things are going well — and when things aren’t going well. Third, they adapt their leadership style to what is needed by appropriately identifying a direct report’s development level on a task and then modifying their style to best serve the direct report at that stage.

“Finally, great managers know how to create long-term, long-lasting relationships that are evidenced by trust and engagement over time. This results in people who stay with the organization, talk positively about the organization to others, and perform at high levels in a collaborative manner.”

Blanchard explains that effective managers connect the dots between the work of the person, the work of the unit, and the work of the organization as a whole. They understand the correlation of action, motivation and commitment. They successfully manage both performance and employee satisfaction.

“Great managers help people see the bigger picture from whatever seat they occupy,” says Blanchard, “and that can be a challenge. People’s careers rise and fall and managers need to be there with coaching skills to help people through the ups and downs — even when there isn’t a clear path forward.

“These powerful skills almost always have to be developed through training — and once learned, they can help people focus and find a way forward in any situation.”

Published in Insights

Every business has its challenges when it comes to training employees, but there are three issues in particular that plague companies trying to improve their training programs. All three of those issues result in low ROI and negative views of training when they’re not addressed.

Effective training looks much different today than it did 30, 15, even 5 years ago. We have more access to data and scientific evidence that proves traditional approaches to training aren’t as effective as they could be if modern methods were incorporated.

Your employees have become accustomed to constant connection through various devices. They have access to media that’s relevant to whatever they’re looking for — whether it’s learning how to complete a task, being entertained, hearing about current events, etc. They expect their training experience to be up-to-date with the technology they’re using daily, and to deliver the information they need to be successful in their job.

In a 2017 report, Execu|Search found that 76 percent of Millennials rank professional development opportunities as one of the most important elements of a company’s culture. Considering that they are already making up about half of the American workforce, paying attention to the learning needs and preferences rising from Millennials’ development is crucial for a company to see any return on its training investment.

So, what are the needs and preferences of modern learners? Short content that delivers the message without overloading the brain’s natural capacity to take in information. Video based content with high production value. Reinforcement of training to move important information to long-term memory. If your training is too long, unengaging, and lacking reinforcement opportunities, it’s time to make some changes.

CREATE A MICROLEARNING HABIT

When you’re taking employees off the job for training or having them sit through hour-long courses, you’re missing the opportunity to help them become better at learning. With packed schedules and endless to-do lists, your employees need the ability to learn relevant information whenever and wherever they need it. This means they need short bursts of training (less than 10 minutes) that can be in-corporated into each day, a.k.a. microlearning.

Utilizing microlearning not only decreases cognitive load and allows for a higher percentage of the information to be absorbed, but it creates a habit of learning every day — which is a foundation of innovative and agile organizations.

QUALITY MATTERS: IS YOUR TRAINING A BLAST FROM THE PAST?

One of the biggest complaints from employees about their employer-provided training programs is that the content is out of date. Training videos from the 1980s are hard to take seriously when you’re distracted by the wardrobe choices and the inferiority of the technology. Video is the most popular and most effective format for a wide variety of training topics, but learners today will have a hard time engaging with anything that doesn’t have high production value or clearly demonstrate that it’s relevant to their job today.

HOW TO PREVENT TRAINING FROM BEING FORGOTTEN

The third and most critical issue has nothing to do with what happens during training. It’s all about what happens afterward. Our brains are wired to forget things that they deem unimportant, and they do so at a stunningly rapid rate. Within 24 hours of a training event, your employees will have forgotten 70 percent of what they learned — unless you counteract this natural forgetfulness with post-training reinforcement.

Making training memorable means using spaced repetition to help short-term memory transfer to long-term. Using quizzes right away promotes the first stage of recall, and then spacing out follow up questions (multiple choice, short answer, polls, etc.) signals to the brain that this information needs to be used, therefore it should be moved to long-term memory. Whether learners answer follow-up questions correctly isn’t important. Provide them with the correct answer, and the benefits of forced recall still stand.

To see greater engagement and ROI in your employee training program, try incorporating modern microlearning with post-training reinforcement.

Published in Insights

I recently had the privilege of training 25 companies on mindfulness practices. Part of our session was on corporate culture. It's a topic that I love to speak about, because most companies have a candy coating to their true corporate culture. My favorite definition of culture comes from the Harvard Business Review. It refers to culture as "consistent, observable patterns of behavior in organizations."

The problem with corporate culture is often the difference between internal public relations (P.R.) and reality. The P.R. view is usually consistent across big companies. It goes something like, "Working here is amazing, fun, a growth opportunity where everyone loves each other and treats each other wonderfully. Best. Place. Ever. Oh, and snacks."

The truth tends to be a different story. Most attendees share a list of common challenges in the corporate world including:

>>  Doing more with less (faster, cheaper)

>>  Disconnected management

>>  Offshoring

>>  Technology challenges

>>  Offshoring innovation (sending employees the wrong message)

>>  Risky competition

>>  Increasing injury rates

>>  Absenteeism and presenteeism on the rise

We had 12 industries in the room, including real estate, technology, automotive, banking, consulting and consumer products. All agreed the challenges were universal -- the norm. If this list is the norm, then by definition, it's part of your company culture; the consistent, observable patterns of behavior in your organization. You don't have to talk about it; it just happens.

We then turned our attention to disruption. Every company has normal challenges. But we also have disruptive forces that ebb and flow, making the challenges even more difficult to work with. We started with basic disruption, the kind of global phenomenon we're all sadly getting used to: terrorism, politics, technology espionage/theft.

I challenged the group to think about smaller disruptive forces. The ones we don't talk about, but are massively damaging in the aggregate. For most companies, this includes:

>>  One-third of your employees suffers from insomnia. They show up unable to perform at their best.

>>  Four generations of employees must work together for the first time ever. And guess what? They hate each other! But few companies address the language, expectation and cultural divides that cause daily tension.

>>  Employees aren't taught focus and awareness skills. Injury rates are on the rise, and 91 percent of work accidents are caused by human error. The average company has 3.2 injuries for every 100 employees, at a cost of $38,000 each. If you're in a 10-percent margin industry, you have to make $380,000 just to cover injuries for every 100 employees. Do the math.

>>  83 percent of employees name work as their biggest source of stress and anxiety.

>>  Gallup estimates 70 percent of employees are disengaged at work, and 18 percent are actively disengaged, including toxic employees intentionally looking to avoid work.

The group agreed that disruption is the norm. It's part of your company culture; the consistent, observable patterns of behavior in your organization.

When it comes to company culture, the big question is this: Do you recognize the challenges and disruptive forces in running your business? Do you feel they'll get worse in the next 10 to 15 years? Are you equipping your employees to be resilient in the face of increasing disruption and modern business requirements?

If you're not addressing these, you might more realistically describe your culture as, "We demand faster, cheaper and ignore systemic market forces in the face of increased evidence that people don’t like it here. And we have good snacks." If your culture is just taking disruption as the norm vs. actively working to address it, you may have a culture problem that a P.R. spin won't help.

Here are some ways to solve that problem:

>>  Invest in the stress resiliency, mental well-being and coping skills of your employees. Mindfulness training has the benefit of helping the individual, while also opening him or her up to having more empathy and compassion toward one another.

>>  Look for more opportunities for employees to come together to create community. Whether it's monthly happy hours, celebrating big wins with team karaoke or team "offsites," a team in with which the individuals bond with one another will build a culture that is imperative to the functioning of the company.

>>  Add mental well-being to your quarterly staff surveys. When in doubt, ask. Check in on the level of stress in an open and transparent way with the intention of opening up the conversation instead of ignoring it. Ignoring it is resulting in 46 percent turnover for the average company in the U.S.

>>  Start small. Rome wasn't built in a day. Find what the biggest issue is first, and focus on that for a quarter. Then move onto the next big thing. Just like habits, you need to focus on each aspect of a company's culture one at a time to make real change happen.

>>  Don't let employee well-being slip, no matter what. When things get busy, the first thing that goes is that we forget to take care of ourselves. The same happens in business. Little do a lot of companies understand how much work suffers at the hands of poor well-being.

No company is perfect. But there are a lot of ways and resources to improve the inner workings of any organization.

-- Joe Burton is CEO of Whil, Inc, a recognized authority on employee wellbeing, author and speaker.

Published in Insights

A few years back, “big data” was all the rage. Today, you may be more likely to hear “data analytics. The bottom line remains the same: You have to change yourself, your team, your way of operating and — most importantly — your strategic approach to doing business with stakeholders.

To do this, you must become a data-driven leader committed to learning the basics. You can’t walk the walk until you can talk the talk. Then, find and nurture allies. A successful data analytics initiative requires friends in high and low places. Finally, reassess the profit and loss statements (P/Ls). Changing your approach to data starts with changing your mindset, which starts with the key performance indicators (KPIs) that you measure outcomes instead of activity.

THE STATE OF DATA TODAY

Statistically speaking, you’re likely at or near the beginning of your data analytics journey. But it’s time for change. In 2016, 54 percent of companies had a chief data officer, up 12 percent since 2012. And they have a key seat at the proverbial strategic table. In contrast, the 2017 Bersin Learning Organization Maturity Model, which tracks companies at four levels of L&D maturity, tells a very different story about our use of data. Thirty-five percent of companies surveyed are in the bottom tier, Level 1. They are still focused solely on traditional metrics like feedback from learners, stakeholders and follow-up assessments.

At Level 4, the Bersin model’s top tier, it’s a totally different data universe. Companies are collecting new data while utilizing existing data to improve development and work. Bersin’s findings on the implications for their businesses are pretty compelling. These organizations score better on performance improvement, information architecture, knowledge management, human factor design and content curation than less mature peers. And, perhaps most importantly given how rapid technological advances are changing work and society every day, these companies can look ahead the future and ready employees to adapt to change. But they’re only six percent of companies in the study.

RISKS OF IGNORANCE

What’s so wrong doing things the way you’ve always done them and not aspiring to data maturity? In short, by not leveraging data analytics or doing so without the right guidance, L&D organizations severely limit their ability to solve problems and advance business strategies. That’s what makes them order takers instead of valued partners.

Other more fundamental risks to watch for:

>>  Decision-making by gut, not fact

Common sense can sometimes be our enemy, because sense and logic can be deeply personal and subjective. Data, however, can remove guesswork, biases, anecdotal reasoning and other human foibles that can throw strategic efforts off course. Data can also take the emotion out of business discussions and break down silos as objective metrics light the way forward.

>>  Solving the wrong problem

You’ve surely been there — weeks or months of effort to resolve a vexing challenge are revealed to have been a waste of time, resources and goodwill, because the challenge turned out to be a misunderstanding, a red herring or a rush to judgment. Data helps avoid predetermined (and often erroneous) approaches to problem solving.

>>  Measuring efficiency  rather than effectiveness

Your team may take pride in having filled all available seats for your latest learning endeavor. But is your company better served by getting “butts in seats” or by ensuring that those employees are learning the right content at the right time in a way that drives the intended results? Even the most advanced L&D organizations on the planet can benefit from revisiting the metrics they’re capturing to ensure a focus on effectiveness and not just efficiency.

Too many companies, and L&D functions, don’t focus on defining and achieving measurable outcomes that align with and advance business strategy.

YOUR ACTION PLAN

Here are three very straightforward actions you can take to advance on your journey as a data driven leader.

1 First, start with learning the basics.

You won’t get very far if you can’t speak the language and follow along in conversations. You don’t need to become an expert, but it’s crucial that you read up and get with the basic parlance.

Information without interpretation has little value. You or a member of your team may not be running the numbers, but analytics requires business understanding to give it meaning and power. It’s relatively easy these days to “buy” the services of a data statistician. What you can’t buy is someone who knows your organization and can ask the right questions.

Start with the four types of analytics. Data analytics is commonly categorized as descriptive, diagnostic, predictive or prescriptive. They are separate from, but roughly align with, Bersin’s four levels of L&D maturity.

a.  Descriptive analytics asks, “What hashappened?” Mining data to provide trending information on past or current events provides decision-making guidance for future actions, often in the form of key performance indicators. Descriptive analytics data is usually displayed within reports or dashboards, which are sometimes automated to issue alerts or trigger actions at various thresholds. In day-to-day business operations, much of analytics is descriptive in nature.

b.  Diagnostic analytics asks, “Why has this happened?” Utilizing statistical and analytical techniques to identify relationships in data sets and degrees of correlation between variables helps pinpoint the causes of problems and formulate corrective solutions.

c.  Predictive analytics asks, “What could happen?” The term encompasses a variety of techniques, such as statistics, modeling, machine learning and data mining, which are used for finding cor-relations within big sets of current and historical facts, to make useful predictions about future events.

d.  Prescriptive analytics asks, “What should we do?” It explores a set of possibilities and suggests optimal course(s) of action based on descriptive and predictive analyses of complex data. Utilizing advanced analytical and mathematical models, it can also provide reasons for its recommendations and possible implications of following them.

The best partner for a data scientist is both knowledgeable about the business and relentlessly curious about what makes it tick. This type of person knows how to probe for understanding and judge whether data “feels right.” Deep knowledge of your company, combined with data analytics prowess, is a winning combination.

2 Find and nurture allies.

If there’s one immutable law of data analytics, it’s that you cannot do it alone. Reach out, within and outside your company, to professionals who are successfully using their data; take them to lunch and ask lots of questions.

It’s especially important to identify key data players within your company or non-profit: the data experts, gatekeepers and evangelists, whether in I.T., a data-savvy group like finance or marketing, or on the board. There are a few reasons for this. First, you may encounter leaders who re-sent both you and the very notion of data analytics. As that kind of resistance demonstrates, moving to a data-driven leadership culture, like any change effort, will bring out the best in some people and the worst in others. Some will instantly grasp its meaning and potential, while others may be skeptical, cynical or worse. It’s important to find allies early, as detractors may be frequent and fervent.

Another reason to seek allies is practical. Most L&D organizations lack the experience and clout to single-handedly lead a data analytics change effort, especially if it requires data from outside your function. Building strong relationships with leaders from one or more lines of business (such as sales, marketing or operations), you can gain:

a.  Understanding: These functions tend to already be engaged in data analytics and thus have familiarity and resources valuable to an analytically-aspiring L&D team.

b.  Access: Teams already heavily using analytics are likely data gatekeepers whose cooperation (and data) you will need to be successful.

c.  Advice: Analytics-minded executives can help focus change efforts on concrete, measurable business outcomes, avoiding potentially narrower, L&D- focused issues (although it’s generally advisable to start small, you’ll do well to think beyond L&D to all of your company as you become a strategic, data driven leader).

3. Reassess KPIs.

The third priority is an underlying mindset shift. Data analytics is a means to an end: improving your team’s performance. But that can only happen if you are measuring the right outcomes. Are you capturing efficiencies only, or also effectiveness? What have you always wanted to measure? Once you start to look at measurement in a different light, you’ll likely be motivated by the new potential you see to prove to yourself and your stakeholders that what you do matters and advances organizational strategies.

The first mindset shift is to use data to measure outcomes rather than activity. Mature organizations collect more data at more frequent intervals from more sources and are therefore better at understanding their organizations and what they need in order to make work better, and to utilize metrics and data sources that measure results of actions and not just the actions themselves.

Let’s look for a moment at so-called “rear-view mirror KPIs”: what happened. A classic example is using learner evaluation scores as evidence of impact. Yet when my team looked more closely at this a few years ago, our research showed that sales training survey results were typically driven by room temperature, food quality, and whether the presenter was funny. There was no correlation between learner feedback scores and sales rep productivity.

Assessing whether the course achieved its defined goals and objectives requires an entirely different, and more sophisticated, set of questions and measures but will enable learning teams to objectively demonstrate to their stakeholders and themselves that their efforts positively impacted the business.

L&D professionals who are measuring rear-view mirror KPIs have simply been doing their job as they were asked to do it, aiming to fulfill the expectations of their internal customers. This brings me to another critical mindset shift required to change you from an order taker to a strategic partner, and it’s yours.

L&D leaders must take the initiative. We must not wait for business stakeholders to change their expectations of us. It is up to us to hold our executives accountable for defining desired business outcomes — and have them hold us accountable for tracking our impact on those outcomes.

YOUR NEW END GAME

Achieving these priorities and especially these mindset changes are the critical first steps toward measuring impact instead of activity.

-BY JENNY DEARBORN, MED, MBA

About Jenny Dearborn -- Recognized as one of the 50 Most Powerful Women in Technology by the National Diversity Council, Dearborn is the Chief Learning Officer at SAP, accountable for the talent development strategy through learning execution for SAP’s nearly 90,000 employees worldwide. She is one of the pioneers of the revolution in using data to harness employee strengths and predict success, which she discusses in her books Data Driven (March 2015), which shot to #1 for new business releases on Amazon, and the newly-released The Data Driven Leader (November 2017). Dearborn is also a thought leader in human capital management, business culture, and the future of the workplace.

Published in Top Stories

Can one learn innovation skills? At Bayer, the answer is a resounding YES!

Innovation is defined as the process of translating an idea or invention into a good or service that creates value or for which customers will pay, according to the Business Dictionary. To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need.

The life science industry is surrounded by innovation. Digitalization is creating new business models that are increasingly driving value. Disruptive technologies with big data are transforming R&D and customer approaches. Societal changes are occurring, including aging and increasing populations. Plus, consumerism has customers taking a more active role in decision-making.

When Bayer needed to spark the imagination of employees, it embraced innovation, and embarked on a journey to do just that.

Bayer recognizes that the world is changing, and to remain competitive in the fields of pharmaceuticals, crop science and consumer health, it needs to become even faster and more agile. The company also believes it is not about “doing innovation," it's about innovating in what we do." This mindset is central to Bayer’s future success. Words such as these come easily, and putting it into action is where Bayer has excelled.

To be truly innovative requires the right culture, as revealed in Bayer’s Annual Report: “To further strengthen our innovation culture, we have identified four Focus Behaviors, namely Experimentation, Customer Focus, Collaboration — all underpinned by Trust.”

Innovation requires a shift in mindset. Instead of claiming, “I have no time,” its better to think, “Let’s make time and ask, ‘what if ’?” Rather than accept the “what has always been,” challenge the status quo.

INNOVATION ENABLERS

To help cultivate the right mindset, Bayer has established Innovation Enablers: Inspire, Learn, Collaborate, Connect.

Inspire - to explore and experiment through stories and events. Bayer chief information officer Johannes Schubmehl strongly believes in giving people freedom to innovate. “I love jamming,he shares. “You can never predict the outcome of an experimental session. Usually the result is completely new and cool.” Experiment, trust and empower your team. “Watch what happens when inspiration, aspiration and passion come together,” says Schubmehl.

Innovation Platform - All topics connected to the Innovation Agenda (Inspire, Learn, Collaborate, Connect) are conveniently hosted on the YOUniverse Web application, Bayer’s one-stop shop that enables employees to innovate. The YOUniverse application has had more than 25,000 registered users since its launch in September 2016. The site features more than 500 articles (including stories, learning documents and opportunities to collaborate).

For the Learn section, for example, Bayer staff can find:

>>  More than 40 guides on innovation methodologies and approaches, for self-study and reference.

>>  Webinars on innovation topics like customer-focused innovation, and innovation methodologies to overcome employee survey hotspots.

>>  Online courses in collaboration with IDEO U around elements of design thinking.

>>  Training on systematic inventive thinking with two-day courses to invite employees to learn and apply methodologies to innovate.

Innovation Applied - With recent advances in learning and development on the topic of innovation at Bayer, particularly the establishment of a business-focused Innovation Academy, the company believes it is now at the world’s helm when it comes to driving innovation by truly learning, doing and impacting.

To help unleash the full innovation potential of more than 100,000 employees, Bayer has designed an Innovation Agenda, of which learning is a critical component. Together with strong support from leaders and managers, the passionate and powerful Innovation Network (consisting of more than 80 Innovation Ambassadors and more than 600 dedicated Innovation Coaches) to promote, moderate and contribute toward driving innovation culture and activities from within the core of the company. Innovation Coaches have the passion to innovate and now the power to change.

INNOVATION COACH ON-BOARDING

This approach came from within the company based upon industry best practices. It was co-created with a great external partner company, Systematic Inventive Thinking (SIT).

The challenge was to realize objectives in a sustainably successful manner by creating a powerful network of more than 600 fully-trained Innovation Coaches worldwide who had to be:

1. Promoters of innovation among their colleagues in an engaging way.

2. Moderators, by applying an innovation methodology in an innovation mini-session to unleash the creative power of their colleagues.

3. Contributors, by sharing tips and tools with their colleagues

Further, once the Coaches were on-boarded, their professional development needed to be supported so that they could become catalysts for the change that the company envisioned. It was a new network within Bayer. Challenges included: the wide geographical spread of coaches and different time zones; lack of space for Coaches to build new relationships; limited resource availability of Coaches (both time and access to budget); and lack of time for Coaches to reflect on what differentiates them from other existing communities. While inspiring Innovation Coaches about innovation can be easy, finding their relevance to innovation at Bayer can prove to be challenging.

The leaders of the countries and functions nominated Innovation Coaches (dedicating 10 percent of their time) who had a passion for innovation. From June 2016 to August 2017, more than 600 Coaches had been on-boarded via initial face-to-face training, supplemented by many other custom processes and tools. The initial training lasted three days and was held in all the major Bayer sites worldwide, with a general positive average of 4.8 out of 5.0 evaluation score — one of the highest scores in all Bayer learning and training. The Coaches not only learned more about their new role, they discovered an innovation methodology (called systematic inventive thinking) and applied it to real business challenges.

This training was then supplemented by:

>>  Online Coach Community calls to share successes and support coaches with their challenges.

>>  Interactive live webinars with the use of real-time video to learn new techniques such as visual thinking to express ideas.

>>  Advanced training for high-performing Coaches who moderated more than 10 innovation mini-sessions.

All of this was delivered via an online innovation platform called YOUniverse with an invitation from the Innovation Academy to the remaining 99,000 employees at Bayer to also learn and acquire innovation skills such as design thinking.

IMPACT OF ON-BOARDING PROGRAM

Through effective on-boarding and development of coaches, Bayer is now able to directly realize the return on investment. Coaches have been given guidance on how to measure the impact of their tasks:

i)  Promoter (to inspire one person a day on innovation)

ii)  Moderator (to facilitate one innovation mini-session a month)

iii) Contributor (to publish one story a year on YOUniverse or contribute to Community Calls and webinars)

The Coaches’ task of being a moderator who facilitates innovation mini-sessions on real business challenges is already leading to major benefits. Using the methodology that they learned, they are helping to break cognitive fixedness within the company around product, process, business model and service topics. Bayer is on track to exceed a thousand business challenges tackled by the end of 2017 — each one leading to a potential solution.

This role of a Coach is now part of an individual’s growth and career path, and is recognized and supported by management. In addition, the network is making waves internally, and new Coaches are being nominated daily. At Bayer, the saying “Innovation starts with you” is true. And who better to lead this than its Coaches.

Chara Balasubramaniam, Julia Hitzbleck, Melanie Heroult, Krysia Sommers and Henning Trill authored this article. But this has been driven by the entire Corporate Innovation and R&D team, and made possible by all the talented and committed people from the Bayer Innovation network, who all deserve recognition. Bayer is a 2017 Learning! 100 winner for Innovation. It is the company’s second Learning! 100 award.

Published in Top Stories

Celebrating their 13th year,the Best of Elearning! awards recognize 60 brands across 20 categories for excellence. As the industry’s exclusive users’-choice awards, all nominations are made directly by users of solutions to an open-ended online ballot monitored and tallied by Elearning! and Govern-ment Elearning! magazines. These awards honor best-in-class solutions across the learning and technology marketplace.

“As the exclusive users’-choice awards in the industry, the Best of Elearning! awards have become a trusted resource for learning professionals to specifying solutions,” says Catherine Upton, publisher for the Elearning! Media Group.

“We thank our loyal readers and community members for their nominations and congratulate each honoree.

The Best of Elearning! awards program was first implemented to formalize the recommendation and purchase process for the e-learning community. Research indicated 85 percent of readers had recommended an e-learning solution to a peer over the most recent 12-month period, and 61 percent claimed that award recognition “impacts their decision” to consider a product or service. The Best of E-learning! program formalizes this referral process.

THE WINNERS CIRCLE

Elearning! and Government Elearning! magazines are honored to reveal the 60 brands named Best of Elearning! This year, nine brands are first-time honorees. They are:

>>  Artisan E-learning's Micro-learning

>>  Babbel.com’s Language Learning

>>  Bigger Brains’ Microsoft Office Library

>>  Content Raven’s Learning Experience Platform

>>  Cypher Learning’s Matrix LMS

>>  Elearningforce’s LMS365

>>  ITU Online’s I.T. Courses

>>  J.J. Keller & Associates’ Training On Demand

>>  Learnosity’s assessment solution

Multiple category winners this year are:

Vado’s Leadership Development, Management Development and H.R. Compliance Toolkit; ej4’s Software Skills, Selling Skills and Thinkzoom; Adobe’s Captivate and Connect; Articulate’s Storyline 360 and Replay 360; and BizLibrary’s Collection and Community.

Companies returning to the winners circle with Awards of Excellence this year are: BizLibrary’s Cloud LMS, Community and Connection; dominKnow’s LCMS; Adobe’s Connect; ej4’s Business Skills, Sales Skills and Thinkzoom; Vubiz’s Compliance Library; and Articulate’s Storyline.

New this year, Elearning! magazine selected two brands as Hall of Fame winners. This distinction is to honor brands that have made extraordinary advances in the learning solutions industry. The 2017 Hall of Fame honorees are Adobe and BizLibrary.

ABOUT THE VOTING PROCESS

Elearning! Media Group community members, readers, subscribers and online community were invited to nominate their solution provider via an online ballot during June 1 to October 1, 2017. The ballot was open-ended with 20 categories stipulated. At close, the ballots were reviewed. Duplicates were removed, vendor ballots were nullified as well as votes without a verifiable company domain address (ex.: gmail, aol, etc.). Editors verified product types and categories before counting. The top vote earners in each category were identified as finalists. Those with a 10 percent lead over all other products in a category earned category winner status. Close vote counts and runners-up earned Awards of Excellence.

To learn more, visit www.2elearning. com/awards/best-of-elearning-awards.

AND THE WINNERS ARE …

Elearning! and Government Elearning! magazines take great pride in announcing the Best of Elearning! 2017 winners:

WINNER: D2L Brightspace LMS

PRODUCT INFORMATION

D2L Brightspace is an integrated learning platform or learning environment for students who are enrolled in seated, hybrid and online courses.

Brightspace can run online, blended and CBE programs — or even MOOCs — at the same time on a single platform. It is LTI standards-compliant with a full API set and pre-built integrations. It lets you go beyond basic reporting by turning raw data into real insights that you can act on quickly to provide timely guidance.

FEATURES/BENEFITS

>>  Instructional Design Wizard aligns content, objectives and instructional strategies

>>  Quizzes, surveys and assignments  measure progress with optional  TurnItIn integration

>>  Course delivery can be fully online, flipped, hybrid or blended

CUSTOMERS

Rochester Institute of Technology, Walmart, Babcock & Wilcox Canada

CONTACT INFORMATION

151 Charles Street West, Suite 400 Kitchener,ON, Canada N2G 1H6 (877) 352-7329 or (519) 772-0325 https://www.d2l.com/products/

Award of Excellence: Adobe Captivate Prime

PRODUCT INFORMATION

Adobe Captivate Prime is a next-generation LMS that delivers personalized learning experiences across multiple devices. It allows you to align all online and offline enterprise-wide learning initiatives to skill, upskill and reskill your employees.

Captivate Prime is engaging, with gamificaiton, unified content playback and high-quality video streaming. Mobile-friendly, it offers personalized dashboards and course recommendations.

Additonally, more than 30 help videos are contained within the product for step- by-step assistance on setting up your LMS that lets employees get onboarded faster with an online help center and 24x7 phone support.

FEATURES/BENEFITS

>>  Modern UI built on single Web page architecture that eliminates navigating multiple pages with a friendly user interface and fast application performance

>>  Content-LMS integration that is virtually plug and play

>>  Track multi-format e-learning content such as PPTX, video, PDF, and DOCX files and xAPI-, AICC-, and SCORM- compliant packages.

CUSTOMERS

Publicis Media, BancSource, Prism HR

CONTACT INFORMATION

345 Park Ave. San Jose, CA 95110-2704(408) 536-6000 www.adobe.com/products/captivateprime. html

Award of Excellence: eLogic Learning eSSential LMS

PRODUCT INFORMATION

The eSSential LMS makes delivering, tracking and reporting training activity faster, easier and more accurate. Founded on an agile development philosophy, eLogic continuously adds new functionality based on feedback from clients.

You can cost-effectively deliver online training to your employees, customers and partners. And access training materials anywhere, anytime at the touch of a button. And you never have to worry about a compliance audit again.

FEATURES/BENEFITS

>>  Displays seamlessly on any device

>>  Customize course descriptions and  images

>>  Design branded templates (email,  certificates, etc.) to promote training

>>  Wide range of standard reports and  ad-hoc reporting

CUSTOMERS

Northern Tool & Equipment, Outback Steakhouse, Massage Envy Spa

CONTACT INFORMATION

14934 N. Florida Ave. Tampa, FL 33613(813) 901-8600 www.elogiclearning.com

WINNER: The BizLibrary Collection

PRODUCT INFORMATION

BizLibrary’s learning technology platform is intuitive and responsive, allowing your employees unlimited access to workplace training content on any device, anytime and anywhere for true just-in-time learning.

The library contains thousands of micro-videos, covers a wide variety of topic areas, and includes additional support materials to further increase learning retention.

FEATURES/BENEFITS

>>  Content is approved for HR Certification Institute (HRCI) and Society for Human Resources Management (SHRM) accreditation

>>  Many lessons and courses include quizzes and additional support materials to extend the learning process, increasing both retention and the return on your training investment.

CUSTOMERS

3M, Kawasaki, Red Roof Inns, Energizer

CONTACT INFORMATION:

14500 South Outer Forty, Suite 500 Town and Country, MO 63017 (888) 432-3077 www.bizlibrary.com

Award of Excellence: CrossKnowledge Learning Suite

PRODUCT INFORMATION

CrossKnowledge Learning Suite offers a most engaging learning experience to transform teams and business with lasting results. Leverage HRIS data to automatically register learners, create groups, assign content. Monitor your KPIs easily with customizable dashboards. Add content from various sources seamlessly.

The company’s “Blended” innovative learning technology converts the learning process into a group project that is integrated into each team member’s professional life. With Blended, you don’t have to choose between blended learning, self-directed learning, mobile apps or MOOCs. It is effective in any context.

FEATURES/BENEFITS

>>  Social learning a vital component

>>  Proprietary algorithm suggests the most relevant trainings to individual learners

>>  Available to laptops, tablets or smartphones, depending on learners’ working context

CUSTOMERS

Engie, Comite International, Aviva, Jaguar Land Rover

CONTACT INFORMATION

111 River St. Hoboken, NJ 07030(877) 725-7517 www.crossknowledge.com

Award of Excellence: Mastery Training Library

PRODUCT INFORMATION

Mastery has been helping organizations train their employees on workplace safety for more than 20 years. Immediately access more than 800 course topics to address training on topics such as environmental concerns, health and safety, customer service, leadership, team building, and management and supervision. Mastery has a scalable solution to meet your needs. It trains workers across all industries, from service companies to heavy manufacturing operations. It has employee training solutions for every size organization from 10 to 100,000 employees.

FEATURES/BENEFITS

>>  Train anywhere, anytime

>>  Courses are SCORM compliant

>>  Reduce accidents, injuries and other losses

>>  Ensure compliance with your diversity, ethics and harassment policies

CUSTOMERS

Renewable Concepts, Remetronix, Cactus Feeders, Transystems

CONTACT INFORMATION

41214 Bridge St. Novi, MI 48375 (800) 258-3837 www.mastery.com

WINNER: dominKnow Platform

PRODUCT INFORMATION

The dominKnow Platform is a Web-based authoring and publishing solution that helps teams collaborate in real-time, share and re-use content, and easily engage subject-matter experts in the review process. Content is ready for delivery from virtually any location — all from a single source. Included are all the features you need to create engaging, media-rich learning experiences, including customizable testing, flexible interactions and animation creation, advanced variables, branching, audio/video recording, software simulations, system and author created templates and much more

FEATURES/BENEFITS

>>  Responsive and adaptive output

>>  Full-featured HTML5 authoring

>>  Content sharing and reuse

>>  Real-time collaboration

>>  Publish to LMS, LRS, apps, print

CUSTOMERS

Society of Actuaries, Underwriters Laboratories, Vital Learning, Larmer Brown

CONTACT INFORMATION

183 Michael Cowpland Dr. Kanata, ON Canada, K2M 0M3 (613) 800-8733 www.dominknow.com

WINNER: Adobe Connect

PRODUCT INFORMATION

The Adobe Connect Web conferencing software service offers immersive online meeting experiences for collaboration, virtual classrooms and large-scale webinars.

With Connect, you can create and deploy engaging on-demand learning content using Microsoft PowerPoint plug-in Adobe Captivate and Adobe Presenter. You can use the features of a learning management system (LMS) at a fraction of the cost with Adobe Connect, or integrate it with your existing LMS.

FEATURES/BENEFITS

>>  Measure live learner participation with engagement monitoring

>>  Brandable, customizable and persistent virtual classrooms

>>  Streamline live session management with intuitive backstage tools

CUSTOMERS

University of Arizona, SoDA (The Digital Society), Kentucky Labor Cabinet, BPP Professional Education

CONTACT INFORMATION

345 Park Ave. San Jose, CA 95110-2704 (408) 536-6000 www.adobe.com/products

WINNER: ej4 Software Skills Library

PRODUCT INFORMATION

Want to know everything there is to know about I.T. training? Visit the ej4 “Software Skills” Library. There, you’ll find relatable information about gmail, SharePoint, Access 2013 and Excel 2010. You’ll discover how to tame your email inbox and how to interface with Outlook. You’ll also discover how to create an Access database and how to control data entry. And you’ll learn how important Excel workbooks are, how to format text and keyboard shortcuts.

FEATURES/BENEFITS

>>  Short videos, with an average length of 7 minutes, 12 seconds

>>  Ten videos added to the library every week

>>  Currently 1,500 videos covering not only software skills but…

>>  More than 35 total categories

CUSTOMERS

Kawasaki, Dr. Pepper/Snapple, Pepsi, Culligan, Mahindra

CONTACT INFORMATION

12125 Woodcrest Executive Drive, Suite 300St. Louis, MO 63141(314) 878-6700 or (816) 489-4660 www.ej4.com

Award of Excellence: Bigger Brains Microsoft Office Complete Library

PRODUCT INFORMATION

Bigger Brains offers expertly designed business skills courses in Microsoft Office, Google apps, sales, marketing, ethics, leadership and more.

A unique “teacher/learner” format avoids a one-way information dump, creating an engaging conversation, with dialogue, questions and  answers, humor and more.

SCORM bundles allow organizations to load their LMSs with high-quality, searchable courses on Microsoft Office and other productivity topics.

FEATURES/BENEFITS

>>  Courses capture and maintain your attention

>>  No tedious or boring lectures

>>  Requires only minutes to learn and master a new skill

>>  Topics focus on real-world, practical knowledge and skills

CUSTOMERS

ej4, OpenSesame, Halogen Software, Callidus Cloud

CONTACT INFORMATION

1520 E. Greenville St., Suite D Anderson, SC 29621(864) 421-6950 or (800) 743-2724 www.getbiggerbrains.com

WINNER: Vado Leadership Development Learning Track

PRODUCT INFORMATION

Individuals build leadership skills that can help in any role, whether the person is an individual contributor, new supervisor or experienced manager. This course bundle includes bite-sized mobile-ready courses like “Keeping Customers Informed," "Seek Out the Ideas and Opinions of Others," “Show Good Judgment Regarding Creative Ideas” and “Performing an Integrity Review.”

FEATURES/BENEFITS

>>  Helps learners apply learning on the job through step-by-step instructions and exercises

>>  All of Vado’s courses start with a short, high-definition (HD) instructional video

>>  Content optimized for the mobile learner

CUSTOMERS

Baylor Scott & White Health, Frasca Flight Simulation, Kingston General Hospital

CONTACT INFORMATION

P.O. Box 390153 Minneapolis, MN 55439 (952) 545-6698 www.vadoinc.net

Award of Excellence: ej4 Leadership Content

PRODUCT INFORMATION

The philosophy espoused by ej4 is that great leaders aren’t born, they’re made.

Employees take training more seriously when you invest in quality materials with relevant content. Not only that, but the material is engaging. When employees hear content that is relevant to them, delivered by people who look and sound like they do, retention and application of content is increased.

Topics include “Becoming a Great Leader,” “What Is Mentoring?,” “The Importance of Succession Planning” and “Managing Interns.”

FEATURES/BENEFITS

>>  “Plug-and-play” content fits any organization, providing information that is ready-to-use now

>>  Short formats and on-demand availability

>>  Line managers can look up the topics or skills they need on the spot then get back to work quickly having learned something new

>>  Learners can receive training at the workplace or at home, whichever is more convenient

CUSTOMERS

Kawasaki, Dr. Pepper/Snapple, Pepsi, Culligan, Mahindra

CONTACT INFORMATION

12125 Woodcrest Executive Drive,Suite 300St. Louis, MO 63141(314) 878-6700 or (816) 489-4660 www.ej4.com

Award of Excellence: ej4 Leadership Content

PRODUCT INFORMATION

The philosophy espoused by ej4 is that great leaders aren’t born, they’re made.

Employees take training more seriously when you invest in quality materials with relevant content. Not only that, but the material is engaging. When employees hear content that is relevant to them, delivered by people who look and sound like they do, retention and application of content is increased.

Topics include “Becoming a Great Leader,” “What Is Mentoring?,” “The Importance of Succession Planning” and “Managing Interns.”

FEATURES/BENEFITS

>>  “Plug-and-play” content fits any organization, providing information that is ready-to-use now

>>  Short formats and on-demand availability

>>  Line managers can look up the topics or skills they need on the spot then get back to work quickly having learned something new

>>  Learners can receive training at the workplace or at home, whichever is more convenient

CUSTOMERS

Kawasaki, Dr. Pepper/Snapple, Pepsi, Culligan, Mahindra

CONTACT INFORMATION

12125 Woodcrest Executive Drive,Suite 300St. Louis, MO 63141(314) 878-6700 or (816) 489-4660 www.ej4.com

WINNER: Vado Management Development Learning Track

PRODUCT INFORMATION

Vado offers numerous soft skill development courses for a variety of performance areas and competencies including: Career development, coachng, communication, conflict management, delegating work, development, employee engagement, feedback; Leadership, meeting management, onboarding, recognition, retaining employees, supervision basics, teamwork and work relationships.

FEATURES/BENEFITS

>>  Helps learners apply learning on the job through step by step instructions and exercises

>>  All courses start with a short, high-definition (HD) instructional video

>>  Content optimized for the mobile learner

CUSTOMERS

Baylor Scott & White Health, Frasca Flight Simulation, Kingston General Hospital

CONTACT INFORMATION

P.O. Box 390153 Minneapolis, MN 55439 (952) 545-6698 www.vadoinc.net

Award of Excellence: BizLibrary Business Skills Collection

PRODUCT INFORMATION

BizLibrary’s Business Skills Collection includes “Lean: Common Tools,” which is part of the company’s Continuous Quality Improvement (CQI) course. It tells organizations how to eliminate waste and do more with less.

Also included in the collection are “Business Etiquette: Best Practices,” “Total Quality Management: Creating a SIPOC Table,” “Customer Grid Analysis, “Six Sigma: Process Control,” and more.

FEATURES/BENEFITS

>>  Quizzes, handouts and additional support materials

>>  Mobile-friendly

>>  HRCI, SHRM, PDU accredited content

>>  Knowledgable staff that focuses on customers

CUSTOMERS

King’s Hawaiian, American Red Cross,Dollar General, Red Roof Inn

CONTACT INFORMATION:

14500 South Outer Forty, Suite 500 Town and Country, MO 63017 (888) 432-3077 www.bizlibrary.com

Award of Excellence: ej4 Business Skills Library

PRODUCT INFORMATION

Just when you think you’ve seen everything, along comes ej4 and its “Just” products: Just as needed - Create programs with the specific topics your employees need. Just enough - Find the most useful, actionable material in an easy-to-digest format. Just in time - Get content right when you need it with on-demand learning tools. Just right - Use ej4’s extensive library or customize your own learning experience.

Business skills courses include topics like leadership, supervision, safety, customer service, selling, and much more.

FEATURES/BENEFITS

>>  “Plug-and-play” content that fits any organization

>>  Short formats

>>  On-demand availability

CUSTOMERS

Kawasaki, Allied World, Pepsi, Goodwill Industries

CONTACT INFORMATION

12125 Woodcrest Executive Drive, Suite 300St. Louis, MO 63141(314) 878-6700 or (816) 489-4660 www.ej4.com

WINNERS (tie):  Vado H.R. Compliance Tool Kit

PRODUCT INFORMATION

This training starts with the laws but goes beyond by teaching people how to behave toward others, and teaching how they can expect to be treated in return.

The Preventing Discrimination and Harassment Toolkit: “Preventing Discrimination and Harassment for Employees” (30 minutes) (available in Spanish); “Preventing Discrimination and Harassment for Managers” (60 minutes); and “Preventing Discrimination and Harassment for California/Connecticut Managers” (2 hours).

FEATURES/BENEFITS

>>  Creative, flexible, interactive, experiential training

>>  Episode-based, broadcast quality and Millennial friendly

CUSTOMERS

Frasca International, IEWC Global Solutions McKinstry

CONTACT INFORMATION

P.O. Box 390153 Minneapolis, MN 55439 (952) 545-6698 www.vadoinc.net

WINNERS (tie): Vubiz Compliance Library

PRODUCT INFORMATION

Almost 100 titles comprise the Vubiz Compliance Library. Some of the most popular titles include “Diversity in the Workplace, “Fair Labor Standards Act,” “Healthcare Fraud and Abuse,“Managing Workplace Stress, “Sarbanes-Oxley Act Primer,” and “The Affordable Care Act.”

FEATURES/BENEFITS

>>  Full service: content, development, and delivery software

>>  Thousands of hours of off-the-shelf content available for purchase as-is or tailored to a specific situation

>>  Large, diverse elearning library with more than 4,000 online hours

CUSTOMERS

Bumble Bee Foods, Canon, Davita Health Care, Goodrich Corp., Lockheed Martin

CONTACT INFORMATION

2872 Colorado Ave. Santa Monica, CA 90404 (310) 358-9583 www.vubizl.com

Award of Excellence: ej4 Workplace Compliance Library

PRODUCT INFORMATION

ej4’s libraries of courses consist of ready to use solutions for your organizations specific needs. They are broken up by topic in Business Skills, Workplace Compliance and Microsoft Office that can be deployed on any platform.

Programs included are: “Anti-Harassment,” “Anti-Harassment for California, Connecticut, and Maine,” HIPAA, FLSA, FMLA, “Hiring and Firing procedures,”and more. When the regulations change, programs are updated accordingly, so you don’t have to keep track of the changes.

FEATURES/BENEFITS

>>  Short, tactical e-learning

>>  Fully customizable

>>  Multi-platform, including mobile

>>  Most video titles are 10 minutes or less in length

>>  Off-the-shelf programs can be customized using ej4 Thinkzoom

CUSTOMERS

Kawasaki, Dr. Pepper/Snapple, Pepsi, Culligan, Mahindra

CONTACT INFORMATION

12125 Woodcrest Executive Drive, Suite 300 St. Louis, MO 63141(314) 878-6700 or (816) 489-4660 www.ej4.com

WINNER: ej4 Selling Skills Content

PRODUCT INFORMATION

ej4’s libraries consist of ready-to-use solutions for your organization’s specific needs. They are broken up by topic in Business Skills, Workplace Compliance and Microsoft Office that can be deployed on any platform.

The company’s Business Skills Library offers courses in Professional Productivity, Communications, Sales, Project Management, Leadership, Supervision, Safety and Presentation Skills — to name a few.

FEATURES/BENEFITS

>>  Other titles: Assertive Verbal Skills, Business Travel, Business Statistics, Business Writing, Time Value of Money, and more

>>  Library expands every month, based on customer feedback

>>  Course titles can be added upon customer request

CUSTOMERS

Kawasaki, Dr. Pepper/Snapple, Pepsi, Culligan, Mahindra

CONTACT INFORMATION

12125 Woodcrest Executive Drive,Suite 300St. Louis, MO 63141(314) 878-6700 or (816) 489-4660 www.ej4.com

Award of Excellence: Baker Communications, Inc. Win-Win Negotiations

PRODUCT INFORMATION

BCI’s unique blend of training, technology and learning reinforcement is said to improve retention, change behavior, and produce high-performers.

BCI is committed to helping companies and individuals achieve world-class (top 2%) performance. It’s where top athletes find their home, where top sellers receive double-comma incomes, where leaders take their teams to new heights, and where companies leave their competition behind. And surprisingly, BCI has shown that it sometimes takes only a small change in some of the fundamentals.

The company’s approach begins with unique classroom and online training. It then uses a mobile learning reinforcement tool and gamification to augment more traditional individual, manager and team coaching.

FEATURES/BENEFITS

>>  Ability to embed online training inside most CRMS and other software

>>  Learning and coaching is provided during normal workflows

CUSTOMERS

Moog, SpawGlass, HighMount Exploration and Production, Denali Alaskan FCU

CONTACT INFORMATION

10333 Richmond Ave. Houston, Texas, 77042(877) 253-8506 or (713) 627-7700 www.bakercommunications.com

Award of Excellence: dominKnow Claro

PRODUCT INFORMATION

Claro courses are designed for a fixed page size, but are HTML5-based so they are still viewable on laptop and desktop computers as well as mobile devices.

Using Claro can be as simple as importing a PowerPoint file and publishing. Or use a PowerPoint file as a starting point, adding learning activities and assessment questions for a fuller learning experience. Plus, you can also easily create complex events like hiding and swapping content all the way through to inter-page branching.

FEATURES/BENEFITS

>>  Responsive and adapative output

>>  Full-featured HTML5 authoring

>>  Content sharing and reuse

>>  Self-described “world-class support”

CUSTOMERS

Meridium, ViaSat Inc., Society of Actuaries, Underwriters Laboratories

CONTACT INFORMATION

183 Michael Cowpland Dr. Kanata, ON Canada, K2M 0M3 (613) 800-8733 www.dominknow.com

WINNER: Adobe Captivate 2017

PRODUCT INFORMATION

With the Adobe Captivate 2017 release, you can automatically create fully responsive content using innovative “Fluid Boxes,” transform legacy courses to responsive e-learning with just a few clicks, and deliver beautiful fonts everywhere using Adobe Typekit integration.

Design all types of content: simulations, HD demos, assessments and more, with just one tool. Create storyboards using Adobe Captivate Draft, and turn them seamlessly into attractive courses.

FEATURES/BENEFITS

>>  More than 75,000+ free e-learning assets included

>>  Easy conversion to desktop courses and/or mobile learning

>>  Develop complex e-learning modules using advanced features or by writing your own scripts

CUSTOMERS

Nissan, Hotels.com, St. Jude Children’s Research Hospital, Roche Diagnostics

CONTACT INFORMATION

345 Park Ave. San Jose, CA 95110-2704(408) 536-6000 www.adobe.com/products/captivate.html

Award of Excellence: dominKnow Capture

PRODUCT INFORMATION

Use dominKnow’s Capture to create crossplatform, software simulations for stand-alone use or integration with other learning content.

Capture is a hybrid tool – it allows you to work from your local desktop for speed and efficiency but stores your work to the Cloud immediately — and it works on both Windows and Mac.

Once you’ve made a Capture, you can quickly add highlighting or arrows using the Draw tools. Or add tips using the Markers tool to help your learners better navigate the learning process.

FEATURES/BENEFITS

>>  Real-time collaboration

>>  Publish to LMS, LRS, apps, print

>>  Built-in features, including customizable testing, branching, etc.

>>  Ability to receive feedback from content reviewers

CUSTOMERS

Vital Learning, LarmerBrown, Módulo GRC, Worldwide Interactive

CONTACT INFORMATION

183 Michael Cowpland Dr. Kanata, ON Canada, K2M 0M3 (613) 800-8733 www.dominknow.com

WINNER: BizLibrary Community

PRODUCT INFORMATION

In a knowledge-based world, employees need immediate access to information and data to perform at their full potential.  BizLibrary’s Community puts the collective knowledge of an entire organization at  everyone’s fingertips. It’s modeled after social networking tools your employees already use, and it’s essential for sharing knowledge, seeking information, and learning new things.

It’s a great forum for sharing important articles, ideas for process, service or product improvements and funny or anecdotal stories.

FEATURES/BENEFITS

>>  Almost eliminates internal email

>>  Helps remote employees feel and stay connected

>>  A vital component of the company’s content management and learning management offerings

CUSTOMERS

Red Roof, FedBid, Watco Companies, Marquette Savings Bank

CONTACT INFORMATION

14500 South Outer Forty, Suite 500 Town and Country, MO 63017 (888) 432-3077 www.bizlibrary.com

Award of Excellence:  ej4 The Quad

PRODUCT INFORMATION

Employees can now join their friends when they use the online learning library. They can learn by watching what others do with The Quad, an intuitive social learning technology. It is a social community inside the Thinkzoom (LMS) campus created to encourage learners to connect with other learners. They can create their own informal network of peers beyond their formal, assigned learning groups.

FEATURES/BENEFITS

>>  Leverages workplace friendships and connections to enhance the learning experience in an entertaining environment

>>  Learners can initiate friendly competition with lifetime leaderboards, knowledge sharing, and training reinforcement quizzes

>>  Employees can recommend courses and interact with their peers

CUSTOMERS

Kawasaki, Dr. Pepper/Snapple, Pepsi, Culligan, Mahindra

CONTACT INFORMATION

12125 Woodcrest Executive Drive, Suite 300St. Louis, MO 63141(314) 878-6700 or (816) 489-4660 www.ej4.com

WINNER: ej4 Thinkzoom

PRODUCT INFORMATION

With Thinkzoom LMS, not only can you see which videos your employees are watching, but you can observe how well they comprehend the material with built-in interactive exams. You can set score requirements and even provide additional student materials so they can put their knowledge to practice.

This learning management system also has a comprehensive reporting feature that allows you to create custom reports based on users, groups, courses and topics. Understanding which courses are popular and which are lacking participation can help you measure your training progress and communicate future training goals.

FEATURES/BENEFITS

>>  Use off-the-shelf content or customize the off-the-shelf content

>>  Authoring tools for sharing company-specific knowledge and content

CUSTOMERS

Kawasaki, Dr. Pepper/Snapple, Pepsi, Culligan, Mahindra

CONTACT INFORMATION

12125 Woodcrest Executive Drive, Suite 300St. Louis, MO 63141(314) 878-6700 or (816) 489-4660 www.ej4.com

Award of Excellence: CrossKnowledge Mohive

PRODUCT INFORMATION

Mohive is the CrossKnowledge digital publishing platform that lets you easily design and deliver custom e-learning content using a unique platform that simplifies each step of the process.

It quickly delivers content for the business world that is beautiful, engaging and efficient, with step-by-step guidance and a technology designed to drive content production and share knowledge.

FEATURES/BENEFITS

>>  Responsive to every mobile device

>>  Focus on content while Mohive does the rest

>>  Different interactive activities without limits

>>  100% Cloud-based for on-the-go learning

CUSTOMERS

Jaguar Land Rover, Equinix, Air France

CONTACT INFORMATION

111 River St. Hoboken, NJ 07030(877) 725-7517 www.crossknowledge.com

Award of Excellence: dominKnow Flow

PRODUCT INFORMATION

Flow outputs fully responsive and adaptive content so you don’t have to worry about specific devices or multiple versions of the same content.

Flow is easy to get started with but packed with options to customize page behavior and create engaging and visually- stunning content. The Flow authoring stage is a live-author environment. View your page across all screen-width settings as you make it, or pop open a preview to see the page come to life.

FEATURES/BENEFITS

>>  Built-in widgets like tab sets, panels and carousels

>>  Design and tracking tools are built in

>>  Project assets stored in one central location

>>  Comments logged and tracked for streamlined review

 CUSTOMERS

Gabrielli Consulting, Meridium, ViaSat Inc, Vital Learning

CONTACT INFORMATION

183 Michael Cowpland Dr. Kanata, ON Canada, K2M 0M3 (613) 800-8733 www.dominknow.com

Award of Excellence: Artisan E-learning Micro-learning

PRODUCT INFORMATION

Does your organizaiton need great e-learning courses that get you clear business results, yet you don’t have the time or know-how to develop courses internally? Artisan works with you and your subject-matter experts to gather, organize, design, write and build engaging, interactive e-learning courses.

Whether you are working with policies and procedures, compliance, product knowledge, computer systems, business skills, or just about any other topic, Artisan can help bring your content to life. Its people can start from scratch or convert your existing classroom training into media-rich, interactive e-learning courses that track to your learning management system (LMS) using SCORM standards, or that track to your learning record store (LRS) using xAPI.

FEATURES/BENEFITS

 >>  Get your course text translated properly while managing voiceovers, reassembling the course, and testing the content across several browsers

>>  Customer-responsive team includes Section 508 and WCAG experts, usability professionals, and tech-savvy designers

CUSTOMERS

JLG Industries, Crystal River Cruises,American Red Cross, Community Associations Institute

CONTACT INFORMATION

52 Tuscan Way, Suite 202-379 St. Augustine, FL 32092 (904) 800-9395 www.artisanelearning.com

 

 

If you would like to view the full list of Best of Elearning! 2017 Award Winners, click HERE!

 

bofel2017teaserimage

Published in Top Stories
Page 4 of 59

 


You are now being logged in using your Facebook credentials