Ignite eLearning training courses are enhancing safety, loss prevention, compliance, operational, and employee development programs for Impact Training Solutions. The Ignite eLearning service provides courses for clients without long-term contracts. Customers can also customize training programs by uploading their own content directly into Ignite, further streamlining the distribution of training materials and compliance management.

Ignite eLearning includes a wide range of courses for professional drivers, office personnel and technicians. As an option, Impact offers the only fully managed online training program in the transportation industry. Impact currently manages online training for more than 90 fleets. CarriersEdge will be powering the courses.

“With Ignite eLearning, we are building on the comprehensive services we offer our customers,” said Kelly Anderson, President, Impact Training Solutions.

“The CarriersEdge approach to interactive online training helps our clients improve their training and compliance programs by offering a better learning experience and content, including the information and techniques needed to help make our customers successful today and proactively prepared for tomorrow.”

—Learn more: http://impacttrans.com/

Published in New Products

Intellum, a technology company that builds employee learning, collaboration and performance tracking tools for the modern workplace is launching an update to the Exceed Learning Management System (Exceed LMS). The new release allows learning professionals to leverage and track any type of file or asset, including items curated from the Internet, to quickly and easily create or supplement learning activities.

Intellum’s Exceed LMS eliminates the need to strictly adhere to course authoring or file output specifications (like xAPI) or invest in additional, complicated infrastructure such as a Learning Record Store. Learning professionals can now mix and match a wide variety of file types including documents, spreadsheets, presentations and PDF files, traditional e-learning assets like SCORM or AICCcompliant courseware, and non-traditional resources like links to YouTube videos, TEDTalks or blog posts. The result is a more modern enterprise learning experience that mimics the way users learn in their private lives.

—Learn more: www.intellum.com

Published in New Products

Elearning! Media Group, the U.S.  trade magazine publisher of Elearning! and Government Elearning! magazines announced their media partnership with the Federal Government Distance Learning Association’s (www.FGDLA.us)  Government Learning Technology Symposium (GLTS) in 2016. FGDLA is co-locating GLTS with Government Video EXPO. Registration to GLTS is free to federal government employees, contractors and professionals in the industry.

It has been a few years since our last GLTS and the time is right for us to return to the marketplace. Distance learning, in all its forms, is a thriving and innovative industry. The FGDLA is committed to delivering its federal government members access to a conference meeting their educational needs,” reports Alex Autry, President, FGDLA.

About GLTS

T​he 2016 GLTS will be held at the Washington D.C. Convention Center, Dec. 7-8, 2016. It is co-located with The GV EXPO, the East Coast’s largest technology event designed for video, broadcast and AV professionals. The GLTS includes two days of consecutive sessions featuring presentations on instructional design basics, 508 compliance, gaming, mobile learning, video and multimedia design for distance learning, cognitive science/learning theories, LMS integration, and much more. The FGDLA is also hosting its annual awards recognizing Federal Government agencies/ organizations excellence in distance learning.   Access the complete GLTS program at: https://static.secure.website/wscfus/4899501/3917302/fgdla-glts-program.pdf.

Registration Details

GLTS conference and GV Expo access if free to federal government employees, contractors and professionals in the industry. To secure your complimentary registration visit: https://www.compusystems.com/servlet/ar?evt_uid=687

GLTS History

In 1998, a group of Federal Agency representatives held the GLTS at Gallaudet University’s Kellogg Center, Washington, D.C.  Those representatives worked for agencies including Centers for Disease Control (CDC), The Environmental Protection Agency (EPA), the Federal Aviation Administration (FAA), the US Air Force, and the Departments of Agriculture (USDA), Energy (DOE), and Veterans Affairs (VA). The Symposium was planned by representatives of the supporting Federal Government agencies, and conference logistics were coordinated by the Graduate School, USDA. Their purpose was to create a venue in the Washington D.C. metro area to network and share best practices concerning distance learning in the Federal Government.

The two-day symposium featured 36 presentations and was attended by over 250 people from 35 different federal agencies.  The Symposium published proceedings and made attendee lists available to all federal government participants.  The Symposium was a grass-roots effort rather than an officially sponsored Federal Government event. Due to the lack of sponsorship and financial resources, the last GLTS Symposium was held in 2001.

About Elearning! Media Group

Elearning! Media Group is owned by B2B Media Group LLC. Elearning! Media Group consists of twelve media products including: Elearning! Magazine and E-magazine, Government Elearning! E-Magazine, Elearning! Alert, SalesTec eNews,  2elearning.com, Elearning! Web Seminar Series, Enterprise Learning! Summit, Virtual Learning! Summit and Enterprise Learning! Conference. Elearning! Media Group serves the $225 billion learning and workplace technology market.  Suppliers and practitioners can follow us online at 2elearning.com; on Twitter: 2elearning or #ELSummit; via Facebook: Elearning!-Magazine or LinkedIn: Elearning! Magazine Network or Elearning! Summit. 

About FGDLA

FGDLA Info Sheet: https://static.secure.website/wscfus/4899501/3421285/fgdla-partner-info-sheet.pdf

Published in Latest News

 

How will Salesforce reach $10 billion sales? Will Twitter be a Salesforce product or sell to Disney? How will Einstein close more sales for you and me?

Discover the answers at Dreamforce October 4-6, Moscone Center. Join our editors at these seven Must Attend events:

 

1.       The Sales Executive Summit at Marriott Marquis.

Forty-four sales leaders from Amazon Web Services, LinkedIn and Twitter (to name a few) share their secrets to culture, development, leadership and technology integration. Pre-registration required. Tues, Oct 4th 8:30 AM – 4:00 PM at Marriott Marquis

2.       Tony Robbins Keynote

Get ready for a sales workout with Robbins. He will define, confound, and motivate sales performers. Can’t wait to get my fix. Tues, Oct 4th 4:30-6:30 PM at Moscone Ctr

3.       Shark Tank Meets Dreamforce at DreamPitch Competition.

Marc Cuban, Will.i.am and Chris Sacca judge the next great salesforce cloud app from creative idea-ologists. The winner can receive up to $200,000 in cash and prizes. Tues, Oct 4th, 1:00-2:00 PM Moscone West, Keynote Rm 3

4.       Marc Benioff Keynote

A must attend session for all Dreamers. Let’s see Einstein at work. What is the roadmap to $10 billion? Stay tuned here. Wed, Oct 5th 1:00 – 3:00 PM Moscone Ctr

5.       U2 concert for Dreamfest & Benefit for UCSF’s Children’s Hospitals.

Got a $1000 to donate, this is ‘the concert’ to attend. Wed Oct 5th Daly City Cow Palace

6.       Einstein is in the building.

This keynote reveals AI for Everyone and what it means. Thur Oct 6th 3:00-4:00 PM Moscone Ctr

7.       CloudExpo is the place for innovation, sales and technology.

Don’t miss the opportunity to view the creativity of this community in one place. Tues-Fri Oct 4-7th, hours vary. Moscone Ctr.

Not coming to Dreamforce?

You can still see the Keynotes via Salesforce LIVE at Dreamforce Streams. OR, you can attend your local Dreamforce Hangout.  

 

Published in Top Stories

Neuroscience Should Be Changing the Way You Design Sales Training

BY MARGIE MEACHAM

Suppose you had the chance to be present at the very moment of a world-changing discovery? Imagine sitting next to Marie Curie in her lab as she discovers the power of radioactivity or walking with Neil Armstrong on the moon. Maybe you are seeing the DNA double-helix for the first time with Watson, Crick, and Wilson. If you had the chance to be a part of one of these great moments of discovery, would you take it?

Right now, we all are embarking on a great adventure. We are discovering how the brain really works by watching it in the very act of cognition. We are expanding our understanding of how the human brain, a quivering bundle of more than 400 billion neurons, uses electrical charges to transmit and store sensations, feelings, decisions, fears, thoughts, and even our sense of self, on a constant and ever-changing basis. Someday soon, we’ll unlock the code that allows our brains to retrieve the sights, smells, and sounds of your seventh birthday as vividly as the first time you experienced it. And we’ll start to figure out what this wonderful, beautiful landscape of neurons, dendrites, and axons means to those of us who strive to help people learn.

For the past decade, advances in neuroscience have shed new light on how the brain learns. While this science is still in its infancy and there are more questions than answers right now, many teachers, instructional designers and trainers are implementing brain-aware techniques into their work as educators. Yet a quick review of the top 20 sales programs in 2016 offers pretty much the same solution selling approach that has been in vogue for decades. While the rest of the education and training profession is finding new ways to apply the expanding understanding of how brains work, sales trainers often seem stuck in the past. This would be fine if the selling techniques of the past were actually working, but new research shows that people often make a major purchase decision in spite of the sales person, rather than because of him or her. If you want to give your organization a competitive advantage, here are some practical applications of brain science you can use today to revitalize your sales training programs.

TEACH SALESPEOPLE HOW THE BRAIN MAKES DECISIONS

Think about a major purchase decision you made recently. You probably conducted careful research online, compared feature sets, searched for product reviews, sought out the opinion of friends and colleagues, and ultimately, made what you consider to be a logical decision. At least, that’s how you felt during the process. But you might be surprised to learn that the brain processes emotional and purchasing decisions in the same place — revealing that our emotions factor into any major purchase.

Recently, two different research teams at Duke University discovered that they were studying the same part of the brain to understand two brain functions that were previously thought to be completely unrelated: emotion and high-value purchasing decisions. The region that is getting all this attention is the vmPFC (ventromedial prefrontal cortex), which is located between the eyes in the front of the brain. By watching this region while people are making decisions, scientists have discovered that it’s most active when the subject is asking questions such like: “Is this product or service really worth the price I would have to pay to acquire it?” “Will I regret this decision later on?” “Is this really the very best choice I can make in this situation?”

In answering questions that appear to be about discoverable facts, the vmPFC considers some expected factors, such as the cost of one product compared to a similar product with similar features, expected financial benefits from the acquisition and use of the product, and so forth. But it also factors in some less quantifiable considerations, including status, emotional satisfaction, excitement, and small rewards such as snacks or prizes. This was quite surprising, because the scientists expected to see the cerebral cortex, the seat of our conscious thought, running the show. It turns out that the cerebral cortex doesn’t become involved in the decision until much later in theprocess. What’s considered the logical part of the brain starts coming up with reasonable sounding explanations for a purchase decision after it has been made at an unconscious level. In other words, by the time you can explain the pros and cons of two competing products to yourself or another person, your brain has already decided.

So, did you buy that expensive human capital management application because it would give you more hard data about the effectiveness of your leadership development program, or because it would make you feel smarter than your peers? The answer is most likely a bit of both. If sales people are too focused on making a logical case for their customer, they may miss significant opportunities where the buyer is responding emotionally to the perceived benefits of a particular choice. As a sales professional myself, I am imagining a few readers right now nodding their heads and thinking, “Ah, so that’s what happened to the sale I was sure I had sewn up.”

As early as 1994, Antonio Damasio made the case that emotions are a critical part of the brain’s decision-making process. Because emotions and logic are linked in our decision-making process, we must teach our sales people to allow time for buyers to process the emotional content related to their decisions. Remember that these emotions are happening at an unconscious level, so it may take some prodding to help the buyer bring these feelings up to the surface where they can be examined and discussed.

TEACH SALES PEOPLE THAT THERE REALLY IS POWER IN POSITIVE THINKING AS LONG AS IT’S GENUINE

Many sales training programs focus on the skill of influence. The reasoning is that if you can persuade the buyer to have the same enthusiasm for your product that you display, he or she will be buy it. An interesting study has studied the process of influence by observing brains trying to sell ideas to other people. One group was assigned the role of the intern. Group members were told to bring movie ideas to members of the other group, the producer, and convince these people to make movies from their ideas. Interns were assigned these ideas, which they were supposed to sell.

By viewing a live MRI scan during the experiment, scientists discovered that they could accurately predict whether or not a producer would buy an idea by looking at two responses in the brain: anticipated reward and what’s considered the salesperson effect. If the intern believed that her idea would be accepted, her brain anticipated this success and produced dopamine, delivering a positive feeling of success. She literally experienced her success in her mind before it happened. If the intern did not believe the idea would be accepted, it generally wasn’t. This is pretty much what common sense might tell us, right? We’ve all been told that positive thinking yields better results than negative thinking, and this research confirms that intuitive belief.

In addition to the reward-behavior predictor, scientists found that some people were just more convincing than others. When these people spoke about their ideas, the same area of the brain was stimulated in the intern’s brain and in the producer’s. In other words, the presenter was able to trigger the reward stimulus in another person’s brain. The scientists called this the salesperson’s effect.

It isn’t clear if this effect is the result of some sort of innate ability or brain structure, or something that can be developed over time. Further studies likely will answer those questions.

Soon it may be possible to hire salespeople by watching their MRIs as they attempt to sell something to another participant. We might be able to determine a leader’s communication skills by measuring the strength of his salesperson effect on team members’ brains. If we can discover the mechanism that is triggering this effect, we may be able to even train people to enhance this ability. What we do know is that when two people are communicating well, they are literally in sync, in that their brain waves produced by the electro-chemical communication between neurons is modulating at the same frequency. In a video from a neuroscience conference in Amsterdam, several pairs of people sit quietly and use the feedback coming from sensors that picked up their brain waves to synchronize, which is indicated by the color (or wavelength) begin produced by their brains.

Daniel Goleman, expanding on his initial work in emotional intelligence, has discovered that the brains of two people who trust each other have a remarkable symmetry — their brains are so in sync that they exhibit high levels of brain activity in the same parts of the brain at the same time. The same synchronicity has been found in couples dancing and musicians playing together. Many successful sales professionals have sensed this syncing of brain waves when things are going extremely well in the sales process.

TEACH SALES PEOPLE TO BUILD TRUST THROUGH GENUINE CONNECTIONS

Neuroscience suggests that the less we trust the salesperson, the riskier we believe the purchase decision and the less likely we are to act, regardless of the product’s benefits. Approach-avoidance conflict is a term used to describe a major decision that has both appealing and unappealing elements to it. Since most people inherently mistrust salespeople, nearly every major purchase decision falls into this category. How can we feel good about a deal we’ve just made with a perceived devil? Neuroscientist Paul Zak was one of the first to identify the neurotransmitter oxytocin as an indicator of a high degree of trust toward a stranger, as exhibited by heightened levels of oxytocin. Oxytocin and other “messenger molecules” are released in response to internal and external stimuli, flooding specific parts of the brain and triggering specific emotional reactions. Zak found that the more oxytocin is coursing through your brain, the more likely you are to trust people. It stands to reason that if we can stimulate oxytocin in the buyer’s brain, we can overcome the deeply ingrained tendency to distrust a sales representative. Here are a few behaviors that stimulate oxytocin and make us believe that an individual is trustworthy.

1

The Power of Touch

Being touched by another human being stimulates oxytocin and other transmitters and increases the feelings of trust toward that individual. Zak found that hugging, in particular, generates high degrees of trust in both participating brains. Handshaking can also improve the degree of trust between two individuals and make the prospect of striking a deal more likely.

2

Storytelling Builds Trust and Connection

Stories have a profound effect on the brain. Brain imaging studies have shown that when we are immersed in a story, our brains respond as though we are the protagonist of the narrative. Therefore, stories about others buying and using the product can help buyers see themselves making the purchase decision and generate positive emotions about the product and the salesperson.

3

You Can’t Fake Trustworthiness

Some sales training companies try to give sales representatives a list of behaviors which, if practiced, will increase their ability to generate trust and build relationships. If only it were that simple. In “The Selfish Gene,” Richard Dawkins explains that our brains are highly tuned survival machines, so at some point in our evolution it must have become necessary to detect lies in order to stay alive. Today, our brains are capable of detecting false statements or actions within milliseconds. We may not be able to express the reaction in words, but we know at “a gut level” (really a brain level) that some people are not genuine. Trustworthiness cannot be faked; your buyer’s brain will detect the falsehood every time. Turning again to my review of the top 20 sales training organizations, I see a familiar pattern. Their content seems to focus on external behaviors that will make salespeople appear more credible. Neuroscience tells us that we should focus instead on teaching sales professionals to be genuine, sincere, and trustworthy — a much bigger challenge with a much greater potential payoff.

WHERE DO WE GO FROM HERE?

We’re still figuring out how to use the exciting information coming out of neuroscience, but we can start applying these and other insights now, to make our sales training – and all our training programs – more brain-aware. It’s a brave new world and learning professionals have the opportunity — and the responsibility — to continue to adapt as new information becomes available. Whether we realize it or not, we are observers to one of the greatest eras of discovery in the history of the human race. We’re living in the early days of the age of discovering our true selves, and it is going to change not only how we view the sales profession, but how we understand ourselves.

—Margie Meacham is the Chief Freedom Officer, Learningtogo. She helps people learn and improve performance by applying our evolving understanding of how the brain works, as revealed through neuroscience.

Published in Top Stories

Collaboration, innovation and high performance are the mark of this year’s winning organizations.

BY CLAIRE JOHNSON

The sixth annual Learning! 100 Awards honor the world’s top learning organizations for innovation, collaboration and performance. The Learning! 100 are comprised of 60 corporate enterprises and 40 public sector honorees from government, nonprofit and education. These organizations confront the pressing issues of global competition, innovation and constant change. This year, Amazon Web Services shares how the largest cloud service company in the world can innovate at a rate of 722 new solutions annually while decreasing costs. Scripps Health takes training from the classroom and surgical urgical centers to their new simulation center where practice breeds success and improved patient outcomes. Think of the training challenges of Ingersoll Rand which brings 32 organizations organizations together under a single sales excellence program across a global sales teams.These are just a few of the great works the learning and development teams across the 2016 Learning! 100 have accomplished, all while generating outstanding financial performance. How is this possible? All of the Learning! 100 winners share a similar vision: Learning is an organizational imperative; Senior leadership leads or supports learning across the organization; and many, (84 percent), have a learning leader who drives positive impact on the business. Meet these organizations, all 100, in the following pages and upcoming upcoming events,web seminars and articles by Elearning! Media Group.

 

#1 Private Sector

Amazon Web Services’ Outcome Based Account Management Program Delivers

More than 10 years ago, Amazon Web Services started as a storage service. Today, it offers more than 70 services for compute, storage, databases, analytics, mobile and enterprise applications. The organization announced 722 significant new features and services in 2015 which is 40 percent more than what was introduced in 2014. In 2015, Amazon became the fastest company to reach $100 billion in annual sales and Amazon Web Services reached $10 billion in annual sales. The two companies are very different — one serves consumers and the other serves enterprises — but both have grown organically over time and have placed an emphasis on uncovering — rather than dictating — company culture which contributes to their successes.

Consistent with the Amazon Leadership Principle of keeping the custome rfront-andcenter, the Amazon Web Services approach to selling startswith the customer and works backward.It defines success through the customers’ eyes based on each’s individual priorities.The program,Outcome Based Account Management Program Implementation for the Global Sales Organization, has been hugely successful, which is why it’s receiving the No. 1 ranking in the Learning! 100 awards.The program is being delivered internationally and isreceiving a 4.2 score out of 5 from global participants.

Outcome-Based Account Management (OBAM) is the process, tools, competencies, and dialogue architecture for initiating and solidifying customer relationships through focus on the journey of the seller in a lifelong strategic relationship. The program offers a number of components which is what makes it effective including pre-call, pre-work, one-day live collaborative training session, three post-workshop coaching calls and on-demand OBAM playbook. Customer-driven products and solutions are at the heart and soul of this program and the results are in:

>> More than 90 percent of Amazon Web Services builds was requested by customers.

>> Amazon Web Services has dropped prices 51 times. >> Amazon Web Services continues to introduce low-cost services such as Aurora (a database engine), QuickSight (a business intelligence service), EC2 Container Service (a compute container service) and Lambda (a server-less computing capability).

Amazon is working with well-known companies to innovate and fulfill their needs. MLB Advanced Media is an example of a customer that consistently helps reinvent the customer experience with the help of Amazon Web Services’ Kinesis which processes real-time streaming data. It works to measure every pitched ball’s movements more than 2,000 times per second, stores the data onAmazon S3 and then performs pitching analytics and so many others on Amazon EC2. Collectively, the suite of services generates nearly 7TB of raw statistical data per season shedding quantitative light on baseball myths and pearls of wisdom.

Netflix is another well-known company Amazon Web Services serves. About seven years ago, decided to move all of its applications to the cloud. It opted to work with Amazon Web Services because of the greatest scale and broadest set of services and features. With the success of Netflix’s transition, Infor, Intuit and Time, Inc. have decided to move their application to Amazon Web Services. Amazon Web Services already attracts more than 1 million customers and as the team continues its rapid pace of innovation that allows more capabilities for builders, it will be easier to collect, store and analyze data, allowing access from more geographic locations and rapid growth in mobile and connected devices. With this rate of growth, Amazon Web Services is No. 1 on the 2016 Learning! 100 top learning organizations.

Amazon Web Services is a first-time Learning! 100 award winner.

WHILE ALWAYS KEEPING THE CUSTOMER IN MIND, AMAZON WEB SERVICES CONTINUES TO GROW RAPIDLY:

Amazon Web Services QR 2

 

#1 Public Sector

Lawrence Livermore National Laboratory’s Leadership Development Program

Lawrence Livermore National Laboratory (LLNL), a premier applied science laboratory within the Department of Energy, serves more than 6,500 employees in a number of technical disciplines including physics, chemistry, biology, engineering, and computer science among others. The researchers work together to achieve technical innovations and scientific breakthrough in areas such as nonproliferation, cybersecurity, clean energy, climate change, manufacturing and medicine. There’s an emphasis on values and employees are encouraged to uphold them with the way they interact with one another, sponsors, stakeholders and the public. LLNL senior leaders recognize that a highly capable, innovative and sustainable workforce, led by talented management is essential to the success of the Laboratory — that’s why the Leadership Development program was developed.

Learning is aligned with strategic business goals and embedded in the workflow, accelerating business impact and organizational agility. LLNL’s learning program connects with talent management, linking skills and competencies with succession planning and leadership development. Employees are empowered to take charge of their career development, supported by a program that promotes learning and knowledge sharing throughout the employee lifecycle.

LLNL’s learning program features ULearn, their online learning center, at its hub. More than 65 percent of LLNL has a U-Learn account which consists of a portfolio of resources that are responsive to the Laboratory’s environment, mission, skill base and future. ROI surveys reveal that 96 percent of employees believe that U-Learn benefited them and 80 percent of learners were able to apply what they learned within six weeks. Further, LLNL revealed the return on investment for the program was 1,129 percent or a benefitto-cost ratio of 12.8 to 1. The Leadership Development program uses a blended learning approach by incorporating online resources found in U-Learn into its curriculum as well as pre-assessments, coaching opportunities, project work, and instructor-led workshops.

Financially challenging times and new workforce expectations require leaders and learning programs to be cost-effective and integrate technology. The Leadership Development program was created as a solution to address both these needs. Drawing on a self-assessment conducted with the University of California-Berkeley’s Haas School of Business which identified strengths and gaps in leadership capabilities, the plan for integrated leadership development programs began, addressing needs at multiple career levels, aligned with the strategic direction. Today’s program has evolved to include an intentional roadmap for leaders that builds their skills as they gain tenure. LLNLs’ leadership program has three curriculum components: culture, leadership and accountability. A culture of trust, development, and innovation helps prepare leaders to improve their skills to be able to deliver on LLNL’s mission. An institutional set of leadership competencies help leaders move the organization forward and make informed decisions and each leader is account able for their decision, no matter the outcome. When an individual has been identified for a leadership role, he or she will create a 180-day assimilation plan and over the following four years, will work closely with management and the learning organization for assessment, feedback, performance tools and workshops.

Lawrence Livermore National Labs QR

 

#2 Private Sector

At Vi, Learning is a Leadership Competency

Vi operates residential facilities for active and retired adults operated by Hilton Hotels. Vi employs 2,946 people across 10 facilities and its corporate office. Vi’s strong collaboration with business partners and alignment of learning strategies and initiatives are what drives results. What makes Vi unique is how the company’s Learning and Organizational Development department engages with its business partners. Responsibility for learning is viewed as a leadership competency and is part of each leaders’ annual goals which are tied to compensation. This partnership has manifested in high levels of employee and resident satisfaction, high levels of employee retention and strong financial and quality performance. performance. Nine out of 11 of Vi’s locations have won awards as top employers and best places to work in 2015.

Vi’s future success depends upon developing future leaders with the same cultural DNA. Vi’s Breakthrough Leadership Program does just that. It leverages the best of classroom, virtual and collaborative learning and multi-faceted evaluation techniques to measure each aspect of the program. Vi partnered with organizational development faculty from DePaul University to identify what specific elements of Vi’s leadership training program were effective and worked to refine what specific elements contribute to participant success. In the past, Vi strictly relied on program participant retention, promotion rates and participant and managerial feedback to assess program effectiveness. Although each component of this program offers the benefit of providing unique learning, insight, and reinforcement of concepts, each learning event has its own training assessment associated with it. A determination of overall program effectiveness requires capturing information about learners that is based on the objectives of the entire program, not simply tied to a given learning event. The end goal was to design a more systematic approach to assessing training outcomes connected to learning across the program.

As a result, Vi implemented a variety of assessment tools for participants, their managers and peers. These assessments were taken before the start of the program, during the program, and after the program ended to measure the effectiveness of each program element. In addition, Vi’s Learning and Organizational Development team engaged senior executives throughout the entire program (including virtual sessions) to reinforce key concepts and share personal learning. Vi invested in key partners such as faculty from DePaul University, Harvard Business and TalentSmart to deliver best in class solutions. Successful training effectiveness assessment depended on using multiple methods and sources of data and focused on outcomes known to be empirically associated with increased learning readiness, training motivation, transfer of training and job performance. Findings included:

>> Emotional Intelligence scores exceeded benchmark data across all dimensions by 10 percent. Overall emotional quotient scores increased seven percent to 86 percent with a 75 percent benchmark.

>> Knowledge gains were evaluated pre-class, after class and one year later, and showed a 25 percent increase in knowledge.

>> Attitudes and skills evaluated pre- and one year later reported an 11-percent average gain across all dimensions including self-efficacy, utility, transfer motivation, role clarity, supervisor support, skills self-assessment.

>> Engagement in leadership development activities asking for feedback by capabilities increased from 30 to 80 percent. >> All 13 dimensions measured saw a nearly 90 percent increase in abilities.

VI is a six-time Learning! 100 award winner.

HEAR FROM THE WINNER:

Vi QR

 

#2 Public Sector

DAU’s Performance-based Strategic Plan

Defense Acquisition University (DAU) graduates 240,000 students annually, serves more than 1 million learners per year and is on the cutting edge of social and mobile learning, as well as virtual learning. DAU’s efforts to develop and implement innovative learning strategies have enabled the organization to achieve international recognition as a premier corporate university. Looking ahead, organizational leaders continue to examine emerging trends and technologies to ensure that the university offers the best capabilities to the workforce, a task that requires constant self-assessment and reinvention.

The Department of Defense’s priorities are changing; its current challenge is to not just to do more with less, but to do it better and smarter. Additionally, DAU has achieved global reach and phenomenal growth, superb customer feedback, and an industry-wide reputation and accreditation for excellence.

To address these challenges, DAU’s Performance-based Strategic Plan for Shaping the Future incorporates its unique enterprise learning strategy, the Acquisition Learning Model (ALM) into its first three goals that guide all of the university’s efforts to adapt and improve. The three-year DAU Performance-based Strategic Plan for Shaping the Future incorporates the organization’s unique enterprise Learning Strategy, the Acquisition Learning Model (ALM), into its first three strategic goals: foundational learning, workflow learning and performance learning. DAU has integrated with shared assets from all three to create a powerful learning environment for the new workforce. It recognizes that foundational learning delivered in classroom and online courses must be connected to robust learning that goes on continuously, outside of structured courses that includes workflow learning which helps workers just in time and on the job. Performance learning targets students through high-impact consulting with specific challenges for programs, organizations and individuals.All three are integrated to create a powerful learning environment for the new workforce. The plan is implemented through a continuous multi-year process. The first year is executed and managed by an annual performance plan that is organized by five strategic goals and more than 100 performance tasks to be completed. These are cascaded down through the leadership team and to individual faculty and staff via their incentive plans to complete.

Another important DAU challenge is to help the new workforce and generation of learners succeed on the job. They will have fewer career opportunities for which to learn and gain experience, fewer mentors to help them learn, and fewer resources, yet still they must prevail. Meeting the demands of this new workforce has already driven significant changes in how they approach workforce learning and development. As a result, they are increasingly relying on DAU learning assets on the job. This new set of challenges has ushered in a paradigm shift from where everyone must play a role in learning and development and successes are gauged upon others’ rather than solely on each individual.

The DAU’s strategic plan has been recognized as an award-winning best practice, received a six-year accreditation and has been awarded a commendable rating by the Council of Occupational Education.

DAU is a six-time Learning! 100 award winner.

HEAR FROM THE WINNER:

Defense Acquisition University QR

 

Read more and see the full list of Learning! 100 Companies:  http://elmezine.epubxp.com/t/185271-elearning-august-september/16

Published in Top Stories

The 2016 edition of the Enterprise Learning Conference also marked the debut of the Learning! Champions Awards Luncheon. Frank Anderson, former president of the Defense Acquisition University, received the Lifetime Achievement Award and opened the award ceremony. We are proud to share the insights and inspiration shared by five of the Learning! Champions. (Scan QR code.)

 

 

 

 

 

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Jill Betters, Marketing Manager of Commercial & Agricultural Programs, CertainTeed Corp.

 

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Frank Anderson, former President, Defense Acquisition University

 

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ReLita Clarke, Corporate Training Manager, immix/group, an Arrow Company

 

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Dr. Christopher Washington, Provost & Chief Academic Officer, Franklin University

 

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Steven Stone, Vice President of Learning, Performance & Development, USAA

Published in Top Stories

Veterans from across the country began a new career journey in the VA Acquisition Academy (VAAA) Acquisition Internship School’s Warriors to Workforce (W2W) Program. They came into the program not knowing what to expect. Many of them had their military career cut short by battlefield injuries and were left to answer the question, “What’s next?” The W2W Program was created to answer that question and provide returning wounded veterans an opportunity to apply military experiences and highly transferrable skills to the contract specialist career field within the Department of Veterans Affairs (VA) and other federal government agencies. The holistic program leverages GI Bill benefits to meet mandatory college education requirements and provides extensive technical and business skills training, advanced biofeedback work, and mission service. It utilizes a cohort model that provides a built-in support system and network that mirrors the team environment and camaraderie veterans experience in the military, easing the transition to the civilian professional world.

In their first year, the interns earn 36 college credits in business courses. To date, W2W participants have achieved a cumulative GPA of 3.5 in college level courses. At completion of year one, participants transition into existing career development programs, such as our award-winning Acquisition Intern Program (AIP). Through AIP, they go on to complete the education requirements to achieve a Federal Acquisition Certification in Contracting (FAC-C) Level II, which is recognized throughout the federal sector as evidence of a solid education in the professional career field.

More than 120 wounded warrior veterans have been hired into the W2W program to date, which includes VA as well as three other government agency participants. Ninety-four percent have completed the W2W Program. Three cohorts have successfully transitioned to the VA’s Acquisition Intern Program (AIP) and one to the VA’s Project Management Fellows (PMF) Program. One-hundred percent of the inaugural W2W cohort that graduated from AIP was placed permanently in the acquisition workforce across the country. They come from all across the country, represent all branches of service and, between them, earned 27 Purple Hearts, 46 Combat Action Ribbons and six Bronze Stars.

Veterans display many of the attributes that are important in contracting like trust, integrity, teamwork, problem solving, and leadership. Supervisors in the field offices where they conduct job rotations and are ultimately integrated into the acquisition workforce often remark that they wish they could be cloned.

The undertaking supports VAAA’s mission of recapitalizing the acquisition workforce and the VA’s commitment to veteran employment.

The program offers new optimism and confidence to returning wounded warriors and provides a great source of talent for the federal workforce. It’s mutually beneficial and rewarding.

More information about VA’s Acquisition Academy is available atwww.acquisitionacademy.va.gov

By Stephanie Belella, Acquisition Internship School Program Manager, VA Acquisition Academy

Published in Insights

Private enterprise Learning! 100 winners reported an average revenue of $11 billion in 2015. The top three winning industries were information and technology services (21.6 percent), media (10 percent) and health care (8.3 percent). Eighty-four percent of the organizations report having a Chief Talent, Workforce, People, OD or Learning Officer on staff and of these, 75 percent report to the Chief Executive Officer or President. The average number of employees at each company was 43,073. (Data compiled from supplied information only.)

l100benchmarksimage

Published in Top Stories

Researchers find breakthrough in neuroscience that will contribute to machine learning.

Researchers from the University of California Los Angeles (UCLA) and the California Technical Institute (Caltech) studied the activity of individual neurons when humans are learning through observation. The study used abstract levels of computational models that reflected in the activity of individual neurons and supported human behavior and interaction. Michal Hill, the study’s research group leader, called the study groundbreaking in that it “transcend[s] different levels of neuroscience.”

The study called for ten patients suffering from epilepsy who were instructed to play a card game. When the patients observed other players, the neurons created a complex learning language and the electrodes reflected the changes in neural behavior caused by observing the other players. When observing others, the neurons in the rostral anterior cingulate cortex (rACC) registered the expected value of an observed choice and the prediction error after the outcome was revealed. The parameters were used by the brain to learn from others’ experiences rather than learning from their own mistakes.

Machine learning is largely created the same way; machines are taught by observations and reactions. Machine learning is expensive to develop, and building robots that can move on their own with required special sensitivity is a time-consuming task. However, many large organizations consider it a worthwhile undertaking and many are willing to share their information with developers willing to use it. Elon Musk opened a lab for developers to work on AI as part of a nonprofit this summer. Facebook is launching Facebook Artificial Intelligence Research (FAIR) in order to help machines register two-dimensional images. 

Published in Latest News
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