The AR/VR market is valued at $27 billion dollars and  expected to reach $209 billion by 2022 according to Statista.   While many focus on consumer entertainment and gaming, enterprise, medical and education are significant market segments.

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The AR Landscape, found on page 10, lists 312 companies, representing $12.1 billion in funding and $69.6 billion valuation. It features all the companies you need to know to track AR market. Find startups and innovators to tech giants and industry leaders, listing names such as Magic Leap, Occipital, Blippar, Niantic, Google, Apple, Microsoft, Intel, Disney, and more.

Sources: https://www.statista.com/statistics/591181/global- augmented-virtual-reality-market-size/ http://thearlandscape. pagedemo.co/

Published in Trends

Most of the new hires are not well prepared to perform at a high level in a professional environment, primarily because of insufficient skills, cites a study conducted by Bloom-berg and Workday. The absence of aligned collaboration between academia and business are impeding efforts to effectively prepare students for employment and to reskill existing workers. Findings include:

>> Opportunity for Greater Collaboration: Only 30 percent of corporations and 39 percent of educators say they are collaborating to help reskill and retrain employees.

>> Plans to Invest in Reskilling: Roughly four in 10 corporate respondents plan to invest in reskilling current employees.

>> Adapting to New Technology: More than 50 percent of corporate respondents plan to evolve job responsibilities to reflect future needs and improve their recruitment of diverse talent to address the impact new technology has on their workforce.

>> Budget Constraints a Challenge: Approximately half of corporate respondents anticipate facing budget resource constraints when deploying a plan to address the impact of emerging technologies on the workforce; 84 percent of academic respondents say budget limitations will be their biggest anticipated challenge in deploying plans to better prepare students for the future workforce.

“[It] is the time to rethink how to put reskilling our people at the center of corporate talent strategies…while building stronger bridges to the academic world so we can establish a clear path forward,” concluded Leighanne Levensaler, senior vice president of corporate strategy, Workday.

Download Building Tomorrow’s Talent: Collaboration Can Close Emerging Skills Gap at https://bit.ly/2MDj4AH

Published in Latest News

Seventy percent of learning leaders cite Employee Engagement as the top business driver for learning platform investment, according to the 2018 Learning & Talent Platforms Study conducted by Elearning! Magazine. Engagement has topped the list three years in a row.

Personalize Learning was cited by 49% of respondents; the largest shift seen given only 0.4% cited this four years ago. Improve Leadership Skills (46%), Drive Sales and  Profits (40%) and Increase Employee Collaboration round out the top five business drivers for investment.

Download the complete report complimentary at http://information.2elearning.com/2018lmstmsstudy/

Published in Latest News

The key attributes and skills that large companies look for when hiring new candidates according to a study of 200  C-suite leaders are:

>>  Work Ethic (60%) and Teamwork (45%) were selected as the most important skills;

>>  Over half of professional services (55%) and manufacturing companies (58%) state that Leadership is the most important skill;

>>  Only two of the 14 industries polled think that grades are looked upon most favorably by the hiring team and only 12% of CEOs consider grades important.

When interviewing for a leadership role, they would opt for someone who can exemplify Creativity, People Management and Cognitive Flexibility.  Most respondents also believe that schools should be teaching students the specific skills they will need in their future careers.

Source: https://kingsleyleadership.academy/

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Published in Latest News

Dan Pontefract, Chief Envisioneer of TELUS

I discovered that many people are suffering from their thinking.

Whether via the pressures and stresses at work, a state of freneticism, the distractedness of social media and notifications, or overburdening time constraints, many of us are no longer capable of doing the heightened thinking required to be sane, engaged, and happy.

That got me down a little, to be honest. However, it wasn’t all doom and gloom. During my journey of research and interviews, I came across many people who had sorted out the secret sauce of thinking. Whether for themselves or including a team or organization that they were leading, these were indeed the “Open Thinkers.” These people had sorted out a way in which to balance the realities of today’s busy world with the absolute need to have space to creatively think while having the time and methodology to make better decisions.

One of my favorite discoveries was when I entered a hat millinery. I did not expect to get a hat made. I just wanted to see how milliners operated. What I stepped into was a hive of Open Thinking. There was simultaneous Creative Thinking (brainstorming, discussions, what if ’s and why not’s) with Critical Thinking (don’t do this, do this) alongside Applied Thinking (sewing, stitching, ironing, and steaming). I learned so much I decided to get a custom hat, to go through the process and experience their world first-hand. It was a glorious, hands-on experience.

The millinery was an incredible metaphor and example of Open Thinking. It was a sublime example of light, where all the dots of my research began to connect. “Open to Think” highlights not only what’s going wrong with our thinking; it provides an antidote for better thinking. It gives you the license to analyze how you currently approach your thinking and makes recommendations on what to alter. 

When I noticed leaders and team members in the organizations I work with were complaining about various pressures and stresses, I began to inquire about their cause. Some of those factors led to a lack of Open Thinking.

There are far too many people who are stressed out at work and life, in part because of an incredible imbalance that they place on themselves, and an imbalance that has been placed on them, too. Time has become the enemy. We no longer use it to our advantage.

What I learned is that people who appropriately balance their time through improved Creative Thinking and Critical Thinking with the need to get things done (Applied Thinking) end up being more engaged, innovative, productive and, happier.

It is possible to win back your time, your thinking, your life.

The model found in the book “Open to Think” is a simple one: Dream, Decide, Do Repeat.  It serves as a reminder that when we balance the three categories of thinking, we are far better off. I hope it provides ideas, solutions, and techniques to help you (or your team) to become better at daily thinking.

—Pontrefact is the author of “Open to Think” his third book.  “Flat Army” and “The Purpose Effect” were his previous titles tackling workplace collaboration and meaningful work. View Dan’s TEDTalk at https://youtu. be/sQSFW8HWVFg  Dan is also Chief Envisioner of TELUS, a four-time Learning! 100 award-winning organization.

Published in Insights

IT WILL TAKE A COMBINED EFFORT FROM EDUCATIONAL AND BUSINESS INSTITUTIONS TO DRIVE THE AMERICAN ECONOMY IN THE HIGH-TECH YEARS TO COME.

BY JERRY ROCHE

Preparing future workers for success in the global marketplace is so important that President Donald Trump’s administration has aimed several new measures at the issue. “Workforce development is a critical part of our infrastructure proposal that the White House sent to Congress” First Daughter Ivanka Trump said recently, during a trip to Iowa to learn about one school district’s experiential learning program — where students work directly with local businesses.

Further proof of the importance of a knowledgeable workforce was evident when Jennifer Taylor, vice president of U.S. Jobs at the Consumer Technology Association (CTA), recently moderated a round table sponsored by her organization. Focus of the discussion was the problem created by sweeping industry and workforce changes, some of which are already here, some of which are coming.

“The U.S. labor force is experiencing radical disruption,” Taylor said. “The shift from low-skilled to high-skilled workers is happening right before our eyes.

She noted that the domestic unemployment level (3.9 percent at this writing) is the lowest in years. But many jobs remain open in the tech sector that require medium-or high-skilled backgrounds, certifications or education.

“Six million people still are not working — so companies, our education community and our policies all need to be involved,” Taylor continued. “If we take a holistic approach, we can prepare future workers as well as existing workers to meet these demands.

“And once someone has started to work, it is absolutely critical that both the worker and the employer continue to encourage the worker to learn new skills. They may be more technical skills or management and soft skills.

THE SKILLS GAP

David Lewis is president and CEO of Operations, Inc., a national human resources consulting firm. “The biggest issue right now is that there’s a disconnect that a lot of our clients are seeing between education and business,” he said.

He believes that it takes a joint effort by the employee and employer to make sure that people are suited for the new job market. Employees need to find state-supported apprenticeship programs and grants while employers need to find colleges, universities — and even high schools and middle schools like the one Trump visited in Iowa — that are feeding prospective employees to their businesses.

“We’re not turning out enough students that fill the tech sector by far in this country,” Lewis said. “There’s also a big problem in what the schools are actually teaching. That is, students are coming out ill-prepared to take on a lot of these roles.

“For anybody who’s my age or older, [the perception] of manufacturing is mostly men standing on an assembly line, doing manual work, and that’s not what it is. Manufacturing, as an industry, as a sector, needs a reboot, needs a rebrand, because parents are not sending their kids to college thinking, ‘I want them to have a manufacturing career,’ unless they truly understand that manufacturing at Toyota is a high-tech job, that manufacturing at Amazon is a high-tech job.

Operations, Inc., tells smaller companies to consider partnerships at the very basic level as a long-term plan. “You’re not going to out-spend bigger companies,” Lewis observed, “and you’re not going to out-brand them. Competing in markets like Silicon Valley or New York City is just not a fight that smaller companies can win. They have to look, longer term, at ways to feed their systems.”

Hilary Cain is director of Technology and Innovation Policy at Toyota, which has produced more than 1 million cars since 1988.

“As products and the processes for manufacturing them become more sophisticated and complicated, workforce needs in the high-skilled space are expanding,” Cain began, citing domestic companies involved in artificial intelligence (A.I.) and data science. On top of those high-skilled professions, there is a new demand for cybersecurity professionals. “[Because] we are competing for a workforce with folks like Amazon, Google and sexy Silicon Valley companies, we have to try to convince people that there’s also a lot of sexiness in working in the auto industry.”

One of the steps Toyota has taken to attract and keep people is instituting an Advanced Manufacturing Technician (AMT) degree.

“Along with our 8,000 employees who work on the line, we have robots,” said Cain. “The AMTs maintain the robots. These are high-skilled positions, and colleges and high schools were not graduating people with skillsets that we needed.

The two-year AMT graduates get an associate’s degree in Applied Science. It consists of two eight-hour classroom days per week and three days working on the production line as an apprentice. The “classroom” is a mock manufacturing floor. The program has expanded to 22 community colleges in nine states. About 800 students participate, and 95 percent of them find employment with Toyota or a company with similar positions available.

“Some folks even choose to go on to a four-year degree and become engineers,” Cain pointed out.

Meanwhile, Walmart is taking its own path toward pairing candidates with available jobs.

“We have partnered with the Walmart Foundation to invest about $100 million over five years into the retail workforce specifically,” said Sara Decker, who is in the Federal Government Affairs Department at Walmart.

“This past year, we opened 200 ‘academies’ that train associates in customer service, including how to use technology to interface with the customer in a positive way.”

Walmart is the largest employer in the country whose current CEO started at the company as a teenager — so workers are near and dear to his heart.

“A big challenge is figuring out how you train somebody for a job that doesn’t even exist yet,” observed Decker. “So lifelong learning will have to become our reality in the future. We’re excited about where the workforce is going, and where technology is taking it.

Likewise, Amazon has instituted a Career Choice Program.

“After a year of working for the company,” said Steve Hartell, director of Amazon’s U.S. Public Policy, “employees can go back to school, and we will pay 95 percent of the tuition, up front, and books. Now we’re building glass classrooms inside our fulfillment centers. We did it in glass so that everybody who walks by sees and is inspired by those employees taking classes.”

Amazon has open-sourced the program, too.

“The White House asked us to come talk to them about it ” Hartell continued. “We’re also talking about this program in state capitals around the country."

” What if Career Choice Program employees choose to leave Amazon after having their continuing education paid for?

“We’re okay with that. That’s the idea. It’s an enlightened kind of self-interest. We want to facilitate the [perception] that it’s a career pathway.”

FOCUS ON YOUNGSTERS

Getting youngsters involved in science,technology, engineering and/or mathematics (STEM) careers is not an easy task. According to Amazon’s Hartell, 60 percent of high schools don’t have a computer-science department, and only 14 percent of them offer an advance placement test in computer science.

“The challenge is how you provide problem-solving, hands-on information about computer science or STEM in a way that’s approachable,” said Hartell. “Children are concerned about how it’s perceived. Is it cool?”

His company has a boot camp that ushers youngsters (K through 3) into an inside tour to talk about invention. “That’s inspirational,” Hartell said. “We also give them craft projects where their experience is creative and fun and is giving those kids the building blocks of a career.”

Another Amazon program is Coder Dojo, a weekend 140-country program that opens up office space to seek mentors for students up to middle school. It’s free.

“It’s really important to get kids at an early age interested, in a way that’s not off-putting but engaging,” Hartell concluded. Wynn Coggins is deputy chief administrative officer at the U.S. Patent and Trademark Office (USPTO). She, too, believes in promoting occupations in the high-skilled STEM fields. For example, her office partners with the National Inventors Hall of Fame on two projects.

“One is Camp Invention,” Coggins said. “These are summer camps that elementary- school kids can go to. They use household products where they get their hands dirty, and they get to put things together. It really focuses on STEM and intellectual property (I.P.). And it brings to them this awareness of how important it is to be able to protect those ideas,” which is what the USPTO is all about.

The office also partners with the Inventors Hall of Fame on an annual competition among college undergraduates and graduates, “just to bring awareness to I.P.”

Other USPTO projects are a Summer Teacher’s Institute; the establishment of an I.P. Patch for the Girl Scouts of the Nation’s Capital organization; and famous inventor (Steve Wozniak, Thomas Edison, etc.) collectible cards.

“All those show how we’ve moved the needle in the [STEM] awareness space,” Coggins said.

But having a career in the STEM disciplines does not guarantee success for any employee.

“Sometimes soft skills need a little bit of attention if a person is coming in with a science or an engineering background,” so the USPTO sends all its managers to a four- or five-day leadership forum and offers a robust mentorship program that pairs hundreds of mentors and protégés together. The latter is a nine-month formal annual program.

“People are put together who would never have a chance to converse otherwise,” Coggins said. “Top executives are paired with entry-level patent examiners, for instance, and they learn from each other. Remember, learning is not just from the top down, it’s from the bottom up, too.

“A lot of these partnerships last past nine months to become career-long connections. It’s a great employee engagement tool, as well as a knowledge transfer tool.”

Toyota has also implemented programs whereby it brings elementary and middle school kids into plants to get exposure to what it’s like to work on a manufacturing floor these days.

“There are lots of manufacturing opportunities, but we also have an incredible need at our dealerships for trained technicians to work on vehicles,” Cain further noted. “This is not grease monkey work anymore, either … because today’s vehicles are highly computerized.

“Not everything requires a four-year degree, but none of this works if you don’t have investment from the top: senior leaders, most-senior CEOs, senior executives.”

TRANSITIONING THE WORKFORCE

“Focusing on the technical pieces are really, really important, but to be a well-rounded employee capable of pulling off a lot of these jobs, you’ve got to have soft skills — communication, public speaking, problem-solving — too,” said Toyota’s Cain.

“It is absolutely critical that both the worker and the employer continue to encourage the worker to learn new skills,” added Taylor. “They may be more technical skills or management and soft skills.”

Operations, Inc. CEO Lewis chipped in: “Forget what it says on resumes. You have to take people [whose careers ended in one discipline] and retrain them, using state retraining credits, and then you re-deploy those individuals into new careers.”

It doesn’t help that the Millennial generation views job-hopping as entrepreneurship. Rather than be retrained by their employers, Millennials seek to pair their specialty at whatever company they can find.

“They know where the grass is greener, and they go to that grass far more often than their predecessors did,” observed Lewis. “But the other key point is they’re also incapable of disconnecting. And employers need to really emphasize this now, both by setting the example, but also by establishing policies around the idea that when you come to a meeting or when you’re sitting in a discussion with somebody else, you either have to turn the phone off or you actually have to put it away. And that’s really hindering the  Millennial in the workforce because their inability to do that — unless they’re working with other Millennials who are doing the same thing — is fostering a communication gap.”

Rotational-type training can help transition the workforce, according to Cain.

“At Toyota, people move within the company from one department to another unlinked department,” she said. “One day they’re in marketing, and the next day they’re in product planning, and then all of a sudden they’re working at the A.I. company.

“I thought it was strange at first, but now I’ve come to see that what it does is create employees that do two things. One, they’re well rounded, so as they move up the ranks they’ve had exposure from everything to H.R. to engineering to product planning to sales and marketing. But also it creates people who are more willing to jump in on something that’s not familiar to them, to take risks.

“It fits into the lifelong learning idea in that it challenges people and pushes them in new directions. It’s probably intended, but when I came into the company it seemed bizarre."

Published in Top Stories

BRIDGE

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

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

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

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

NOVOED

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

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

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

CEREGO

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

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

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

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

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

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

Published in New Products

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

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

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

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

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

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

BRIGHTSPACE BY D2L

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

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

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

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

BLACKBOARD LEARN

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

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

Published in New Products

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

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

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

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

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

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

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

Published in New Products

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

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

Published in Trends
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