-3 Companies Win Google Cloud Pitch Off Contest Last March, Google announced plans to run its own machine learning startup competition side-by-side with Data Collective and Emergence Capital. Four months later, among 350+ applicants, 10 start ups were selected to onstage at Google’s Launchpad Space in San Francisco. They competed for three prizes, sponsored by DCVC and Emergence, and ‘Built with Google’ award for the top startup utilizing Google’s Cloud Platform.
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The hosts global thought leaders and executives from corporate enterprise, government agencies, higher education and non-profit organizations. This conference reveals how leaders are building high-performance organizations in the age of digital disruption. ELC17 serves the robust $243 billion enterprise learning market expanding at 17% CAGR.
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Elearning! Media Group, the leader in learning and workplace technology media, announced Kevin Mulcahy will keynote the Enterprise Learning! Conference 2017 (ELC17). The event takes place August 29-30, 2017 in San Diego, CA and focuses on “Building the High-Performance Organization in the Age of Disruption.” The Gig Economy. Millennial Workforce. Disruptive Technology.
The great mathematician Karl Freidrich Gauss is frequently quoted as saying “What we need are notions, not notations.” [In “About the proof of Wilson's theorem,” Disquisitiones Arithmeticae (1801), Article 76.]Read Full Article
While most mathematicians would agree that Gauss was correct in pointing out that concepts, not symbol manipulation, are at the heart of mathematics, his words do have to be properly interpreted. While a notation does not matter, a representation can make a huge difference.
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A new CareerBuilder Research Study shows women have taken a significant share of new jobs for male-dominated occupations. Of the 785 occupations classified by the U.S. Bureau of Labor Statistics, two thirds have a higher concentration of men employed. However, a new study from CareerBuilder shows a greater number of women are moving into these roles.
Nearly 1 in 4 (24 percent) of new jobs added in male-dominated occupations from 2009 to 2017 were taken by women. As it stands today, 23 percent of all male-dominated occupations are held by female workers. More women are breaking into roles ranging from CEOs, lawyers and surgeons to web developers, chemists and producers and directors. The top 3 fields females are migrating to in larger numbers are: General Managers/Operations Managers (84,523), Team Assemblers (77,426) and Management Analysts (41,030.)
On the flip side, 30 percent of new jobs added in female-dominated occupations from 2009 to 2017 were taken by men. Today, 27 percent of all female-dominated occupations are held by male workers. Men have grown their presence in roles ranging from education administrators, pharmacists and interior designers to cooks, accountants and human resources managers.
“Women and men are sidestepping pre-conceived notions and crossing over into roles that historically have been heavily populated by the opposite sex,” said Rosemary Haefner, chief human resources officer for CareerBuilder. “Over the last ten years, women have been gaining ground in management, law and various STEM-related roles. More men are moving into education and training, support roles and creative fields. While there is still room for improvement in terms of finding balance, there seems to be less gender bias when it comes to hiring and choosing career paths.”
Women Gaining Ground in Male-Dominated Occupations from 2009 to 2017
According to CareerBuilder’s analysis, more women are moving into leadership roles as well as occupations tied to science, technology, engineering and math (STEM). Of the 12,385 new chief executive jobs that were added from 2009 to 2017, women accounted for 28 percent of them. Women also took nearly half of new jobs for lawyers, veterinarians and marketing managers and nearly a third of new jobs for surgeons and web developers.
The study involved extensive analysis of 2009 to 2017 data from Emsi, CareerBuilder's labor market analysis arm, which pulls information from multiple federal and state labor market sources.
The Best of Elearning! 2017 Voting Opens- The Industry’s Exclusive Users Choice Award Opens for NominationsRead Full Article
Elearning! and Government Elearning! magazines, the industry voices of the enterprise learning and workforce technology market, announced today the Best of Elearning! Awards 2017 voting is now open. Learning professionals from both the private and public sector are invited to nominate their best-in-class solution provider for consideration across 30 different categories for 2017. Winners of each category will be revealed in Elearning! and Government Elearning! magazines November/ December 2017 and honored at the Best of Elearning! Celebration.
In its 13th year, The Best of Elearning! Awards program is the industry gold standard for excellence. The program is the exclusive Industry Users Choice Award whereby learning professionals vote via online ballot for best-in-class solutions. Eighty-five percent of professionals have personally recommended a learning solution to a colleague over the past 12 months and this awards program formalizes this personal recommendation process. Award recognition is important for buyers, as 61 percent agree that award recognition impacts their buying decision, according to Elearning! Media Group’s research.
“We are honored to host an award to recognize our industry’s innovation, creativity and competition,” says Catherine Upton, Group Publisher, Elearning! Media Group. “The Best of Elearning! awards recognize brands that solve real business learning challenges. There is no greater honor than having your customers nominate and vote for these best-in-class solutions. We continue our commitment to recognizing innovation and user satisfaction across a diverse group of solution providers.”
New in 2017
In 2017, the categories have been altered to reflect the changing face of workplace technologies. These additional categories include: Sales Enablement Solutions, Rewards & Recognition Solutions, Video Interviewing Solutions, Smart Recruitment, Coaching & Mentoring Solutions. Cast your ballot for these solution providers at; http://www.2elearning.com/rss2/item/56878-2017-best-of-elearning-awards-ballot
Elearning! Media Group will also recognize perennial winners in 2017; those organizations that have received honors every year since its inception in 2004. Last year, that list included 5 brands: Adobe, Skillsoft, Cisco (WebEx), Articulate, Oracle and SAP. Who will repeat in 2017?
The Best of Elearning! Awards issue will also move up to the November/December 2017 edition. This timing gives buyers the “Must Have” list of best-in-class solutions in a time frame to allot budgets for their 2018 purchases.
The Voting Process
Elearning! Media Group readers, professionals and community members can nominate and vote for products and solutions via Elearning! Media Group’s online ballot at: http://www.2elearning.com/rss2/item/56878-2017-best-of-elearning-awards-ballot
Voting opens July 5th and closes October 1st, 2017. Each ballot must be cast by a practitioner which is validated by verifying the company email address used. All vendor ballots and those cast with. Gmail. AOL and other non-company domain email addresses.
Sixty-one percent of learning leaders shared that award recognition impacts their decision to consider a solution provider. Therefore, the Best of Elearning! honorees are featured in Elearning! and Government Elearning! magazines’ November/December 2017 editions. Buyers discover what their peers and colleagues say about their solution providers. See who made the cut in 2017 in Elearning! Magazine. Learn more about the program at: http://www.2elearning.com/awards/best-of-elearning-awards
“The awards issue is by far the most popular edition of the year. Those seeking world-class solutions go to the Best of Elearning! issue to short-list brands and see what real users say about the solutions,” reports Upton.
The Best of Elearning! Awards Celebration will also return. This industry celebration offers executives the opportunity to network, share and learn about the best learning options and dialogue directly with technologists and learning leaders, all in one place. Attend Best of Elearning! sessions, hear customer stories and share advice on learning architecture at the event.
About Elearning! Media Group
Elearning! Media Group serves the $243 billion enterprise learning market. Elearning! Media Group, owned by B2B Media Group, LLC, consists of 12 media products including: Elearning! Magazine, Government Elearning! magazine, e-magazines, e-mail Alerts, 2elearning.com, Elearning! Web Seminar Series and Enterprise Learning! Conference, Virtual Learning! Summit, Learning! 100, Learning! Champion Award and Best of Elearning! In combination, these brands reach more than 2 million executives, practitioners and professionals, all evaluating or implementing enterprise learning and workplace technologies across their organizations each year. Suppliers and practitioners can follow us: online at www.2elearning.com; on Twitter: @2elearning, #ELCE17, via Facebook: Elearning!-Magazine; and, LinkedIn: Elearning! Magazine Network or Enterprise Learning! Events.
About Enterprise Learning! Events
Since 2008, Enterprise Learning! Events bring onsite and online audiences together to learn, network and share. Mark your calendar for Enterprise Learning! Events in August 2017. For more information about the Enterprise Learning! Events, visit: www.ELCEShow.com
Five Days Left to Register for Enterprise Learning! Conference at Early Bird Rates -Discover How to Build the High-Performance Organization in the Age of DisruptionRead Full Article
The Enterprise Learning! Conference 2017 (ELC17), produced by Elearning! Media Group, a B2B Media Company, announced only 5 days remain for Early Bird Registration, a $500 savings on the 2day conference pass. The event takes place August 29-30, 2017 in San Diego, CA. The theme is “Building the High-Performance Organization in the Age of Disruption.”
The Enterprise Learning! Conference 2017 hosts global thought leaders and executives from corporate enterprise, government agencies, higher education and non-profit organizations. This conference reveals how leaders are building high-performance organizations in the age of digital disruption. ELC17 serves the robust $243 billion enterprise learning market expanding at 17% CAGR.
“The Enterprise Learning! Conference is one of the best events to attend. There is something new to learn every year. The event’s focus on technology and learning impact is important for every learning leader to know about,” reports Dr. Christopher Hardy, Global Strategy Director, Defense Acquisition Academy, Department of Defense.
ELC17 Event Highlights:
> ELC17 convenes over 125 award-winning learning professionals to share the best practices of high performance organizations, lessons learned, and future strategies.
> Attend 6 Keynotes focused on Thriving in the Digital Age, Re-invention, Engagement, Technology Transformation & Culture.
> Discover how to engage teams, build a productive learning culture, measure impact and embrace the future digital enterprise.
> See simulations at work at Scripps Health Simulation Center Tour and simulation session.
> Get a deep dive in Virtual Reality for Learning in 3 Easy Steps by CLO, Ritchie Djamhur.
> Network with the industries elite Learning! 100 and Learning! Champions. Increase your network and best practices at ELC17.
> Attend Celebration of Excellence Opening Night Reception.
> Collaborate with thought-leaders and change-makers from Salesforce, Cisco, Zappos, T-Mobile, Ingersoll Rand, Future Workplace, NASA, ADL and more.
> Bring the learning back to the office with selected On-demand sessions.
Download complete conference program and speaker line up at http://2elearning.com/images/ELC2017/ELC17_ConferenceGuide.pdf
“We all learn as we go. By attending the Enterprise Learning! Conference, we gain knowledge that is invaluable. This is our school. There is no better way to learn than from our peers, “says Ashley Robins, Trainer at McDonald’s Corporation.
Who Should Attend
Executives charged with driving enterprise performance via learning and workplace technologies including HR, Talent, Development, Training, E-learning, Project Management, Education, IT and Sales & Customer Service should attend ELC17. Government, non-profit agencies and educational institution leaders are also in attendance to collaborate on the now and the next in learning. Attending this conference is an amazing opportunity to meet colleagues from across the globe. Registration is now open at: http://www.elceshow.com/register/ Register by July 1st and save up to $500.
Registration & Discounts
Registration is open now. Reserve your conference pass at: http://www.elceshow.com/register/
Various discounts are available. Register by July 1st and save up to $500. Government, education, non-profit organizations and association members earn a 25% discount on 2-day conference passes when registering with .gov, .edu, .mil, .org email address. Groups of 3 or more will earn 30% discounts when booked at the same time.
About the Event
In the 7th year, Enterprise Learning! Conference is being held in San Diego, CA on August 29th-30th, 2017. At ELC17, you will network, learn and share from the top global learning leaders from corporate, government, education and non-profit organizations to build the high- performance organization. Convene with award-winning learning professionals to share best practices and strategies to embrace the future digital workplace. The intimate conference format assures you high level engagements and interactions across the audience. Access the full conference program at: http://2elearning.com/images/ELC2017/ELC17_ConferenceGuide.pdf
About Elearning! Media Group
Elearning! Media Group is owned by B2B Media Group LLC. Elearning! Media Group consists of eleven media products including: Elearning! Magazine, Government Elearning! E-Magazine, e-mail newsletters, Alerts, Websites, Web seminars, the Enterprise Learning! Summit and Enterprise Learning! Conference. Elearning! Media Group serves the $243 billion learning & workplace technology market. Suppliers and practitioners can follow us: online at www.2elearning.com; on Twitter: @2elearning or #ELCE; via Facebook: Elearning! -Magazine or LinkedIn: Elearning! Magazine Network or Enterprise Learning! Conference.
Enterprise Learning! Events
Since 2008, Enterprise Learning! Events bring onsite and online audiences together to learn, network and share. Mark your calendar for Enterprise Learning! Conference on August 29-30, 2017 in San Diego, CA. Enterprise Learning! Conference hosts the Learning! 100 and Learning! Champion Awards. The Enterprise Learning! Conference Online is an on-demand event available to all ELC17 conference attendees, and online only attendees after the live event. For more information about the Enterprise Learning! Conference visit http://www.elceshow.com.
CEOs Reveal Top Priorities for 2017 -Learning & Development Rates 6th With Only 37% Measuring ImpactRead Full Article
The Second Annual Corporate Pulse Survey conducted by Financial Times reveals CEO’s top priorities for 2017. The survey of almost 1,000 executives from Europe, the Middle East, Japan and China, shows their top priorities for 2017 are in-market growth (33%), strategy development and execution (31%), financial management (26%) and cyber security (26%). Executive education and leadership development (24%) are sixth on the priority list, with 22% also seeing this area as a challenge they must address in the next three years.
“That said, the top three things that senior professionals say need immediate attention include recruitment, training, and executive education and leadership development (38% each),” says VanDyck Silveira, FT | IE Corporate Learning Alliance CEO.
Key areas for concern in learning and development were also revealed:
- Senior professionals understand and recognize the long-term benefits of learning and leadership development, admitting it isn’t a number-one priority for their organization.
- To date, learning and leadership development programs haven’t lived up to senior professionals’ expectations, although these professionals are optimistic that future programs will be worth the investment.
- Although organizations have attempted to measure the impact of executive education and leadership development, they don’t always succeed - despite this being a priority when choosing the right programming.
- Compared with last year’s survey results, learning priorities have remained roughly consistent among senior professionals.
There are regional differences when it comes to views on the impact of learning and leadership development programs. Satisfaction with these programs is highest in China (72%), Spain (64%) and Germany (57%) – with the lowest satisfaction ratings coming from Japan (16%) and the Nordic countries (37%). Moreover, respondents - especially those in China, Spain and Germany - believe the senior leaders in their organization are optimistic about future investments in executive education / leadership development.
“Over 80% of senior professionals believe that executive education / leadership development has improved their skills, is vital to achieving business goals, and is more important than ever. In addition, 58% of them believe that executive education and leadership development are the key to holding on to their best employees,” says Silveira.
Less than half of respondents report their senior leadership teams believe past investments in executive education have added value to their organization. This varies by market, with perceived value being strongest in China (69%), Spain (60%) and Germany (60%).
Where senior professionals measured the outcomes of past corporate learning programs, they measured impact based on:
- Employee satisfaction (72%)
- Customer satisfaction (72%)
- Employee engagement (72%)
- Revenue, profit and margins (68%)
In terms of impact, only 37% report seeing a tangible impact on employee engagement, 34% see benefits in terms of customer satisfaction; while revenue, profit, and margins, and employee satisfaction both return figures of 32%.
“It would appear senior professionals agree there’s room for improvement when it comes to executive education and leadership development - including better alignment with business goals (41%), more engagement from employees (40%) and better long-term planning of programs (37%),” adds Silveria.
“This research further highlights the place of corporate executive education and leadership development, along with today’s key issues in this area across a large proportion of the globe,” concludes Silveria.
The 2017 Corporate Learning Pulse global survey report is available to download from: http://resources.ftiecla.com/en-gb/pulse2017/
A video summary of the 2017 report findings can be viewed at https://vimeo.com/223015129
About the author:
David Wells is Head of Communication at FT | IE Corporate Learning Alliance. Contact him at: +44 (0)7921 582419; email@example.com
About Financial Times | IE Business School Corporate Learning Alliance
Financial Times |IE Business School Corporate Learning Alliance, formed in December 2014, connects academic excellence with real-world insights from award-winning Financial Times journalists and global business practitioners. FT | IE Corporate Learning Alliance members are top business schools and learning organizations, globally as well as in their region and country. The Financial Times has been a trusted guide to business for more than 125 years, recognized internationally for its authority, integrity and accuracy. IE Business School is recognized as a world leader and offers one of the most prestigious international MBA programs.
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How to Increase Employee Engagement BY DEAN PICHEE, CEO, BIZLIBRARY, INC. Unengaged employees cost the U.S. economy $550 billion every year! According to a report by Gallup, 70 percent of workers aren’t engaged at work. The modern worker is changing, and the workplace is not modernizing quickly enough to meet employees where they’re at and engage them. So, in this new environment we’re all navigating, what do employees really want? Security?Stability? More money?
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GLOBALIZATION, VIRTUALIZATION AND DIGITIZATION TAKE EFFECT BY PRADEEP KHANNA Three forces have reshaped the way we live, learn and work: globalization, virtualization and digitization. Until recently, there was a fine balance among these forces with each positively reinforcing the others. Now, the fine balance between these forces appears to be changing, resulting in a new world order.
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Maricopa, AZ June 7th, 2017- Approximately 45% of all jobs will be replaced by artificial intelligence, machine learning or cognitive systems. The World Economic Forums identifies 5 technology trends that are transforming global commerce: internet of things, artificial intelligence, advanced robotics, wearables and 3D printing. If you are not embracing these emerging technologies, your organization will be left behind.
The Copernican Revolution in Learning -A New Order of Addictive, Adaptive, Experiential, Extreme Student-Centric LearningRead Full Article
“Read, post, respond” was a perfectly reasonable format for online and blended education for a while. The novelty of around-the-clock access to discussions, the ability to easily print out and read articles or to click through PowerPoints was enough. Students who ventured into online were still beholden to ponderous technology. Dialling up, starting downloads, then going to get a coffee, all standard practice.
In my youth and even in recent adulthood, authoritarian systems dictated to us. We read the newspaper in the morning and were beholden to TV schedules in the evenings. My TV had three channels until I was 14 when we got out fourth; called, with sparkling originality, Channel 4. When my kids want to watch seven episodes of 13 Reasons Why, they do. When they want to connect with people, pretty much anywhere in the world, they do. When they want to develop competencies they Google.
Meanwhile at our institutions we persist with the same tools, technologies and forms of instruction antithetical to student interests and preferences. Blackboard was founded in 1997 and while the capabilities and features have certainly been augmented, the fundamental instructor strategies and training has, if anything, ossified. These ambiguities suggest that business as usual (traditional education) should be analysed against emerging technologies, developing innovations and disruptive means of delivery.
“Programs in 2015 would be easily recognized by online students from the year 2000; many continue to utilize the same learning management system they did over a decade ago and none have attempted to reinvent online learning based on what current technology is capable of, preferring to continue to deliver a faithful replication of on ground higher education: the weekly lecture, discussion and assignment. A failure of investment coupled with a failure of imagination says Ryan Craig, Forbes Magazine.”
We have been lazy. It worked for a while but we must acknowledge the Copernican shift in our “consumer” demands. As privileged educators and ivory tower dwellers we have to get over the fact that we are no longer at the centre of the Universe. We have paid lip service to Student Centricity for so long we have not actually thought about what it means for a decade or more.
The centrality is represented by the notion of “me being in control.” It accentuates the ability to meet core psychological needs of mastery, autonomy and relatedness. Mastery energizes and motivates, autonomy provides choice and freedom from control while relatedness ensures that we feel that we matter to ourselves and to others (Rigby, 2014). I think we can accept that education is suffering from a significant amount of deferred maintenance.
While we should certainly be building on inherent strengths, we should also be exploring the Copernican revolution and what it means to our instruction. We should be really putting the student at the centre of their studies; encouraging their autonomy and choice and facilitating their engagement with publisher-quality materials, shaped by emergent principles of learning science, delivered with sides of responsiveness: narrative, competition, cooperation or challenge. As Neil Niman, Associate Dean of Academic Programs at the University of New Hampshire, reflects: “We have not engaged students in a way that has made their educational experience a personal one with demonstrable benefits and a clear rationale for how it is going to make them more successful.”
The potential of interactive technologies to encourage students to engage with course materials and take an active role in learning is clear. We are seriously short-changing our students if we don’t look at what motivates them to engage with games, social media and gamefully-designed apps and on-demand, any time / anywhere, always on technologies. To not even be in the conversations is inexcusable.
About the Author
Kevin Bell isPro Vice Chancellor of Digital Futures at Western Sydney University. He leads Western Sydney University’s efforts toward the goal of high-quality, digital initiatives and online programs based on industry and academic standards. Before coming to Australia in 2016, he had a career spanning the UK, Japan and U.S.A.
Condition of Education Report Released by National Center for Education Statistics --Those with higher education see better health, graduation rates & technology access.Read Full Article
The National Center for Education Statistics released the “Condition of Education 2017” report this week; a congressionally mandated annual report summarizing the latest data on education in the United States. The report is designed to help policymakers and the public monitor educational progress. This year’s report includes 50 indicators on topics ranging from pre-kindergarten through post secondary education, as well as labor force outcomes and international comparisons.
-Graduation Rates Higher for 4-year Post Secondary Students
Among first-time college students, the percentage of students who were still enrolled or had graduated after 3 years was higher for students who began at 4-year institutions (80 percent) than for those who began at 2-year institutions (57 percent).
-Access to Internet at Home Increases with Parent’s Education Level
The percentage of students who use the Internet at home varied by parental education level, ranging from 42 percent for children whose parents had not completed high school to 71 percent for those whose parents had completed a bachelor’s or higher degree.
-Disability Rates are Inversely-related to Education Level
Sixteen percent of 25- to 64-year-olds who had not completed high school had one or more disabilities in 2015, compared to 4 percent of those who had completed a bachelor’s degree and 3 percent of those who had completed a master’s or higher degree.
The takeaway is everyone benefits from advanced education across all human indicators- health, financially, success.
Download full report at: https://nces.ed.gov/pubs2017/2017144.pdf
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Government and business leaders should ask themselves these 11 questions to reflect on the impact of technology and innovation in global
1. The factories of the future are small, mobile,invisible and located in urban undergrounds?
2. The best robot on the factory floor is the technology-augmented operator?
3. You can track in real time the performance of every machine, employee and supplier in your network, as well as your products in the hands of the consumer?
4. You can produce at the same cost and quality anywhere in the world?
5. Your customers are willing to pay only for performance and all the value of your flagship products come from their digital and cognitive features?
6. With hyper personalization, do brands become irrelevant?
7. You can turn your recycled products into raw materials for a new production batch?
8. Technologies do not diffuse beyond select large producers and technology giants?
9. Over 80% of global production output is produced and delivered through contract manufacturing?
10. Technologies enable labor relations to become self-organized?
11. Technologies fail to deliver on their promised value?
The World Economic Forum (WEF) released a paper titled “Technology and Innovation for the Future of Production: Accelerating Value Creation” in March 2017 and asks these questions of business leaders. WEF maps the full chain of activities to “source-make-deliver-consume-re-integrate” products and services from origination, design manufacturing and distribution to customers and consumers incorporating principles of circular economy and reuse. Production fundamentally impacts economic structure at a global to local level, affecting the level and nature of employment, and the environment.
The Transformative potential of technology in production systems is widely recognized. Trends toward higher levels of automation promise greater speed and precision of production as well as reduced exposure to dangerous tasks; can help overcome stagnant productivity and make way for more value-added activity. The extent of automation, however, causing significant anxiety about issues of employment and inequality.
The new technologies of the Fourth Industrial Revolution have the potential to transform the global geography of production and will need to be deployed in ways that address and adapt to the impact of climate change. The WEF paper, prepared in collaboration with AT Kearney, explores the new technology landscape focusing on five technologies that will have the most immediate impact on production-related sectors. IT raises questions for CEOs, government leaders, civil society leaders and academics about the implications for individuals, companies, industries, economies and society as a whole, and as is intended to bring new perspectives and generate responsive and responsible choices.
Download the complimentary paper at: http://www3.weforum.org/docs/WEF_White_Paper_Technology_Innovation_Future_of_Production_2017.pdf
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I know you heard it before. But, if you missed it, take a look at Microsoft’s Build Conference this week. CEO, Satya Nadella, took 4 minutes in the opening keynote to layout the shifts occurring in enterprise software and architecture. There are 3 major shifts that will rock the enterprise, no matter what your role.
1) Multi-Device. Communications are distributed. Voice, text or other communications have moved from input only to “state of in it” mode. Meaning, the communications will reside in the various devices to monitor, respond or react to the “state.” These devices include mobile, PCs, to personal digital assistants that reside in Echo, cars, smart homes, etc.
2) Artificial Intelligence is distributed as well. The example showcased at Build event was an employee using Cortana to track her daily activities. She was alerted of traffic on the freeway that would make her late for her morning meeting. She alerted the team via outlook, and connected virtually while driving. When in the office, she received a video of the conference and actions to do in Outlook.
3) Serverless. The Cloud is changing. What was once the home of software and data for networked access is now serverless. The outer loop can now be hosted in the inner loop, at the device level or on premise. This reduces bandwidth and storage requirements, while achieving faster response rates. For example, AI can monitor a factory floor with cloud-based software. However, with serverless AI the monitoring can be downloaded from the cloud and operate onsite. Doing so reduces reaction time from 2 seconds to 103 milliseconds.
To learn more, visit: https://build.microsoft.com/
Want to learn more about emerging trends and impact on enterprise technology? Join our web seminar on May 25th at 10 AM PT. Register free at: https://register.gotowebinar.com/register/8431413983467210243
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When most ‘course creators’ assess the effectiveness of training programs, they only look at skills or knowledge obtained. But, there is a much more powerful, life-impacting criteria that most education providers - self-employed to entire institutions, are completely missing out.
Truly successful training programs produce more than competent students; they build efficacious people. That is, people who have strong faith in their capability to repeatedly produce desired results in that subject area. This means more than making a student good at something, it means giving them unwavering confidence in autonomously executing the competencies the training has provided.
According to Albert Bandura, a significant researcher in self-efficacy, there are four major ways that we can increase our learners’ self-efficacy:
1. Mastery Experiences
This is the most powerful efficacy influencer of all. When we experience ‘mastery’, we are learning from our own direct experiences. By creating training that allows our students to frequently taste success from their efforts, we will be increasing their motivation and efficacy in the topic.
2. Vicarious Experiences
When we watch someone else succeed, we are experiencing vicarious success. If we can see that other people are successful, it makes us feel confident that success is possible, and as such are more likely to expect to succeed in a similar situation, too.
3. Verbal Encouragement
Just as a negative comment can decrease self-efficacy, positive comments, when said with conviction, genuineness and credibility, can boost a learner’s efficacy.
4. Influencing Mood
The way you present your content can affect your learners’ self-efficacy. Excitement, enthusiasm and happiness are all contagious emotions. Pay attention to the learning environment that your own mood and delivery style are creating.
Twelve ways to increase learner’s educational efficacy in training.
1. Responses, Communication and Connection are Critical
This requires a careful balancing act. Our students come to us for our expertise. This often makes course creators feel like we have to go above and beyond in interactions with our learners. To look smart, we give long, complicated answers. But we must ensure that the way we provide our responses does not make them feel like they are less than us, or we will damage their educational experience. Paying attention to the way that we respond to our learners so that we provide them with information that is not self-glorifying, over-complicated or patronising is critical to maintaining learner efficacy - nobody likes to feel like they are stupid.
2. Create a Collaborative Learning Environment
A study by Fencl and Scheel showed that a “collaborative learning showed a positive correlation with increased self-efficacy”. The same study also showed that question and answer, conceptual problems and inquiry lab activities as teaching methods also increased learner self-efficacy. This is because having the sense of ‘back up’ that comes with ‘strength in numbers’ is affirming and assuring.
3. Never Compare Students to Each Other
Everyone learns at their own pace, so what might be a huge step forward for one student could be a miniscule progression for another. A sure way to make the majority of the class lose their educational efficacy is to compare them to the highest achievers. Instead, it is much better to use an ipsative approach to assessment. This means assessing students from their own starting point.
Create ‘Likert Scale’ assessments which consist of statements formed from the learning objectives of the course. The students read each statement and rate themselves on a scale of 1-5 as to how much they agree with, or are like that statement at the beginning of the course. They then complete the same assessment at the end, showing a quantifiable measure of their own progress as a result of the training.
4. Balance Challenges and Wins
Your training should be hard enough for your learners to feel a true sense of victory when they complete it, but not so hard that it makes them frequently feel incompetent. You also want to make sure that little wins come often, but not so easily that it is condescending to their intelligence.
This involves knowing who is in your target audience, their previous experience level in your topic, and how advanced they want and need your training to go. If it was all hard, they would give up. If it was all easy, they’d feel like the program was a waste of time. Adding interspersed moments of easy wins with challenges is a great way to get learners engaged, with constant opportunity to feel their abilities shifting as they progress through the program.
5. Include Co-operative Learning
A study by Albert Bandura showed that in learning experiences where learners work together and communicate as a team on educational activities, their educational efficacy increased. This is because when students work in a non-competitive manner, they see how they are similar (even better) than their partner. Whereas, in competitive situations they are forced to see where they lack in comparison to those they are working against.
In the online course realm, there are many ways that you can encourage cooperative learning. With forums, video conferencing, Skype, facetime, livestreams freely available, it is easy to get learners working collaboratively in your training programs.
6. Set Clearly Defined, Short Term Goals
A fundamental human need is to feel we have a sense of control over our circumstances so that we can predict and prepare - ultimately protecting ourselves from danger. Setting short term goals is one way to provide your students with a predictable expectation and subsequently a sense of comfort and power about what is coming. This observation is backed by Schunck and Pajares who suggest that setting short-term goals, that are challenging yet attainable, will help increase the efficacy of our learners.
7. Facilitate Verbal Self-Reporting
Sometimes when we are busy in the throes of daily life, we can feel like we are not progressing when in fact we have made significant progress. When we stop to intentionally analyse the space between ‘then and now’, and then verbalise that progress with others, it reinforces our ...
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If you want to earn, you’ve got to learn. Staying on top of market trends, needs, insights, and news is key to maximizing your organization’s sales potential. As a result, sales teams weak on knowledge don’t get far – even if the rest of their skillset is outstanding.
For this reason, most sales-oriented businesses invest in employee education. You probably do too. The problem is that there’s a lot to learn and the world is constantly changing… especially in the digital age. Knowledge-wise, 100,000,000 new blog posts and articles get released each day. Skill-wise, things are moving so fast that 38% of all U.S. jobs are expected to become obsolete or automated by 2030. This creates a unique set of problems for modern organizations; Namely, keeping up with this pace of change is demanding. The average sales person only spends 32% of their time selling – and a lot of the remaining 68% are dedicated to learning.
What is Instructor Led Training?
Whether you know the term Instructor-Led Training or not, you’re well-acquainted with ILT. It’s the standard learning environment with one teacher or instructor and a group of students.
The problem with ILT is that it can be rather ineffective. In a traditional, ILT learning environment, 80% of learners say they forget what they’re studying within 30 days.
What you may not realize is that ILT is killing your sales potential for several other key reasons.
Reason 1: Instructor-led training is “one size fits all” by definition.
Everyone studies the same stuff, at the same speed, from the same teacher. Alas, 79% of employees admit to having a significant retention and engagement problem in group learning environments.
Reason 2: Boredom
Trainers talk at students instead of interacting with them. They fail to make the material practical and interesting and assuming that listeners should be interested in. Finally, trainers believe ILT alone, even if delivered exceptionally well, is not adequate on its own without properly spaced reinforcement training.
Reason 3: Overwhelmed
The “optimal” time for a single session of learning or working varies depending on who you ask. Hiroshima University researchers say 52 minutes; others say anywhere between 45 and 90. But, binge learning doesn’t work any better than binge eating.
Learners end up feeling overwhelmed, frustrated, and – eventually – disconnected from the process and the ability to retain and apply best practices. Obviously, this is not conducive to you optimizing your sales.
Reason 4: Demotivated & Powerless
ILT doesn’t treat others like individuals.ILT pre-supposes that everyone can benefit the same from a one-size-fits-all solution. It also encourages instructors to talk “at” people because of the physical impossibility of giving everyone the 1-on-1 attention they need. But in the end, only 15% of learners end up applying what they learned via ILT in their job.
What’s the answer?
According to Elearning! Magazine, there are many options available to today’s training teams. Micro-learning, video learning and gamifying content are just a few options. There are many suppliers on the marketing who focus on these options for on-boarding, sales training, product and customer services. MLevel, BizLibrary and Skillsoft all offer programs to replace or compliment your ILT programs. To source best in class providers, access Elearning! Magazine’s Best of Elearning! Awards issue at: http://www.2elearning.com/awards/best-of-elearning-awards
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“Growth is shifting, disruption is accelerating, and societal tensions are rising. Confronting these dynamics will help you craft a better strategy, and forge a brighter future. Confronting these dynamics will help you craft a better strategy, and forge a brighter future,” according to McKinsey Global Institute (MGI.
Anticipating these global shifts is critical for business leaders and thinkers. “A company benefiting from such tailwinds is four to eight times more likely to rise to the top of the economic-profit performance charts than one that is facing headwinds,” claims MGI.
Trend 1: Global Growth Shifts
The digitalization of the economy is shifting power to all regions of the world. The BRIC nations are thriving, rich with natural resources and, now, the technology to extract it is fueling Brazil, Russia, India and China. In contrast, traditional trade and financial markets have stalled, moving us past the traditional terms of globalization. The sharing economy has arrived in the corners of the world with regions like Africa and Southeast Asia emerging.
Trend 2: Disruptions Accelerate
“Digitization, machine learning, and the life sciences are advancing and combining with one another to redefine what companies do and where industry boundaries lie,” cites the McKinsey report. “We’re not just being invaded by a few technologies, … but rather are experiencing a combinatorial technology explosion.”
These disruptions are changing the nature of competition and the interconnection of the supply chain, an evolution of the ecosystem. Customers can become partners, and suppliers a customer.
Trend 3: New Societal Deal
With disruption comes challenges of cybersecurity, economic terrorists which can only be countered by a collective global societal approach. Further, government and business need to partner to pre-empt an obsolete workforce and high human costs of automation.
These costs are high. For example, the McKinsey Global Institute (MGI) reports that the world will need to spend $3.3 trillion annually between 2016 and 2030 to keep up with projected growth—nearly $1 trillion more than we have been spending annually. MGI also suggests that infrastructure spending can be cut by as much as 40 percent through better project design and execution—areas ripe for public–private experimentation.”
Learn more by accessing the full story at: http://bit.ly/2oQnPfi
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Artificial Intelligence, Machine Learning, Intelligence Systems. These applications are transforming business, and the enterprise technology an platforms to support them. By Catherine Upton
The digital evolution is changing how business is done. This is the era of impassioned CEOs and technology leaders with creative ideas who can inspire their organizations and lead them in transforming into digital businesses.
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In 2015, Deloitte revamped its performance management system after revealing they were spending nearly 2 million hours a year on its review process. Accenture learned that only 25% of the review process was talking with employees vs. about them. Ready to scrap the old review process? Here’s how…
It’s easier to toss something out than to decide what to put in its place. Facebook stuck with a more formal, biannual review process, after an HR audit a few years back, in which ratings are directly tied to pay. The process starts with a self-evaluation, then every employee can nominate three to five peers to review them. Next, managers write up the performance review and come up with a rating by comparing evaluations for employees in similar roles and levels, to “normalize for people who may be hard graders or easy graders,” says Janelle Gale, Facebook’s VP of HR business partners.
Once the rating is in, the manager has no control over compensation, Gale says. Employees get paid a predetermined sum associated with each rating—a system that applies not just to base pay, but also to bonuses and equity. This helps spare employees from getting “black box” ratings by the powers that be, without any say in the matter, Gale explains.
Not everyone is rethinking existing ratings systems, though; some are even adding them for the first time. Education startup Quizlet added them in 2016. Suddenly, employees who’d been around awhile were clamoring for performance reviews, hoping it would add some clarity to their career paths at the company.
“It was pretty shocking for me to hear that people were asking for a formal performance management process and wanted to make sure that their progress and growth in their roles was documented,” Aisha Stephenson, VP of people operations, said. Quizlet’s team had no trouble getting behind the idea, Stephenson explained, but wanted to make sure it wasn’t too “corporate.” So they put in place a combination of self, peer, and manager reviews instead of the standard, once-a-year-by-your-boss model.
2. USE PEER RATINGS
Facebook is hardly alone in turning to peer reviews. Berlin-based education startup CareerFoundry took that idea and ran with it, making its review process exclusively peer-based. After a round of Series-A funding last year, CareerFoundry grew rapidly from about 15 to 50 people, and it was then that employees actually requested reviews. The company’s peer review process occurs twice annually, and reviewers evaluate each other based on six questions. In addition, CEO Raffaela Rein and her cofounder fill out evaluations for all their employees.
Rein has found that people were more inclined to take input from peers seriously. “They are the ones working together every day, so there’s no hiding,” she says. “Sometimes, if only the manager gives feedback, then you only work hard while he’s there.” Facebook has discovered much the same thing. Peer reviewers aren’t obligated to share their input with the person they’re evaluating, but Gale says 70% of employees still choose to do so.
3. DISCONNECT REVIEWS FROM PROMOS & PAY
Not many companies have totally divorced performance reviews from compensation and promotion, but a few have tried to keep them a little more distinct. CareerFoundry conducts “peer promotions” in a process separate from peer performance reviews. Employees simply vote on who they’d most like to see promoted, and while this process has only been in place for the last two quarters, Rein says she’s already promoted the most voted-for nominees—eight in total—without hesitation.
“I think people were like, ‘Wow, we’ll handle that responsibility with honesty and integrity.’ It was very positive,” Rein says. “
Sift Science requires performance reviews to take place at least once a year, but teams can choose to do as many of them as they like whenever they want; the goal is to keep promotions separate from the review process. Health marketing agency Klick Health started doing something similar after CEO Leerom Segal swapped performance reviews for weekly feedback sessions as early as 2013. Promotions and compensation now get addressed individually in yearly meetings.
“Our philosophy is that [promotions] should not happen at any one particular point,” says Sift Science CEO Jason Tan. “It could be driven by a performance review, but it shouldn’t have to be.”
4. MAKE INFORMAL FEEDBACK MORE MEANINGFUL
Companies that throw out performance reviews don’t always find that informal check-ins lead to fairer, better feedback. “The goal is very admirable,” says Rebecca Zucker, executive coach and partner at leadership development firm Next Step Partners. In theory, she agrees that “feedback shouldn’t be an event in and of itself.” But scrapping reviews doesn’t always lead to effective “ongoing conversations about performance.”
As Zucker explains, giving and receiving good feedback is a skill—one that takes time to develop. Without it, “feedback either doesn’t happen or doesn’t happen well.” Many of the people I spoke to said they hired leadership coaches like Zucker for exactly this reason, knowing that without skillful feedback swapping, replacing formal reviews with informal check-ins wouldn’t make a difference.
Warby Parker is also known for its weekly happiness ratings, where employees rank their happiness during any given week on a scale of zero to 10, a process that forces conversations between managers and employees. “I joke that feedback is a gift,” Warby Parker co-CEO Neil Blumenthal says. “It’s the opposite of revenge—it’s best served hot.”
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Online learning continued to grow ex- ponentially, partially fueled by com- panies like Udemy, Lynda.com and Coursera. With employers more willing to accept that this type of courseware is necessary, we expect other related trends to emerge. The top five learning predictions for this year are:
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18 Global Corporate Universities Honored for Excellence at GlobalCCU Awards in Paris, France. The GlobalCCU Awards Ceremony 2017 (5 April 2017), organized by GlobalCCU, awarded 18 diverse and impressive Corporate Universities that have performed at the highest level of excellence and created value for People, Business and Society. For the first time in this prestigious contest, two individuals were also honored for services to the learning industry.
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What makes one CEO better than another? McKinsey Group studied 600 CEOs across the Fortune 500 from 2004 to 2014 to identify the secrets of exceptional CEOs. Exceptional CEOs lead organizations that exceeded their industry averages. Some took laggard companies and reinvented them, while others exercised operational disciplines or strategically levers to reinvent their companies. Exceptional CEOs are defined as those that achieve 500% or greater growth in stakeholders returns during their tenure.
There were three distinct strategies exceptional CEOs embrace are:
Strategy 1: Hire External Candidates
The high performing CEO is twice as likely to be an external hire and 1.5 times more likely than the top 25% of high performing CEOs. The external CEO brings ‘fresh blood’ into the company and is more likely to question the status quo and tap strategic levers. Today, 55%of CEOs are internal hires.
Strategy 2: Take Strategic Actions
Sixty percent of exceptional CEOs conducted strategic review of the organization within 24 months of taking the reins regardless of the performance of the company. These leaders are 19% more likely to use cost reductions, the exceptional CEOs were significantly more likely to launch initiatives than the average CEO, thereby building strategic momentum. At the same time, exceptional CEOs are 48% less likely to reorganize the company, 40% less likely to launch new products, and 23% less likely to shuffle management teams.
Strategy 3: Achieve Organizational Balance
According to the study, ‘exceptional CEOs are less likely than the average CEO to undertake organizational redesign or management-team reshuffles in the first two years in office. This could be a function of the strategic game they were playing… since there are only so many initiatives and changes that organizations and people can absorb in a short space of time. Indeed, since the exceptional group contained an above-average proportion of outsider CEOs launching fundamental strategic rethinks, the data may reflect a sequencing of initiatives, with structural change following strategic shifts.’
Aspiring CEOs can learn much from this study. Think like an outside. Use strategic review process. Stage change over time, not all at once.
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