Corporate IT is being transformed by the phenomenon known as BYOD, or "Bring Your Own Device." Used to using smoothly functioning, good-looking consumer products at home, the argument goes, workers are increasingly demanding they be able to access these gadgets and tools at work, whether or not IT is totally keen on the idea.
Social Learning is a term that is rapidly spreading throughout the learning and performance field. It’s also a phrase that is on the verge of being completely perverted by the same community.
Managers often talk about "empowering" employees. Books are written about it. Studies show it improves productivity, quality, employee satisfaction, and customer service. We all know it's important, but the fact of the matter is that most of the time, when managers try to empower their employees, they miss out on a crucial component.
I distinctly remember a classroom program a colleague and I presented to our corporate office several years ago. We were sharing ways for the corporate support staff to work more closely with the field service operations — to make their contact an “event.”
Secretary of Education Arne Duncan on Thursday announced a White House proposal to significantly reform the way vocational training is funded and run — a move that's likely to rely heavily on online training and e-learning.
When you hear the words "one-on-one training," your first impulse is probably to throw your hands in the air and explain about your squeezed budget. But fear not. We understand resources are tight. But even in today's era of less-than-luxurious learning and development spending, there's still a case to be made for tailor-made, personalized training.
Last week I participated in an all-employee meeting during which I shared our philosophy about creating a culture of continuous learning. I was frank when I told everyone that the “training department” will not be able to provide everything people need to be great at their jobs and that each one of us need to make a commitment to our own development. However, even though training cannot be the main solution to our development needs at work, the “training department” can make available resources to help people-development skills. I shared with the group a simple, three-part model for how each one of us can constantly develop our skills and prepare for the next stages in our careers.
Even great employees can get into a performance rut, where the monotony of doing the same thing day in and day out can turn into a sort of mindlessness. Nobody intends to get in a rut, but few people actively seek out the changes that can help them pull out of one. That’s where managers can to step in and give a change-averse employee a kick-start.
Salman Khan, he of Khan Academy fame, has said that the "flipped classroom" model — in which students watch or listen to pre-recorded lectures over the Web, on their own time rather than during class — liberates instructors to finally make real connections with their students.
You're probably familiar with Angry Birds, the massively popular iPhone game. What is it about this game that's so addictive? And how can learning and development pros tap into that stickiness to get people this excited about training programs?