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Wednesday, 16 April 2008

Purchasing eLearning Tools? Consider Adobe!

I'm writing you from the eLearning Guild's annual conference. I went to a session presented by Silke Fleischer and colleagues at Adobe and was blown away by the work Adobe is doing to create products that support learning and related efforts. I then asked a number of industry thought leaders who confirmed my interpretation: Adobe is now a 500-pound Gorilla, likely to continue out-investing their competitors and thus creating better and better products for folks like us to use.
If you're considering elearning tools, you owe it to your organization to consider Adobe products. I have no financial relationship with Adobe, by the way. This is not to say that other products aren't worthy and/or do some things better than Adobe products. My thinking is this: Companies who invest in their products are often more likely to be there for you in the years to come. I've seen many clients who started using a particular tool five-to-ten years ago, and they are basically stuck with it because of their large installed base of learning courses.
Here are a few of the things that made me wake up and take notice:
  1. Adobe's update cycle on Captivate seems to be shrinking, as they are aggressively moving forward in the development of Captivate 4.
  2. Captivate is being used for many purposes, including the development of Podcasts, Advertising, etc.
  3. You can embed a working Captivate file into Adobe connect and then have webinar or online-learning participants each interact with Captivate objects.
  4. PDF files can now include fully-functional interactive images. So documents are not static anymore!!
  5. Adobe is working on a new platform called AIR, which will enable the compilation of many types of objects for display and interaction.

Friday, 15 February 2008

Elliott Masie's LMS Wish List

Elliott Masie came up with a great and very insightful wish list for LMS's. Click here to access it. He even added a few suggestions in the past few days, probably based on feedback from his loyal audience.

I really like the richness that Elliott's suggestions might create for a typical LMS. Most LMS implementations are just a list of course offerings.

On the other hand, I worry about overly complicating options for users. Most workers just don't have extra time to waste. Maybe the suggestion to let users rate the courses comes into play here.

I also worry about user-generated content. It can be great, could be better than what the training folks can create, could engender more engagement, could be bottom line more effective. But we should all recognize that it is a double-edge sword. User generated content could be incorrect, could be a huge waste of time, could cause the organization to leave itself vulnerable to legal liability.

Doesn't Fix the Biggest Problem with the LMS Mentality

The biggest problem with LMS's can't be fixed with Elliott's suggestions. The biggest problem is that the whole LMS face sends a powerful hidden message that "learning" is about taking courses or accessing other learning events. This "Learning Means Sitting" LMS mentality infiltrates whole organizations.

I've seen this recently with one of my clients, a huge retailer, where their LMS has encouraged store managers and other store leaders to focus learning time on taking courses, in lieu of coaching, learning from each other, trying things out and getting feedback, encouraging store employees to take responsibility for particular areas, etc. It's not that they completely ignore these other learning opportunities; it's that the LMS focuses everyones' time and attention on courses, creating a lot of wasted effort.

To get the most from an LMS, you ought to throw away your LMS and start over. People can learn somethingdevelop competencies/skills—from courses or from other means. A competency-management system that offers multiple means to develop oneself is ideal, where courses/events are just one option. I still haven't seen a commercial system that does this though...Most are course first designs.

Maybe I'm too over-the-top recommending that we get rid of all LMS's. I make the statement to highlight the humongous problems that the LMS mentality is causing.

Wednesday, 13 February 2008

Starbucks to Shutdown for Training.

Starbucks is shutting all its stores on February 26th for three hours to train or retrain its employees.

You can read related articles at the following links:

Seattle Times

Starbuck Gossip (Blog)

Marketplace (Audio, story starts at 19:42 mins:secs)

Street Insider

The question will be, is the training well-designed?

Wednesday morning February 27th will give only a partial answer. March, April, and May will be more important. And of course, maybe this has nothing to do with training at all. Maybe it's a store management problem. Maybe the brand is too diluted, no longer special. Maybe competition from Dunkin' Donuts and McDonalds is creating issues, especially as consumers try to save money in these uncertain economic times.

Will the training work? Stay tuned.

Thursday, 21 June 2007

Finding Contractors in the Training-and-Development Field.

Suppose you need to hire someone on a contract basis in the learning-and-performance field? Or maybe you're on the other end of the transaction—you have your own business and need to find work?

Do you have to rely on your personal network alone? Can the big job boards help? Do our trade organizations' job board's have enough focus on contractors? Is there any way to know what people and organizations are good?

Recently, I've come across two organizations that may help, Learning Gurus and Clarity Consultants. This is how they described themselves to me:

Learning Gurus, Inc.

Learning Gurus connects Workplace Learning Professionals with companies that need them. We provide short-term contractors and full-time employees who design and develop training and performance solutions for corporate, government and educational institutions.

Our learning gurus are skilled in areas such as:

* Instructional Design & Development
* Facilitation & Instructor Led Training (ILT)
* Performance Analysis & Needs Assessment
* Project Management
* eLearning, Web-Based Training, On-line Learning
* Multimedia/CBT Development
* Graphics Arts
* Technical Writing & Documentation
* Quality Assurance & Evaluation

There is a trend among workplace learning professionals to move around quite a bit! Many in our field change jobs every 2-3 years, and many more are seeking the flexibility and variety that contract/consulting work offers. In the past, we've had to rely on our local professional networks, chance meetings with potential employers, and recruiters who, quite frankly, don't really "get" what we do. On the flip side, very few companies know where to find quality workplace learning professionals, and it's not uncommon for them to have an open requisition for 3-6 months. Enter Learning Gurus! Learning Gurus connects workplace learning professionals with the companies that are searching for them. Learning Gurus has a nationwide network of workplace learning professionals who are seeking additional contract and employment opportunities. There are no fees to join the network - your hourly rate or salary is marked up by a small percentage, which is paid by the client. Clients love it because they save valuable time by having Learning Gurus find their resource and they know they're getting a solid, pre-screened  professional. Workplace learning pros love it because they have their own personal sales and marketing department to find leads, negotiate rates, and handle contracts and payroll. Now that's a Win-Win!

Karen J. Boyle
President
Learning Gurus, Inc.
The Source for Workplace Learning Professionals
www.learninggurus.com
Office: 619.236.0308
karenb@learninggurus.com

Clarity Consultants

With Clarity Consultants, you can reap the expertise of Big 4 consulting -- without paying the Big 4 price.  Clarity Consultants represents hourly consultants with expertise in Instructional Design, Project Management, SAP software implementation, training facilitation and specialized consulting.  Our consultants have proven expertise in Software Implementation, New Hire Training, Sales, Customer Service, Leadership, Technical Training, Business Process and Compliance and other areas of organizational development.  If your company has new software to implement, new products to sell or a new process to roll out to employees, Clarity Consultants can help you.  For over 14 years, we've provided Fortune 1000 companies with contract training professionals.  For more info, please visit www.clarityconsultants.com

James Lee
Marketing Associate
jlee@clarityconsultants.com
(p) 408.369.6558

Are there other organizations that I'm missing? Let me know.

Friday, 22 December 2006

Neon Elephant Award 2006 to Cal Wick

Neon_elephant_2006

I'd like to announce the inaugural edition of the Neon Elephant Award, awarded for 2006 to Cal Wick of the Fort Hill Company for leading the development of the first commercially-viable training-follow-through e-learning software and his work as co-author of the book, The Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results.

The Neon Elephant Award

The Neon Elephant Award is awarded to a person, team, or organization exemplifying enlightenment, integrity, and innovation in the field of workplace learning and performance. Announced on the day of the winter solstice—the day of the year when the world turns away from darkness toward the light and hope of warmer days to come—the Neon Elephant Award honors those who have truly changed the way we think about the practice of learning and performance improvement. Award winners are selected for demonstrated success in pushing the field forward in significant paradigm-altering ways while maintaining the highest standards of ethics and professionalism.

Click here to see the full announcement...

Thursday, 16 November 2006

Masie Highlights Fort Hill Company

Elliott Masie, proving he's not just our field's preeminent hype-master, invited the thoughtful and wise Cal Wick as the closing keynote to Learning2006.

Cal and his team at Fort Hill Company have developed a great tool to help training transfer, called Friday5s.

You can read my review of Cal and his team's book to see my thoughts on how important the book and this software is to our field.

Friday, 13 October 2006

Google for Educators

Google announced yesterday a special set of tools for educators (teachers).

Click here to check it out.

Monday, 10 July 2006

Sexual Harassment Training Required in California

California has implemented a law that requires all managers to have sexual harassment training at least once every two years, with new managers getting the training within six months of employment. An upcoming webinar on this issue is offered that includes the author of the amendment.

While the law's requirements will create mediocre learning design (because people need more frequent reminders to maximize spontaneous remembering), the law is newsworthy as a potential omen for what may come in the training-and-development industry (and not just for sexual harassment training).

The law as written may have benefits because it is certainly better than nothing, but unfortunately the law repeats several mistakes endemic in our field:

  1. It utilizes a "butts in seats" standard.
  2. It assumes training will be sufficient.
  3. It doesn't provide for any testing (except seat butts).
  4. It doesn't assess performance follow-through at all.

The law does say:

The training and education required by this section is
intended to establish a minimum threshold and should not discourage
or relieve any employer from providing for longer, more frequent, or
more elaborate training and education regarding workplace harassment
or other forms of unlawful discrimination in order to meet its
obligations to take all reasonable steps necessary to prevent and
correct harassment and discrimination.

Employers who really care about minimizing sexual harassment will provide for "longer, more frequent, [and] more elaborate training."

Wednesday, 28 June 2006

US Graduation Rates. A Problem for Learning Professionals?

Education Week has just come out with a new report (dated 2006), funded by the Bill and Melinda Gates Foundation, showing that only 69.6% of U. S. children graduate from high school.

Yes, you should read that again. It is stunning that in the richest, most powerful country in the world, that we are failing so many of our citizens. I can only think that if the trend continues, the United States is doomed to second-tier status.

Here is a graph from the PowerPoint's used to communicate the report:

National_graduation_rates_jpeg_6Looking at the rate by state is interesting as well. And, for you political junkies, you may get a real tingle by noticing the colors used on the map.

National_graduation_rates_by_state_jpeg_4

Chief Learning Officers providing advice on company location and recruitment strategies might want to take this into account. On the other hand, pretty pictures only tell part of the story. See below:

National_graduation_rates_by_county_jpeg

Comparisons to Other Countries

As Nicholas D. Kristof, New York Times columnist, pointed out in a recent column, other countries, notably China, are rapidly improving their educational systems, and their children are significantly outperforming U. S. children in K-12 education.

You can access Kristof's article here, but you have to be subscribed to the New York Times to read it (which isn't a bad idea), so I offer the following excerpt from his column:

Last month, the Asia Society published an excellent report, "Math and Science Education in a Global Age: What the U.S. Can Learn from China." It notes that China educates 20 percent of the world's students with 2 percent of the world's education resources. And the report finds many potential lessons in China's rigorous math and science programs.

Yet, there isn't any magic to it. One reason Chinese students learn more math and science than Americans is that they work harder at it. They spend twice as many hours studying, in school and out, as Americans.

Chinese students, for example, must do several hours of homework each day during their summer vacation, which lasts just two months. In contrast, American students have to spend each September relearning what they forgot over the summer.

China's government has developed a solid national curriculum, so that nearly all high school students study advanced biology and calculus. In contrast, only 13 percent of American high school pupils study calculus, and fewer than 18 percent take advanced biology.

What You Can Do as a U. S. Training and Development Professional

  1. You've probably already heard about the massive talent gap (based largely on baby-boomer retirements) that is coming. Combine that with the aforementioned information about graduation rates, and you should start panicking.
  2. Figure out how to do remedial education.
  3. Figure out how to hire non-Americans as well as Americans.
  4. Start advocating within your company for an organizational commitment to your local K-12 educational institutions.
  5. Start with your own kids. Throw away their TV's and get them reading more and thinking more. Don't assume web-surfing is learning.
  6. Take a vacation day and volunteer in your kid's classroom.
  7. Become a big brother or big sister.
  8. Volunteer in your local schools. Take your experience as an instructional professional, and share what you know. Don't be heavy handed, be heavy on love and empathy.
  9. Stop fighting local property taxes. School funding does matter.
  10. Advocate for smaller class sizes.
  11. Insist on excellent teaching.
  12. Run for school board. Take inspiration from Marc Rosenberg, e-learning guru, who ran for his local school board because he knows the value of good learning.

A 69.6% high-school graduation rate is simply unacceptable and unsustainable. This is not only bad for our global and corporate competitiveness, it's bad for our democracy as well. Democracies only flourish when their citizens have access to information and know how to think about that information when they have it.

What the hell are we thinking?

Or more realistically, what the hell have we been thinking?

Thursday, 25 May 2006

Biased Myers-Briggs (MBTI) Research Wanted

CPP, Inc., known formerly as Consulting Psychologists Press, announces that it is offering research grants for research on the Myers-Briggs Type Indicator.

This may seem commendable, but their research-grant program is biased. Here are the facts:

  1. CPP makes money by selling MBTI implementations, consulting, and paraphernalia.
  2. The MBTI (Myers-Briggs) is widely discredited by researchers. It is considered neither reliable nor valid. For example, see Pittenger, D. J. (2005). Cautionary Comments Regarding the Myers-Briggs Type Indicator. Consulting Psychology Journal: Practice and Research, 57, 210-221.
  3. The research grant program is biased toward research findings that support the MBTI. Here are some details:
    • CPP, a biased party, selects the grantees.
    • One of the criteria for selection is "advancement of the MBTI assessment."
    • Money is distributed only for research reports selected by CPP for the "Best Paper Awards."
  4. Instead of these regrettable procedures, CPP should form a body of unbiased reviewers, have criteria that don't push toward a confirmatory bias, distribute money for good proposals not "favorable" results, and form an unbiased committee to select the best papers.

This Research Grant Program (as outlined in the publicly available materials produced by CPP) is clearly designed to produce results that support CPP's financial interests and resurrect the flagging image of the MBTI. Statements in the proposal requiring researchers to "conform to the Americal Psychological Association's Ethical Principles of Psychologists" do little to overcome the biases built into the program. As the materials make clear, the intention is to provide comfort to CPP's clients. How else are we to interpret the following statement in CPP's research-grant announcement?

"Abstracts from the papers will be used by CPP to communicate results with its customers."

This type of biased research program is completely unacceptable. Not only does it have the potential to create biased information and lead to suboptimal or dangerous recommendations, but it also casts a shadow on fair-and-balanced research that might be used to guide learning-and-performance agendas.

If you'd like to share your thoughts with CPP, it appears that the person to write is available through this email address.

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