There has been so much change in Learning and Development in the last decade, it’s hard to imagine what the next 5 years will hold.

Consider these life-changing advances we’ve experienced in the last 10 years: in 2007, Netflix launched and the first Kindle was released, Android Software and the iPad were released in 2010 and coffee-lovers cheer, the first Keurig for home use launched in 2012.

The inventors of these technologies started their lifelong learning journeys in the same place – grade school. Did you know one teacher can impact 25 students every day and up to 4,000 students during their career? Teachers that receive quality professional development can impact student achievement by 21 percentile points. By investing in our teacher’s professional development, the return in learning is 25x.

To enrich the learning experiences of students across the United States, organizations like Computer Science Teachers Association (CSTA)  are committed to offering professional development resources to K-12 computer science teachers.

In preparation for her speaking session at LENS, I recently interviewed CSTA Director of Professional Development, Marina Theodotou on the future of education and learning.

Marina believes that education is rapidly evolving, much like the shifts we’ve seen in technology. Theodotou predicts that in the next five years we will need to learn to sharpen problem-solving and social interaction skills at a faster pace to keep up with the increasing speed of information and doing business globally. These skills will also be required to differentiate ourselves from  AI robots that have already taken over activities that take 30 seconds or less.

“The way to ensure that the learning sticks is to break it down into smaller chunks and make sure it’s  implementable,” she added.

So what is CSTA doing to ensure knowledge transfer among their teachers and staff?

“Computer Science changes rapidly so we must constantly make new content and learning opportunities available to educators.  We partnered with Degreed because we can curate content and create pathways on a variety of subjects. Degreed’s daily feed serves users new content every day is especially popular. It makes teachers lives easier because they can take that content and use it in their classrooms every day,” responded Marina.

CSTA teachers appreciate the easy access to diverse learning resources. The daily feed breaks learning down into smaller activities and makes it easy for teachers to implement what they learn.

Additionally important to learning from others is the investment we make in ourselves. I asked Marina what her most memorable learning experience was and how she was applying it today.

“When I was starting my career, I was invited to lunch by the CEO of Bank of America at the time, Mr. Hugh McColl. The 1.5-hour lunch was like getting an MBA. I asked him what the 3 ingredients to success were,  he said: to succeed you need brains, guts and public speaking skills. The next day I signed up to Toastmasters International and a year later got my competent toastmaster certification. Since then, I added two more skills to the mix: heart, which includes values, emotional intelligence and empathy, and tech skills, including knowing how to code, problem-solving and navigating social media. These pearls of wisdom have carried me throughout my career over the last 25 years.”

To hear more about her learning journey and how CSTA is specifically supporting our educators, please make time to attend Degreed LENS, September 28th in Chicago. Marina Theodotou will be speaking alongside UC Berkeley and Accenture for the session Upskill, Reskill, Repeat: How to Get Ready for Career-Long Learning with UC Berkeley, Accenture, and CSTA.

Many of us have been there. You pull in to LaMars or Krispy Kreme and there is a 10×10 case full of at least 10 choices of donuts. You’ve got sprinkles, filled, iced, cake, yeast, chocolate, vanilla, maple, circle, log…the choices go on.

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The same goes for learning. You do an online search on a subject area in which you need more information, and poof – 200,000 results. You’ve got a library of content to sift through. This many choices can be confusing and maybe even paralyzing in some cases. People think, “Where do I begin” or “How can I find the best of this?” In some spheres, we can rely on expert judgment or crowdsourcing for the initial vetting (think Consumer Reports and Amazon’s star ratings).

But here’s where curation is like donuts – both are better in moderation.

As said by the Oppenheimer AVP of Organizational Development, Patrick Osborne, “There is a diminishing return in having too much content.  One donut is a treat.  Five is a tummy ache.  Ten donuts is a trip to the ER.”

While ten donuts seems like a good idea (been there, done that!), the after effects – not so much. Same goes for content. Too many choices means the user will make no choice – they are too overwhelmed.

In a world of virtually limitless information and learning content, the curator provides a valuable service by simplifying what people see and sifting out all the noise, junk, and inferior options.

Osborne’s advice? “Measure by weight, not by volume.  Be ruthlessly selective. The curator is also a de facto editor.  She decides what people will see, and what they won’t.  There’s an awesome power and responsibility in that.”

It’s good advice, but how does the rubber hit the road? How is Oppenheimer using curation? Well, you will have to come to Degreed LENS in September and attend Patrick’s workshop, “Upskill Yourself: Curating Skills” to find out. Kidding. Kind of.

Like many organizations, Oppenheimer is increasingly hearing from individuals that they have “no time” for learning.  Patrick thinks that’s partly reality but also a statement of modern learner preference—employees want things to be as short, convenient, and interesting as we can make it.  We used to be able to sell 20-30 minute online learning programs.  Now people want 2-3 minute microlearning.

Thanks to curation, the best, most relevant resources for the individual have already been served up in a single place. Oppenheimer is now offering a much broader range of options for learners than they have in the past, and shifting resources away from developing and delivering traditional learning (or outsourcing it) and concentrating on building an infrastructure based on learner centricity.

Patrick’s favorite thing about curation? “I enjoy the challenge of the hunt and the thought that goes into crafting something well.  The mechanics of creating learning pathways are trivially simple.  The challenge (the art?) is in creating a pathway someone would willingly and voluntarily spend time using.  That requires thought and skill and creativity.”

For real this time – Patrick will be speaking about Oppenheimer’s curation journey, alongside Harley-Davidson and St. Charles Consulting Group, at Degreed LENS in September. There are still spots for the conference and his workshop – register and get more information here! Who knows – donuts may be included.

Whether you’ve been in L&D for decades or days, you’ve probably been asked to bake a cake for your company. While you might have also been asked to bake a delicious chocolate cake for a birthday, the cake I am talking about is The Magical Training Cake – the cake your L&D team makes to solve a business pain point.

Typically, the cake needs to solve a problem overnight with a one-time, eight-hour workshop with the goal of naturally sticking forever in the employee’s brain and behavior.

cake

Mmmm, delicious?! Maybe not.

You’re likely nodding your head “Yes!” when I say many L&D teams have this two-fold struggle:

  1. Stakeholders come to your team with requests to bake/make a training. It might sound like, “We need you to bake a cake to improve frontline managers’ leadership skills.”
  2. You stir and bake for weeks and maybe even months. You pull it out of the oven. You serve the cake to managers. But they report not liking the taste, and some haven’t even taken a single bite.

You feel like you’re pushing the cake in your learners’ faces. You thought the cake was good – why don’t they?

You’d rather feel like you’re creating a pull effect, where your learning products and programs are magnets. They draw employees in.

Here’s one framework you can start using today to clarify a request up front, making sure everyone will like the cake.

Clarify projects with the 3×3 Walkthrough Method

Tom Cavill, a designer based in London, created the 3×3 Walkthrough Method. Cavill created this framework to focus his explanation and storytelling of a new app he created. (You can read here how Tom uses constraints for clarity.)

I think L&D teams could use this framework to clarify internal training initiatives. It helps distill the essence of the initiative so the stakeholders and execs feel empowered to become champions and sponsors of it.

At its most basic level, the 3×3 Walkthrough method also helps learners get instant clarity about the value of a program.

How It Works

The 3×3 Method constrains you to focus on solving this problem by answering why, what and how with only three-words. Here is an example:

3×3 Walkthrough for Leadership Development

A common challenge high-growth teams face is developing leadership skills in younger employees when the company is growing rapidly.

These young stars quickly move into leadership roles, but they don’t have the support and opportunity to learn how to be good managers.

Many companies adopt the same old approach to building leadership programs. Take what other people are doing, find the latest popular leadership framework, force people to go through workshops, and then expect them to become great managers overnight.

Instead, if you understand what’s really going on in your organization, you can use the 3×3 Walkthrough to distill a highly relevant leadership program like the following:

  • Why: Equip new managers
  • What: Leadership Foundation program
  • How: Daily micro habits

Filling out this template when receiving business requests will help you form the foundation to build a compelling case for human-centered learning design as the future of business growth.

Next steps

Take time today to think through the why, what, and how of the latest requests from your business leaders.

Here’s a 3×3 template you can copy and paste:

Why? (… does your product/program/project exist?)
__________
__________
__________

What? (… does your product/program/project do?)
__________
__________
__________

How? (… does your product/program/project differ from what exists?)
__________
__________
__________

Instead of baking cakes, this helps you building a clear, concise path toward an integrated design approach.

Degreed will be hosting a hands-on workshop on Marketing in Learning at the Degreed LENS event on September 28th in Chicago. To register, visit the LENS website here.

**This post appeared in original format on the LinkedIn of Charbel Semaan

Most organizations are feeling the burn of the changes happening in L&D. 60-year careers, multiple generations, a dispersed workforce, decreasing skill tenures. It’s a lot to take on, and it’s putting more pressure on our team’s than ever before. As practitioners, we must be continuously well-versed in at least several areas of expertise to remain relevant and contributing.

Enter the villain in the story – time. It’s something we’re all short on.

So what if you only had time to get stronger in 3 places – where should you focus? Sarice Plate, Xilinx Senior Director of Global Talent Acquisition and Development, has advised her team to get savvy in the following:

  1. Curation

It’s crucial to be able to make sense of the plethora of content that’s available with the click of a button. Not only are we inundated with options, but how do we determine quality on the fly? There are tools like Facebook and Instagram that benefit from causing distractions, not to mention our phones buzz constantly at new alerts and Google returns hundreds of thousands of search results. It’s important to cut through the noise and quickly find relevant content in the moment of need. Hellooooo curation!

“Curators are the great librarians of our time, cataloging and prioritizing the best content,” commented Caroline Soares, Director of Curation Services at Degreed.

2. Marketing

For today’s L&D teams to be successful, they must also act as marketers, selling the need to continuously learn. “We need to appeal to our learners, and being ‘appealing’ is a marketing problem, not a learning issue. As learning people, we need to inspire employees, influence how they behave and compel them to engage with us and our learning, with the goal of motivating engagement,” said Susie Lee, Director of Client Engagement at Degreed.

In her experience at Xilinx, Plate’s team uses their marketing skills almost daily, working to influence the business, and increase stakeholder engagement. As digital transformation continues to saturate, they continue to find themselves more involved in curriculum design rather than just designing and setting up training courses.

3. Technical knowledge and data analytics

Technology is constantly changing, so, L&D practitioners are required to be more digitally savvy, and more technical than ever before. We must understand the tech our employees are already using, write and curate content that’s exciting and consumable. To do that, we must understand consumption, behavior.

These might feel like these skills are completely untraditional for an L&D professional to have. And you’d be right. But with 56% of current workforce skills set not matching organization’s strategy and goals (ATD, Bridging the Skills Gap, 2015), we should do something different than we have been if we want to be successful. And it’s not all bad.

“With the roll out of our new [learning] strategy, every member of my team is now engaged, helping with content curation, consulting with the business to build pathways, designing curriculum to best meet the needs of the business. It’s truly been a shift for some, including myself, but we’re embracing it and we’re making the shift so far successfully.  I think the team overall feels more energized now and excited about our roles and how we can impact and build organizational capability,” said Plate.

Looking for a way to grow your expertise in some of these skills? Skill development workshops at Degreed LENS will cover these themes and more. Join us in Chicago on September 28th!

Even the concept of a career wasn’t immune to today’s disruption. People are changing jobs at record rates, working for more companies doing a variety of jobs throughout their career, and they aren’t immediately cashing out and retiring at 60. Likely at the root of the radicalization of the career is a simple, basic fact: people are living longer.

As said by the authors of the 100-year life in an article for MIT Sloan, “If life expectancy continues to grow at the rate of two to three years every decade, as it has done over the last 150 years, then a child born in Japan in 2007 will have a more than 50% chance of living past the age of 107.”

This translates into 60 – 70-year careers. To stay relevant and employed, the workforce will need to deepen their skills numerous times, and might even want to re-skill entirely in new areas.

“Individuals will take an interest in skills with value that extends beyond the current employer and sector. Skills and knowledge that are portable and externally accredited will be particularly valuable,” wrote Lynda Gratton and Andrew Scott in their recent Research feature, The Corporate Implications of Longer Lives.

While ultimately responsible, it’s not just the individual that has a role in continuous development.

The most successful organizations are supporting employees for their roles now and in the future, recognizing their best investment is their people. Top talent is likely the most engaged, and thus, retaining (and attracting!) these people will be a key driver of business outcomes and success.

To keep up, Deloitte’s 2017 Global Human Capital Trends report suggests chief learning officers (CLOs) must now become the catalysts for next-generation careers. “They should deliver learning solutions that inspire people to reinvent themselves, develop deep skills, and contribute to the learning of others,” states the report.

Gratton and Scott suggest decentralized and flexible approaches to learning that are driven more by the learner than the employer.

So how do we help our employees deepen the skills they need now, as well as support future development?

To enable learning leaders to better target their learning and development (L&D) investments and help companies close skill gaps, Degreed recently announced a major upgrade to its personalization engine with the release of skill plans.

Leveraging BurningGlass data and machine learning, Degreed’s innovative platform automatically recommends a daily feed of learning resources focused on the skills required for a person’s current job as well as their professional interests and career goals.

“Resolving the persistent gap between the skills employees have – and the ones they need to move into new roles – requires sophisticated personalization capabilities. These recent product upgrades are a giant leap forward for Degreed’s ability to help our users build and recognize the expertise they need for the future,” commented Degreed’s CEO and co-founder David Blake.

Skill plans empower organizations in four main ways:

  • Give purpose to learning activity by tying learning to skills, and skills to roles in your organization.
  • Customize these roles with the competencies and skills that fit your company.
  • Assign employees to specific roles, which will automatically link them to associated learning content.
  • Create learning pathways, and link them to roles.

Want to see what skill plans can do for your organization? Create your Degreed profile today.

Learning is changing faster than L&D departments can keep up:

“Fifty-six percent of current workforce skill sets do not match the changes in their company’s strategy, goals, markets, or business models.”  — ATD, Bridging the Skills Gap, 2015  

However, forward thinking CLO’s have found success creating learner-driven organizations that empower workers to share their knowledge and take ownership of their own personal development. This is a new way of thinking, leaving many L&D leaders struggling to identify the right combination of tools and skills within their teams.

As leaders look at upgrading technologies and capabilities within their organizations, there’s a legitimate fear that their leap forward won’t take them to the front — that they’ll continue to be behind their competition.

It’s an important time for corporate learning leadership to take stock of their learning investments, and create the strategies and solutions that will take them through the next decades.

So where can you start?

First, better understand the capabilities you should be optimizing for in The Buyer’s Guide to The Near Future of Learning Technology from Degreed.

 

logo_csta

Our teachers are given incredible responsibility – to grow the minds of our future leaders. And at some point, you may have wondered, how do these selfless individuals get trained for such a big task? It may seem obvious – a college degree and ongoing certifications. But you might be surprised to find out that “most states don’t have certification for computer science so most teachers in K12 have no education in computer science,” shared Mark Nelson, Ph.D., and Executive Director for the Computer Science Teachers Association (CSTA).

Despite the demand from the larger economy, “fewer than 10% of schools offer a computer science program,” added Dr. Nelson. This means that many computer science teachers actually come from different disciplines – math, science, continuing tech education such as business or IT, even gym and Spanish.

So how are they finding the resources they need to be effective computer science teachers when some have had little to no training in this space?

Many come to CSTA, a membership organization that supports and promotes the teaching of computer science and other computing disciplines at the K-12/pre university level. Recently, Degreed partnered with CSTA to create the first-of-its-kind professional development (PD) platform for K-12 computer science teachers, known as the Continuing Professional Development Pipeline (CPD Pipeline).

The CPD Pipeline is designed to address a key challenge in K-12 computer science education: growing the pool of teachers who are both competent and confident in teaching computer science concepts and practices.

“In capability and philosophy, Degreed and CSTA were a match,” commented Dr. Nelson. “But what struck us was the initial conversations with Degreed made us rethink the whole situation. Our problem wasn’t in providing training, it was a workforce development problem. We needed to make sure our workforce was continually learning, growing and had the skills that matched the current workforce.”

CSTA

With a new sense of purpose, CSTA wanted a solution that could supply teachers with 5 core learning components:

1)        self-assessments of skills, interests, and experience

2)        personalized PD roadmaps to guide the process

3)        digital badging, with support from Badgr;

4)        link to the computer science community to connect with other teachers, tackle challenges and celebrate wins; digital portfolios to showcase PD and manage career paths.

“We are proud and excited for the opportunity to partner with CSTA to transform the way K12 computer science teachers access and benefit from meaningful and relevant Professional Development programs,” shared David Blake, CEO and co-founder of Degreed. “In leveraging Degreed, CSTA will be able to help any number of teachers advance their professional development and certification in computer science, in turn, giving even more students access to the information and knowledge needed to build their own skills and expertise.”

While CSTA is excited about the user-friendly environment and learning pathways provided by Degreed, Dr. Nelson is inspired by what the future could bring. “This could be a new way to teacher certification – this could be huge in terms of rethinking how certification happens in K12,” he said.

We thank CSTA for their dedication to skill development and the future – for all they are doing to educate our teachers and for the significant role they play in bettering the futures of our students.

Interested in becoming a creator of technology instead of just a consumer? Check out the CPD Pipeline here. And if you’re an Association interested in driving member engagement and creating your own learning pathways on any subject,  Degreed can help.

 

LEtsget

As much as we would like to believe it, and as nice as it sounds, we don’t develop our people out of the goodness of our own hearts.  Businesses have important goals and a bottom line, and in order to hit those goals, they need to make money.  And if they don’t, shareholders, customers, and employees are all unhappy because the business will likely fail.

It might come as a surprise, but employee engagement is nearly as important as the bottom line. Research from Gallup ties engaged employees to better customer ratings, productivity, sales, and higher profitability. These organizations also saw significantly less turnover, shrinkage and absenteeism and quality defects.

But only 13% of employees worldwide are engaged at work.

Enlightened CLOs, like Sarice Plate of Xilinx and Susie McNamara of General Mills, focus on both the development of skills needed to get the job done as well as engaging employees. “When employees are excited to learn, they feel more empowered, engaged and productive, and they become more valuable to the business,” said Sarice Plate, Head of Global Talent Aquisition at Xilinx, at a recent Bersin by Deloitte and Degreed-sponsored webinar.

But meeting both short-term needs for performance as well as the long-term needs for development requires thinking about things differently, and creating a new learning strategy – one that’s centered around the learner.

“The first and most important thing is that we are anchoring our talent development strategy to the same strategy we use as a company for everything we do, which is called consumer first,” shared Susie McNamara, Talent Development Leader of General Mills. “So everything that we’re doing, whether we’re trying to meet their short-term needs to ensure that they’re successful in their current role or whether we’re thinking more longer term and ensuring that their development needs more broadly, has the consumer at the center of everything.”

“In re-thinking our strategy, we decided we needed to create an environment that empowered our employees to drive their own development and their careers in a more effective way,” added Plate. “Our learning environment is now learner driven, where employees are able to identify pathways and specific personal development needs, they can consume learning in that timely fashion that best meets their learning style.”

What does putting the learner at the center mean for your software and tools? It means utilizing systems that support natural human behavior like collaboration, ease of use and personal accountability.

“We wanted to inspire our learners and we want our learners to inspire others.  So are allowing learners to start learning groups, to share, to collaborate. But we also needed learners to feel more aligned around our competencies with access to understanding how they can grow those competencies and make connections.”

In both cases, these leaders put learners in the driver’s seat. Want to know more about the Xilinx and General Mills learning strategies? Check out the on-demand webinar, “Let’s Get Digital,” now.

 

 

 

Digital technology has drastically changed the way we learn and consume content. We gravitate towards solutions that are quick and easy, and as a result, informal options – social and on-demand learning – account for the bulk of workers’ development.

The most advanced L&D teams are embracing the trend towards informal, collaborative and social. According to the latest Bersin Corporate Learning Factbook, the best L&D organizations deliver significantly more on-demand resources like articles, videos and books, and up to 20% fewer hours via formal training (ILT, vILT, e-learning).

The general lack of insight into informal learning activities has many L&D leaders asking “How do I know employees are spending time on the right things?”

“We have to start trusting the learner. They know what they need and when they need it, and they’re going to find it,” suggested Jason Hathaway, Director, Content & Learning Solutions at CrossKnowledge.

But truly measuring the value of informal learning can be tricky. At Degreed, we believe in the bigger picture and recommend optimizing for utility and outcomes by asking ”Is the learning people are doing helping them become better at their jobs?”

How can you get an accurate measurement of how informal learning is working when results are not instant and much of the learning people do is happening outside of your company’s LMS?

Let’s say, for example, a salesperson spends lots of time watching product videos and reading about selling techniques. Certain tools allow you to capture data on the use of learning resources, but what you, as the manager or learning leader don’t know is if they are applying those ideas in practice.

So you look to their behavior and results. Are they setting more appointments? Are they closing deals faster? Are they closing bigger deals? Are their customers more satisfied? This is data you might be able to find in CRMs, ERP systems – maybe even in the talent management systems. But the one place you will definitely be able to see results (or not)? Observation.

True learning program success means observable behavior change. It’s a different way to think about ROI, but it’s a KPI’s that really matters.

Additionally, you can focus on the experiences you’re facilitating. “You can’t control what people do, but you can control the environment you provide them. Give learners easy access the best resources, including other peers, ” suggested Todd Tauber, VP of Product Marketing at Degreed.

Most workplace learning infrastructure doesn’t really work for today’s workers, partly because the current systems are built primarily for structured, formal training. But the key to empowering your learners and increasing engagement is recognizing, facilitating and measuring what’s happening in-between those formal learning settings – all of the informal learning that is happening whether it be reading an article, a conversation with a mentor or peer, attending an event, or taking a course.

Ready to start measuring your informal learning experiences? Create your Degreed profile today!

Once you’ve determined your organization needs a new tool or technology, how do you build the business and investment cases to show leadership the clear path towards the changes that need to occur?

Dani Johnson, VP of Research at Bersin by Deloitte, Deloitte Consulting, recently spoke with 3 learning leaders from Disney, AT&T, and Airbnb to learn more about their individual journeys with technology.

Those on the journey to finding or implementing new tools and platforms likely have one thing in common: the current solution isn’t working.

We had a traditional learning management system that was written for one context and one moment in time, so it was very, very clear that it wasn’t working. We addressed it, which tied to a strategy that reevaluated some of our larger HR investments, including learning,” revealed Chris Trout, VP of L&D at the Walt Disney Company.

While larger organizations might have the bandwidth and budget to be flexible and try multiple solutions, sometimes it’s best to start fresh. Such is the strategy behind the learning success at Airbnb: ”We took a bold move to ‘divest’ rather than invest first, to turn off a lot of the learning infrastructure that was already there in order to almost start from a baseline,” explained Barry Murphy, head of Global Learning at Airbnb.

Of course, it’s not that easy for every organization.

For a monolithic-type project of large scale, Amy Rouse, former learning leader at AT&T, knew she had to find a way to streamline numerous disparate platforms and get rid of old technology to make room for what they needed.

AmyRouse

“Our business cases were not easy, but they’re a necessity. We wanted to create a personal learning environment, but you’ve got to prove why you want the business to invest a lot of money into something new or better. So we identified what could be eliminated from our learning architecture, what we could eventually sunset including the LMS, and by when,” said Rouse. “This timeline strategy informed how turning off old investments would offset the costs of the new technology. This helped other leaders in the organization see the true cost of staying with old technology, and the benefits of transitioning to new solutions that better suited the business case.”

The one thing all 3 organizations had in common? Starting with a vision.

“We looked in a few places, including how technology was happening at the time, how HR and learning technology was happening and knew we wanted to pursue a technology that was going to help us get to that vision,” said Trout.

Airbnb started working against their vision of a learning ecosystem, in search of the technology that could do what they wanted.

“Being able to explain the vision to stakeholders is probably one of the most important things associated with making that business case,” added Johnson.

Here’s how you can start to build your business case:

  1. Start with a vision and keep the “end” in mind. Many organizations get caught up in having the latest and greatest technology. Instead, choose what will help you achieve your long-term vision.
  2. Create a timeline. This can include when you’ll turn off old technologies when you can scale up the new technology, or important events in the business that will require the use of the new technology.
  3. Divest before you invest. Know what isn’t working, get rid of the tools and platforms that are not producing ROI, and then re-allocate those resources to things that do.

What are some ways you have made the case for implementing a new technology at your organization? Let us know in the comments.

Want to know what else the presenters talked about? Access the full webinar through Degreed here.

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