November 2010 - Chief Learning Officer - CLO Media https://www.chieflearningofficer.com/2010/11/ Chief Learning Officer is a multimedia publication focused on the importance, benefits and advancements of a properly trained workforce. Tue, 21 Aug 2018 15:00:26 +0000 en-US hourly 1 https://wordpress.org/?v=6.4.3 https://www.chieflearningofficer.com/wp-content/uploads/2022/04/cropped-CLO-icon-Redone-32x32.png November 2010 - Chief Learning Officer - CLO Media https://www.chieflearningofficer.com/2010/11/ 32 32 2010 Innovation – Division 1 https://www.chieflearningofficer.com/2010/11/23/2010-innovation-division-1/ https://www.chieflearningofficer.com/2010/11/23/2010-innovation-division-1/#respond Tue, 23 Nov 2010 17:00:00 +0000 http://dev-clomedia.pantheonsite.io/2010/11/23/2010-innovation-division-1/ GOLD: Bradley Samargya, Chief Learning Officer, CA Technologies Software company CA Technologies’ management team wanted to institutionalize a culture of innovation and collaboration that would enable employees to get the […]

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GOLD: Bradley Samargya, Chief Learning Officer, CA Technologies

Software company CA Technologies’ management team wanted to institutionalize a culture of innovation and collaboration that would enable employees to get the right information and contacts easily, thereby increasing efficiency and productivity.

The challenge was to merge three disparate needs into one vision that would enable employees to find, access and store certain information; find and interact with each other; and allow the company to effectively communicate to its employees.

To accomplish this, the company created OneCA. OneCA leverages social and Web 2.0 technology, combining a redesigned intranet with networking and collaborative Web portals under one umbrella.

Search functionality within OneCA reaches across all documents, articles, employee profiles, communities, posts and blogs. Employees can conduct searches based on skills, location, expertise, products or roles. They also can join communities, participate in discussions, post a blog or contribute to a wiki.
OneCA developed an approach for learning delivery that focused on these specific business needs:

  • Continual innovation: Deliver on current customer requirements in an engaging and stimulating way.
  • Adaptability: Embrace change in requirements and processes to successfully deliver value as business needs evolve.
  • Improved time to market: Deliver while there is value and maximize ROI.
  • Reliability: Support the business needs by constantly adapting to meet goals.

Upon release, OneCA was received positively. This was largely attributed to a team effort that focused on getting the “people part” right and giving people what they need to be successful.

SILVER: Betty Cotton, Assistant Vice President, AT&T University Management Development, AT&T

In 2008, AT&T University launched its first strategic leadership development program to help achieve a culture that it has named One AT&T. The program, Leading with Distinction, focused on enhancing leadership capabilities to achieve business alignment. Delivered first to officers, then executives, the program now has been successfully delivered to all of the company’s senior leadership.

While this program was successful, a full-scale program was needed to change the management culture at AT&T. In 2009, the AT&T University management development team, led by Betty Cotton, realized that reaching AT&T’s management population of 105,000 front-line managers would not be possible with an in-person program. However, a virtual program with a similar design could achieve the same desired result. Such a solution had to be launched and completed in 2010 and address alignment to One AT&T.

The virtual summit program expanded AT&T’s ability to reach and engage leaders and managers. cotton and her team designed and delivered a flexible and rich program to ensure that managers at all levels are moving toward the one AT&T culture and finding value in learning and collaboration with colleagues in other regions and business units.

BRONZE: Michelle M. Young, Learning and Development Consultant, Microsoft

Faced with the uncertainty, ambiguity and complexity of today’s business environment, Microsoft Finance determined that its worldwide team members needed to grow from being finance professionals to become value-added business partners. Michelle Young, a learning and development consultant at Microsoft, recognized that this transformation of individuals into business leaders had to be highly efficient. Professional development classes were available to finance employees on Microsoft’s campus in Redmond, Wash., but the challenge was to extend top-quality learning to all finance professionals throughout the world. Young partnered with TRI Corporation, a company that specializes in experiential learning, to transform a three-day in-residence class into a virtual classroom offering that enabled online distance learning.

Catherine Connolly accepted the award for Bradley Samargya.

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2010 Excellence in E-Learning https://www.chieflearningofficer.com/2010/11/23/2010-excellence-in-e-learning/ https://www.chieflearningofficer.com/2010/11/23/2010-excellence-in-e-learning/#respond Tue, 23 Nov 2010 12:00:00 +0000 http://dev-clomedia.pantheonsite.io/2010/11/23/2010-excellence-in-e-learning/ GOLD: Enspire Learning Physicians’ Reciprocal Insurers (PRI) wanted to provide a soft skills training program for the physicians it insures. Along with state-mandated requirements for risk management training, the program […]

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GOLD: Enspire Learning

Physicians’ Reciprocal Insurers (PRI) wanted to provide a soft skills training program for the physicians it insures. Along with state-mandated requirements for risk management training, the program could help improve physician-patient relationships and limit the damaging effects of malpractice lawsuits. PRI partnered with Enspire Learning to create an interactive multimedia course to help physicians learn and practice communication skills.

The course uses custom photography, narration and background details to simulate challenging discussions with patients. Participants can choose how to respond to patients’ questions and situations, and each response branches into another interaction based on the previous choice. The simulation can result in either a successful encounter with high patient satisfaction or a medical error with huge ramifications. The program creates realistic mood fluctuations and changes in body language, facial expressions and conversational tone to simulate a real patient-doctor interaction.

To evaluate performance during the simulation, there is a conversation meter that will stay green if all is well and turn to yellow and then red if there is trouble. Afterward, participants can review an evaluation of their choices based on critical points in the conversation, including tips on how to improve. The scenarios include difficult patients, delivering bad news, managing medical error and developing rapport. The program also allows participants to select their specialty and identify specific issues that need attention.

After the course, 99 percent of participants found the online design easy to follow, and 94 percent said the program was useful in enhancing their communication skills. Users lauded the program for its realistic situations and relevance to their practice.

SILVER: Vivid Learning Systems

When natural disasters strike and restoration of electrical power is a pressing goal, the U.S. Department of Energy’s ESF-12 responders are the ones on the scene. They helped restore power after the Haiti earthquake and after the tsunami in American Samoa.

In order to prepare rescue workers for their hectic and potentially life-saving roles, ESF-12 responders traditionally flew from 14 offices across the country to a single location. There they underwent a simulated disaster response, which is a critical part of training, but was also costly and inconvenient to administer.

ESF-12 wanted to decrease costs and utilize new technology to improve the program. Vivid Learning Systems provided ESF-12 with an online training program that delivered the same information with interactive and multimedia components, including the simulation. First, participants were given background information via interactive learning models. Afterward, they applied their training in an online classroom exercise that simulates a disaster. They were given a briefing, simulated newscast and notes from senior staff regarding the nature of the situation. The simulations were synchronized with other online classrooms so participants could accomplish their goals in the face of changing information and conditions as a team.

This online synchronized training activity was met with enthusiasm from participants and saved the ESF-12 team $20,000 on travel expenses.

BRONZE: Rosetta Stone

Thomson Reuters is a large business and professional information company employing 50,000 people across some 100 countries. With this diversity of office locations, the company knew it had to make language learning a priority. However, its use of face-to-face language tutorial sessions was not efficient. Thomson Reuters teamed up with Rosetta Stone, an interactive language learning company, to offer classes in 29 languages to its employees around the globe. The program includes a manager tool that can track learner progress, refine course content to support business needs and compare results between individuals and departments. Since the announcement in February 2009, there have been more than 12,000 registrations to learn a language.

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2010 Excellence in Academic Partnerships https://www.chieflearningofficer.com/2010/11/23/2010-excellence-in-academic-partnerships/ https://www.chieflearningofficer.com/2010/11/23/2010-excellence-in-academic-partnerships/#respond Tue, 23 Nov 2010 12:00:00 +0000 http://dev-clomedia.pantheonsite.io/2010/11/23/2010-excellence-in-academic-partnerships/ GOLD: Penn State, Smeal College of Business Auntie Anne’s Inc., one of the world’s largest hand-rolled soft pretzel franchises, started in 1987 at a farmers market and has grown to […]

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GOLD: Penn State, Smeal College of Business

Auntie Anne’s Inc., one of the world’s largest hand-rolled soft pretzel franchises, started in 1987 at a farmers market and has grown to 1,070-plus stores in more than 23 countries.

The company partnered with Penn State Executive Programs to implement a strategic planning process to determine the company’s identity and future strategy.

Penn State Smeal faculty collaborated with Auntie Anne’s leadership team to create a shared vision among the executive leadership team and involve the next level of management thereafter, as well as stakeholders from the franchisee network. A key objective was to translate the strategic vision into a five-year plan and tactical operating plans and budgets.

To this end, Penn State Executive Programs implemented four key stages at Auntie Anne’s. First, it assessed the company’s current state by obtaining executive team members’ perspectives on opportunities and challenges.

Facilitated strategic planning sessions were conducted utilizing multiple methodologies including microlearning as a means to spur innovation. One outcome formulated strategic imperative projects — which took into account opportunities for future growth — and teams were assigned to assess market viability and potential impact. Some of these projects were selected to play a role in the company’s future strategy, and teams worked to engage other corporate employees, franchisees, consultants, partners and suppliers.

Results of the strategic planning vision for Auntie Anne’s future were communicated to corporate employees, franchisees and suppliers, and Penn State Smeal conveyed to Auntie Anne’s leadership group of franchisees the positive business impact of strategic planning.
Penn State’s approach helped Auntie Anne’s set strategic direction and formulate actionable steps to expand the brand, create value for all stakeholders and improve the franchise model store experience for consumers.

SILVER: Bellevue University

Verizon Wireless employees can earn college degrees with the help of unique learning programs the organization has put in place, such as PRSM, or Professional Retail Sales and Management.

Created by Bellevue University, PRSM is a custom-designed online learning program aimed at employees who wish to invest personal time in career development. The 36-credit hour program, consisting of 12 courses that tie in with the company’s managerial competencies and skills, was created to help broaden the pool of candidates capable of taking on retail leadership positions.

The courses are structured so employees can garner learning that is not only applicable to their jobs, but also can provide a better understanding of factors that influence their business and other big-picture ideas.

As the program continues to grow, research by Bellevue University’s Human Capital Lab reveals that PRSM students tend to outperform employees who didn’t register for the program.
Last year, more than 20 percent of the workforce participated in LearningLink, Verizon’s tuition assistance program, which has lowered turnover by 50 to 60 percent among participants as well as graduates of degree programs.

BRONZE: SMU Cox School of Business

Independent exploration and production company Pioneer National Resources realized it needed to provide leadership development for new and existing managers. It lacked a formal plan for leadership development, and there were minimal opportunities for managers to attend training or participate in programs where they could interact with other leaders.

Partnering with SMU Cox Executive Education allowed Pioneer to create a comprehensive structure of leadership development programs. For instance, Leading Tomorrow’s Business helps managers understand financial measures that drive the business so they can identify ways to contribute to the bottom line and improve company performance.

Participants rated the classes 4.15 or above on a 5-point scale, comments have been positive and there have been requests for additional development opportunities.

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2010 Excellence in Content https://www.chieflearningofficer.com/2010/11/23/2010-excellence-in-content/ https://www.chieflearningofficer.com/2010/11/23/2010-excellence-in-content/#respond Tue, 23 Nov 2010 12:00:00 +0000 http://dev-clomedia.pantheonsite.io/2010/11/23/2010-excellence-in-content/ GOLD: NIIT Cognitive Arts To generate more than a billion dollars in annual revenue, KFC, a division of Yum Brands Inc., counts on its front-line workforce to deliver quality and […]

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GOLD: NIIT Cognitive Arts

To generate more than a billion dollars in annual revenue, KFC, a division of Yum Brands Inc., counts on its front-line workforce to deliver quality and service. Based in Louisville, Ky., KFC serves more than 8 million customers in 80 countries with 140,000 employees.

The front-line workforce is composed of mostly Gen Y workers, and the KFC training development team is charged with teaching them the standard role-based processes and procedures and making sure they retain the knowledge and skills to deliver on a daily basis.

KFC partnered with NIIT Cognitive Arts to develop a training solution that could be easily deployed to engage these younger employees, transition from traditional paper-based training to e-learning, drive a standardized set of behaviors and deliver business impact through improved customer service.

NIIT Cognitive Arts designed a virtual immersive environment that would form the backdrop for a learner-centric and engaging curriculum in which learners could deal with realistic scenarios. Using critical mistake analysis methodology, NIIT Cognitive Arts prioritized the behaviors that differentiated top performers from novices in handling a particular task or situation.

Based on these teaching points, script writers created scenarios that immersed learners in situations they encounter in the real world and forced them to make choices at key decision points. Learners were then coached on the consequences of their actions.

An initial test by an employee focus group provided positive qualitative feedback, which was echoed by shift supervisors when the program was rolled out across the U.S. More than 45,000 team members and shift supervisors have completed the training program. KFC has since added 13 more modules to the existing curriculum and is exploring creating similar training for Yum’s Pizza Hut and Long John Silver’s companies.

SILVER: Harvard Business Publishing

In May 2009, Seagate Technology initiated a global reorganization and shifted its focus to become a responsive market-facing organization. The company worked with longtime partner Harvard Business Publishing to deliver leadership development programs called Maximizing Business Results, which were presented in a virtual format to connect a cohort of peers and mentors with leading experts. Harvard Business Publishing partners with clients to understand their learning objectives and then works to develop customized portfolios of content and services uniquely suited to the client’s talent development strategies.

By May 2010, Seagate and Harvard Business Publishing successfully designed, developed and deployed the new collaborative learning program to more than 100 directors and vice presidents worldwide. Results from a feedback survey taken 3.5 months into the program showed that 92 percent of participants said they were learning new skills, and 87 percent found the new skills relevant and applicable on the job. The program was able to provide leadership development to twice as many people at a quarter of the previous cost, which meant Seagate could offer the program to more leaders around the world. Program feedback was incorporated to make adjustments to the current program and enhance the next cohort offering.

BRONZE: Learning Tree

Learning Tree works with clients to develop innovative, industry-leading training curricula that support professionals in hands-on IT and management training. The company developed a custom-designed curriculum exclusively for the U.S. federal government acquisition workforce and utilized business and user requirements gathered directly from government agencies. The new FAC-P/PM training curriculum will support federal acquisition professionals in achieving FAC-P/PM certification and ensure that government professionals are more effective on the job immediately after they return from training.

The curriculum is saving federal agencies thousands of dollars for each employee’s FAC-P/PM certification because the amount of out-of-office time to attend training is reduced by several weeks. Agencies are no longer forced to attend ad hoc training and can instead invest efficiently in certifications and provide employees with solutions that are relevant to their specific environment and interests.

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2010 Excellence in Outsourcing https://www.chieflearningofficer.com/2010/11/23/2010-excellence-in-outsourcing/ https://www.chieflearningofficer.com/2010/11/23/2010-excellence-in-outsourcing/#respond Tue, 23 Nov 2010 12:00:00 +0000 http://dev-clomedia.pantheonsite.io/2010/11/23/2010-excellence-in-outsourcing/ GOLD: Expertus Expertus helped Baker Hughes Inc., a Fortune 250 oil field services provider, develop a solution to achieve full compliance for required employee training and support a growing global […]

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GOLD: Expertus

Expertus helped Baker Hughes Inc., a Fortune 250 oil field services provider, develop a solution to achieve full compliance for required employee training and support a growing global workforce. Because compliance is critical in the energy sector and learning and development is an important part of the process, the right solution — one that would recognize Baker Hughes’ commitment to compliance and its core values — had to be found.

The two organizations partnered to develop a centralized shared service model that would solve a multitude of learning administration issues. Expertus developed processes and the infrastructure to successfully handle Baker Hughes’ ongoing LMS support through:
• Training administration, involving class creations, close-out and roster management.
• Registration management, involving registrations, cancellations, rebookings, wait list administration, analysis of registration trends and feedback on process optimization.
• Transcript management.
• Report management, involving scheduled and ad hoc analytical reporting, data auditing, metrics, criteria analysis reporting and tracking.
• Logistics management, involving logistics planning, instructor support, internal and external venue scheduling and material print fulfillment for domestic and international networks.
• Learning support services.
• Distribution management.

SILVER: General Physics Corp.

Microsoft’s SMSG Readiness Group (SMSGR) is a field-focused training organization that supports approximately 40,000 employees in sales, marketing and services. The Global Curriculum Development (GCD) group within SMSGR builds and maintains learning curricula and courseware tailored to SMSG disciplines and centered on professional skills and Microsoft technology solutions.

GCD was looking to consolidate its outsourcing of course development activities to one vendor. Global performance improvement company General Physics Corp. (GP) became GCD’s single outsourcing partner in July 2009, providing global course development in all modalities, including instructor-led training, virtual classroom, e-learning and mobile learning for a range of courseware from professional development — for example, a blended curriculum for marketing courseware through Northwestern University’s Kellogg School of Management — to highly technical product training.

Microsoft quickly realized several benefits from the outsourcing engagement:
• Curriculum managers are now able to act as field learning consultants rather than spend time managing course builds.
• Courseware is now developed in a consistent manner using Microsoft technology; GP is working closely with Microsoft’s tools team to drive innovation.
• A quarterly development rhythm has been established, increasing predictability for the course build process.

Because of GP’s capabilities and performance, Microsoft awarded the company preferred vendor status in all training components for the entire company.

BRONZE: Next Step Learning

The HP Global Certification and Partner Learning organization turned to Next Step Learning to globalize partner training and deliver on the goal of having a flexible learning channel for partners. Prior to the development of the channel, HP had a complex mix of training issues, including the need to standardize and drive consistency, reduce consumption of HP resources, enable a variable cost model, improve time to market and extend its reach in emerging markets.

Next Step Learning designed and later assumed responsibility for the management of several components of HP’s Learning Channel, including the evaluation and management of a network of suppliers and resources, program management and administration of programs, coordination of resources for delivery, and management of tools and infrastructure, including social media and community-building tools.

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2010 Excellence in Simulations & Games https://www.chieflearningofficer.com/2010/11/23/2010-excellence-in-simulations-games/ https://www.chieflearningofficer.com/2010/11/23/2010-excellence-in-simulations-games/#respond Tue, 23 Nov 2010 12:00:00 +0000 http://dev-clomedia.pantheonsite.io/2010/11/23/2010-excellence-in-simulations-games/ GOLD: IBM The Global Terminal Automation System (GTAS) is oil giant Shell’s program for rolling out a fuel distribution management system that manages and controls the loading of trucks, barges, […]

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GOLD: IBM

The Global Terminal Automation System (GTAS) is oil giant Shell’s program for rolling out a fuel distribution management system that manages and controls the loading of trucks, barges, trains and pipelines at a terminal or depot.

Shell engaged IBM to design and develop an e-learning solution for deployment with the rollout of the GTAS.

Shell wanted this solution to include speedy attainment of competence, rapid adoption, real-life scenarios, speed to proficiency, long-term use and demonstrable benefits.

In order for the system to be deemed a success, Shell required it to:
• Provide a practical practice area for trainees to use the GTAS in a safe area prior to rollout as well as the TAS Customer Acceptance Test.
• Create real-time business situations and resolve them using TAS system functionality.
• Ensure terminal staff members are confident using the new TAS.
• Provide a post-implementation distance learning tool for refresher training and new recruits in addition to reinforcing best practices after the system went live.
• Confirm key user understanding of the TAS implementation.

IBM provided a solution that included an interactive, hands-on simulation of TAS systems, structured competence development scenarios, scalable and adaptable systems, technical and functional requirements and an environment that provides for safe exploration of the TAS system.

The TAS system was designed to achieve ROI after deployment to just five work sites and enabled modular, flexible design for rapid content adaptation and repurposing and actual scenario simulations.
Going forward, IBM will take the solution global, translating it into Brazilian Portuguese, German, Italian and Turkish.

SILVER: TRI Corporation

Due to the increasing complexity of its businesses, Microsoft Finance wanted its professionals worldwide to engage differently with their internal business partners. The mission was to develop trusted advisers who could collaborate, provide insights and innovate when faced with challenges. To do so, learning available from Microsoft Finance’s corporate campus would need to be extended to all finance professionals around the globe.

Microsoft Finance and TRI Corporation, a company specializing in experiential learning, partnered to transform a three-day in-residence class into the Microsoft Finance Virtual Business Simulation. This program integrates business insight, business excellence and personal leadership.

Over a six-week period, participants, mentors and staff are always separated by time and space but continually remain in two-way communication. Technology tools carry the course content and enable participants to control their learning pace.

In the simulation, three teams of five to six participants compete to make a struggling company reach profitability in six weekly “quarters.” Success is based on quantitative and qualitative factors that balance short- and long-term decision making.

The virtual simulation achieved its goal to transform finance professionals into trusted advisers. The program also is more cost-efficient, with substantial savings achieved in travel and living expenses, as well as the benefit of not taking participants away from their day-to-day work.

BRONZE: Digitec

Digitec Interactive developed the New Manager Roadmap Challenge immersive simulation game to educate Genentech’s new and existing managers about company standards and policies, as well as encourage good time management skills during the workday.

The game made content immediately accessible and searchable, dynamic and up to date, consolidated in one online location and broader in scope. In addition, costs of time and travel to and from class have been lowered or completely eliminated.

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New Study on Gen Y Onboarding in the Works https://www.chieflearningofficer.com/2010/11/19/new-study-on-gen-y-onboarding-in-the-works/ https://www.chieflearningofficer.com/2010/11/19/new-study-on-gen-y-onboarding-in-the-works/#respond Fri, 19 Nov 2010 01:05:00 +0000 http://dev-clomedia.pantheonsite.io/2010/11/19/new-study-on-gen-y-onboarding-in-the-works/ The goal is to cost effectively get Gen Y new hires up to speed faster and with fewer mistakes and without stressing their busy supervisors.

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Bend, Ore. — Nov. 19

OnBoard Yourself is seeking 25 Gen Y new hires and their supervisors to participate in a new study on the use of e-learning technologies to help Gen Ys get themselves up to speed in their new jobs.

Study participants will receive:
• Free use of the OnBoard Yourself structured e-learning program for six months.
• Monthly coaching/feedback sessions for both millennial new hires and their supervisors.
• Executive presentations of the study findings.

OnBoard Yourself CEO Todd Hudson says that the goal is to cost effectively get Gen Y new hires up to speed faster and with fewer mistakes and without stressing their busy supervisors.

“Companies are struggling to onboard this highly facilitated, digital generation,” says OnBoard Yourself CEO Todd Hudson. “This study aims to test and refine a whole new process of onboarding that focuses on teaching millennials how to take charge of getting themselves up to speed while reducing the hand-holding burden on the supervisors who manage them.”

OnBoard Yourself supports Gen Y new hires throughout the first year in their new job. It helps millennials learn the way they naturally do: via self-directed e-learning resources in a structured, time-based program, while teaching them new skills for self-motivation and self-direction.

The program incorporates e-learning courses, articles, vidcasts, podcasts and screencasts in three components:
My Personal OnBoarding Plan. It teaches the Gen Y new hire how to work with their supervisor to develop a plan that will enable them to take charge of getting themselves up to speed in their new job.
Rocket to the Top. A complete 12-month professional development program that guides Gen Y new hires as they execute their onboarding plan through their first year on the job.
Self-Directed Learning. For newbies that need help with specific issues, OnBoard Yourself e-learning courses, articles, podcasts and vidcasts are organized by topic and searchable by keyword.

Source: OnBoard Yourself

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Chief Learning Officer Magazine Announces LearningElite Application Deadline Extension https://www.chieflearningofficer.com/2010/11/18/chief-learning-officer-magazine-announces-learningelite-application-deadline-extension/ https://www.chieflearningofficer.com/2010/11/18/chief-learning-officer-magazine-announces-learningelite-application-deadline-extension/#respond Thu, 18 Nov 2010 14:00:00 +0000 http://dev-clomedia.pantheonsite.io/2010/11/18/chief-learning-officer-magazine-announces-learningelite-application-deadline-extension/ Chicago, Nov. 15 – Chief Learning Officer announced that the deadline for LearningElite application submission has been extended to Friday, Dec. 10. The LearningElite program honors the best organizations for […]

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Chicago, Nov. 15 – Chief Learning Officer announced that the deadline for LearningElite application submission has been extended to Friday, Dec. 10. The LearningElite program honors the best organizations for learning and development. It is the only peer-reviewed ranking and benchmarking program to recognize and evaluate organizations that employ exemplary workforce development strategies.

”The application process is very deep and time consuming. Many organizations that are in the middle of the application process have asked for more time to complete their application,” said Dr. Stacey Boyle, vice president of research and advisory services for Chief Learning Officer magazine. “We want to make sure that all of the organizations that are applying have enough time to fill out the application to the best of their ability.”

“The LearningElite will afford companies a unique opportunity to evaluate both the scope and the value of the learning and development services they provide,” said Norm Kamikow, president of MediaTec Publishing and editor in chief of Chief Learning Officer magazine. “The program will enable learning organizations to objectively measure their effectiveness against those that consistently demonstrate positive business result.”

The LearningElite program will afford any size organization an opportunity to highlight and be recognized for outstanding outcomes in the field of learning and development. Organizations named to the LearningElite will be announced during a special ceremony at the Spring 2011 CLO Symposium, to be held March 28-30, 2011, at The Ritz-Carlton Amelia Island in Amelia Island, Fla.

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A Fond Farewell to a Learning Leader https://www.chieflearningofficer.com/2010/11/18/a-fond-farewell-to-a-learning-leader/ https://www.chieflearningofficer.com/2010/11/18/a-fond-farewell-to-a-learning-leader/#respond Thu, 18 Nov 2010 11:00:00 +0000 http://dev-clomedia.pantheonsite.io/2010/11/18/a-fond-farewell-to-a-learning-leader/ Remembering Jonathan Kayes; a 26-year veteran of the CIA and its Chief Learning Officer

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Laughter filled the funeral parlor for an hour. These are not words that would normally be constructed into a sentence. Yet they made perfect sense this August as we said farewell to Jonathan Kayes, the former chief learning officer of the U.S. Central Intelligence Agency and the CLO of The Masie Center.

Jonathan died at the young age of 53, having lived a long and interesting life. His role at the CIA included decades as an operations officer, serving covertly in many critical parts of the world. Then, in the last decade, he shifted to training and learning — becoming the first CLO of the CIA. Jonathan went from a secret life to a public one, including appearing on the cover of Chief Learning Officer magazine in December 2009.

I was asked by his wife, Karen, to speak at the funeral service — with the request from Jonathan that it not be a sad moment. So, along with his lifelong friend and fellow spy Tom, we designed an interactive “roast” for Jonathan — honoring his service to the nation and also his leadership in the learning field. The following lessons can be derived from what we learned putting together this service:

Don’t miss an opportunity to connect. Jonathan would have loved the mixture of people at his funeral service: spies, academics, CLOs, friends and family. And he would have wanted them to connect. So, halfway through the service, we had people get up, find someone new and share a “Jonathan story.” He felt one of his roles as a CLO was to constantly create an environment for new connections.

Measurement matters. Jonathan worked hard to align learning outcomes with business results. Level 1 evaluation was not his thing. He loved to tell people that the ultimate measure of his effectiveness in learning initiatives, and of the CIA itself, is how well its officers perform two tasks: recruit spies and steal secrets.

Never stop learning. While fluent in many languages with a strong background in Chinese, Jonathan never stopped learning. In fact, just a few years ago, he decided to get to high mastery in Mandarin. He proved that someone in his 50s could do a deep language immersion.

Use the wisdom of the crowds. Jonathan was proud that the CIA was using a wiki inside its firewall to create a collaborative space. He selected Moodle, an open-source LMS, for its learning system due to its collaborative and social learning structure.

Affordances are everything. One of Jonathan’s favorite phrases was “learning affordances.” He loved to take a look at a new technology and evaluate it for what it afforded or enabled learners or teachers to do for the first time. He championed the use of podcasts for language training.

Read this book. Jonathan never had a conversation that didn’t include the recommendation of a book to read. These books came from every corner of the library — from fiction to doctoral theses. He believed that one of the best gifts a CLO could give is another cool book to read.

Teach until the very last. Two weeks before he died, Jonathan was scheduled to co-teach a learning leadership seminar with me and former BBC CLO Nigel Paine at The Masie Center in Saratoga Springs, N.Y. He was quite ill and weakened, yet insisted that he come up and teach for three days. His nights were tough with fever and shakes, yet in the morning, he would be in class, leading discussions about learning strategy and CLO leadership.

When asked why he wanted to make the trip, Jonathan told us, “It is really important that I can be in a leadership classroom. I love listening, facilitating, coaching and making new connections.” The senior executives in that class, when informed of his passing, flooded us with notes about the beauty of that act — wanting to teach one more time and making it happen.

Jonathan Kayes will be remembered by our field for many things. He was a scholar, a reader, a mentor, a teacher and a wonderful example of what it means to be a chief learning officer — the leader, advocate and defender of learning in the organization.

But, most of all, he was a learner. Shalom, my good friend and colleague!

Jonathan’s memory book can be viewed online at masie.com/jonathan.

Elliott Masie is the chair and CLO of The Masie Center’s Learning Consortium. He can be reached at editor@clomedia.com.

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OutStart Releases Mobile Learning Solution https://www.chieflearningofficer.com/2010/11/18/outstart-releases-mobile-learning-solution/ https://www.chieflearningofficer.com/2010/11/18/outstart-releases-mobile-learning-solution/#respond Thu, 18 Nov 2010 01:05:00 +0000 http://dev-clomedia.pantheonsite.io/2010/11/18/outstart-releases-mobile-learning-solution/ Software solution overcomes key technical and usability challenges to enable the broad use of mobile learning and priority communications.

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Boston, MA – Nov. 18

Mobile learning becomes more accessible for organizations with the new version of OutStart’s Hot Lava Mobile. Hot Lava Mobile is a software solution that overcomes key technical and usability challenges to enable the broad use of mobile learning and priority communications. With it, organizations can develop, deploy and analyze mobile learning programs that support key corporate initiatives.

In the past, learners, developers, administrators and executives faced several technology, usability and organizational challenges that prevented the widespread commitment to and adoption of mobile learning. These included:

• Concerns that organizations needed to mandate and commit to a particular device to deploy mobile learning to a broad group of individuals.
• Lack of technology consistency among devices that prevented content — such as video — from being properly displayed, forcing organizations to dedicate valued resources to reconfiguring content for multiple devices.
• Market solutions that could not adequately secure information gathered by remote devices or transmitted to them.
• The inability to gauge the usage and effectiveness of mobile learning once deployed, significantly limiting the ability to gain executive support.
• Fear that mobile learning programs required new staff and/or skills to integrate and operate.
• Specialized development tools that required considerable training to develop content.

From the time of the Hot Lava Mobile acquisition more than a year ago, OutStart worked with forward-thinking customers to identify and solve those challenges facing the mobile learning industry. The result of this work is the latest version of Hot Lava Mobile. Learners, developers and administrators can tap into new features that enable a broad range of mobile learning and priority communication uses.

Source: OutStart

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