Elearning Summer 2019

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Summer 2019 Volume 15 Issue 2 • www.2elearning.com

2019 Learning!

100 Winners Unveiled pg 14

>> Talent Development: A Global Strategy

pg 28

>> Is Cognitive Learning a State of Mind?

pg 34

Baker Communications Inc. congratulates our valued clients and all the 2019 Learning! 100 winners!

Job well done!

World-class performance doesn’t happen by accident.

Let’s get started on your next breakthrough.

Contact Baker Communications, Inc at: success@bcicorp.com or 877-253-8506

Contents

SUMMER 2019 VOLUME 15 NUMBER 2

>> 2019 Learning! 100 Awards Revealed PG 14

For the past nine years, the Learning! 100 has been honoring excellence in innovation, collaboration and performance. Find out which organizations stood out from the competition, how their learning strategies have helped their employees grow and thrive, as well as which company garnered the No. 1 spot!

By Vi Paynich

>> Essentials

>> Features

8 News 9 Deals 10 Trendlines

28 Agilent Ignites a Global Strategy with Talent Development When Agilent Technologies began centralizing its supply chain in 2013-14, the company saw a great opportunity to standardize how it trains and develops Agilent employees. Specifically, the organization set out to do two things: help them maximize their potential, and make it easier for sites to share their best training practices so employees around the world could learn from each other.

Thus in 2016, the Order Fulfillment and Supply Chain organization (OFS) created the OFS Academy.

By Lily Wong, Agilent Technologies

34 Cognitive Learning Is a State of Mind The global learning technology industry is in a period of profound innovation. The worldwide training and education industry is in the midst of exponential change and disruption. Nowhere is this more evident than in the Cognitive Learning market. Discover what factors are driving this ever-evolving global market.

By Sam S. Adkins, Metaari

28

Elearning! Summer 2019

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>> Essentials 8 9

10 11 26

42

Disappearing Jobs Report Generation Z Grads Have High Expectations VR Improves Recall 8.8% A.I. Gains Traction in U.S. Learning! 50 Benchmarks

>> Management

12 Achieving Leadership

Buy-in for E-learning Everything we do in Learning and Development (L&D) needs to have a clear value proposition. Online learning, when well-designed, is usually part of a blended solution that provides value in terms of efficiency, scalability and overall effectiveness.

By Kristi Conlon

14 2019 Learning! 100

Awards Revealed For the past nine years, the Learning! 100 has honored excellence in innovation, collaboration and performance.

Find out which organizations stood out from the competition, how their learning strategies have helped their employees grow and thrive, as well as which company garnered the No. 1 spot!

By Vi Paynich

50 Embracing Unconscious

Bias Training Employees are reflective of the communities they serve. What’s more, research shows that gender and ethnically diverse teams have improved performance compared to those that are not; and where diversity of thought is valued, employees have greater feelings of inclusion.

By Nancy Nazar

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Summer 2019 Elearning!

>> Tools & Practices

>> Business

40 VA Acquisition Academy

Shares Its Learning Formula

7

The VA Acquisition Academy (VAAA) is tasked with training a wide range of VA employees to include program and project managers, contracting officers, supply chain managers and facilities managers.

By Paul Gregory

42 Minas Energy Uses Online

Learning to Create a

Sustainable Future Minas Energy partnered with D2L to create an online education program that shares Minas’ expertise in renewable energy projects and helps companies and communities deliver those projects successfully.

43 The LXP vs. LMS Debate The LXP market is valued at more than $300 million and growing rapidly. What impact will this have on LMS providers?

Editor’s Note Setting a High Learning Bar

By Vi Paynich

10 Trendlines Statistics, figures and industry trends

12 Leader’s View Achieving Leadership Buy-in for E-learning

By Kristi Conlon

43 New Products 43 Spotlight: LXP vs.

LMS Debate 44 Content 45 Tools 46 AR/VR 47 A.I. 50 Last Word Embracing Unconscious Bias Training

By Nancy Nazar

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2elearning.com is an Elearning!® Media Group brand produced by B2B Media Company LLC.

Summer 2019 VOLUME 15 ISSUE 2

Online@

2elearning.com Trending Topics A.I.-Based Learning Going Mainstream https://www.2elearning.com/ news/top-stories Bloom’s 2-Sigma Problem Solved https://bit.ly/2Lsne1X Vote for Best of Elearning! 2019 https://www.2elearning.com/ news/latest-news

Most Popular Web Sessions Top Trends in Learning Technology: What’s Hot & What’s Not https://bit.ly/2SpWBeG

Catherine Upton Group Publisher >> cupton@2elearning.com Joe DiDonato Associate Publisher >> jdidonato@2elearning.com Vi Paynich Executive Editor >> editor@2elearning.com Adam Weschler Manager Digital Programs >> aweschler@2elearning.com Jim Upton Vice President >> JW@2elearning.com Kim Mabon Art Director >> production@2elearning.com Ed Tetter Production Manager >> production@2elearning.com Contributors: Sam S. Adkins, Metaari Kristi Conlon, ASM Paul Gregory, VA Acquisition Academy Nancy Nazar, Rogers Communications Lily Wong, Agilent Technologies

Learning! 100: Igniting Business Strategy https://bit.ly/2JWWELo

Events 2019 Learning! 100 Award Summit On-Demand https://www.2elearning.com/ events/web-seminars-series Advanced Learning Technology Trends to Watch September 19, 2019 https://www.2elearning.com/ events/current-events 6

Summer 2019 Elearning!

Elearning! Media Group is the property of B2B Media Company LLC 44920 W. Hathaway Ave. #1794, Maricopa, AZ 85139 USA • 888-201-2841 • 951-547-1131 www.2elearning.com Elearning! Magazine is published bi-monthly by B2B Media Company LLC, 44920 W. Hathaway Ave. #1794, Maricopa, AZ 85139. Application to mail Standard Class is filed with Denver, Colorado Post Office.

POSTMASTER: Send all address changes to: Elearning! 44920 W. Hathaway Ave. #1794, Maricopa, AZ 85139. Subscriptions are included with Pro Membership and to qualified professionals in the USA. To subscribe, visit 2elearning.com. Elearning! Magazine is a trademark of B2B Media Company.

Editor’sNote

O

Setting a High Learning Bar

rganizations and learning professionals strive to keep up with the latest trends, innovations, products and training techniques available on the market, in order to achieve optimum learning & development outcomes for their employees that will, in turn, impact the entire organization. That means embracing different technologies,

like artificial intelligence (A.I.) and mobile learning, as well as advanced methodologies to engage their teams and enhance their overall L&D programs.

How do you know which technologies and methods work best? Oftentimes, simply hearing directly from the organizations — which have already put some of these strategies into practice — provides the best insight. In fact, the Elearning! Media Group is honored to recognize 50 elite public- and privatesector organizations for excellence in learning, innovation, collaboration and business performance.

They are the recipients of the coveted Learning! 100 Awards. Discover who made the list in “2019 Learning! 100 Awards Revealed” (page 14), and how they are setting a higher learning bar.

One of this year’s Learning! 100 honorees knows all too well the importance of innovation, especially when training 3,000 employees in its Order Fulfillment and Supply Chain business. In “Agilent Ignites a Global Strategy with Talent Development” (page 28), contributor Lily Wong discusses how this life sciences organization used innovation to not only develop a comprehensive online learning portal, but to also help its employees to maximize their potential, as well as make it easier for sites to share their best training practices so employees around the world could learn from each other.

Also in this issue, industry thought leader Sam Adkins explores the factors driving today’s Cognitive Learning market in “Cognitive Learning Is a State of Mind” (page 34).

Congratulations again to this year’s Learning! 100 winners! Your shared experiences and successes are truly an inspiration to the entire industry and to future Learning! 100 honorees.

Vi Paynich Executive Editor Elearning! Media Group

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News Disappearing Jobs Report According to Oxford study projections, 47% of jobs will disappear due to automation. The Bureau of Labor revealed the jobs at greatest risk. “Some of the top disappearing jobs over the next two years include: executive assistants, farmers and ranchers, mail carriers, machine and electrical equipment assemblers, and door-to-door sales workers,” cites Michelle Armer, the chief people officer at CareerBuilder. “In the next five years, [it will be] respiratory therapy technicians, textile dyers and patternmakers, fishers, switchboard operators and data entry roles.”

Others propose that as industries suppress, others expand.

McKinsey projects other industries will absorb the lost roles (see chart). For example, research conducted by Deloitte revealed that between 2001 and 2015, technology had displaced more than 800,000 jobs in the U.K. alone, but it had created approximately 3.5 million new ones.

Take a quick glance at the McKinsey chart and see that retail (which is going online), manufacturing (automating), healthcare and education (online), may not be able to absorb these losses as of 2015.

The good news, according to Amer: “With record-low unemployment and a jobs report that came in better than expected, [we had] 263,000 new jobs added to the U.S. economy last month.” She reassures us that “there is ample opportunity for job seekers across all skill levels. We also found that the United States is projected to add more than 8 million jobs from 20192023, spanning industries and wage brackets.”

Elearning!® Magazine Launches 2elearning.com Version 2 Elearning!® Media Group (EMG), the exclusive trade magazine serving the U.S. elearning market, announced the launch of the newly improved 2elearning.com.

The current site attracts up to 300,000 visitors per month and is expected to grow with its new version, featuring easy navigation, visual appeal and feature-loaded architecture.

The website serves learning and workplace technology market across the U.S. and the world.

The new 2elearning.com architecture makes navigation effortless with all content within two clicks of the homepage. The site offers free and tiered content based upon the visitors’ preferences. In addition, integrated e-commerce capabilities make registering and purchasing activities easier by hosting within the website. EMG has also expanded content by featuring external partner content and solutions. At launch, exclusive research studies from Metaari will be available, as well as premium research, web seminars and exclusive content. For more information, visit www.2elearning.com

Between 2001 and 2015, technology displaced 800,000 jobs in the U.K., but it created approximately 3.5 million new ones.

— Deloitte

Source: McKinsey Group 8

Summer 2019 Elearning!

Elearning! Media Group Welcomes Two New Additions to the Team Elearning! Media Group (EMG), producer of Elearning! Magazine and events, welcome two new team members: Vi Paynich as executive editor, and Joe DiDonato as associate publisher. Paynich will lead the EMG editorial team and DiDonato will lead partner programs.

“We’re excited to have Vi and Joe join the team,” says Catherine Upton, group publisher. “With Vi’s strong media background and Joe’s executive leadership, EMG continues its commitment to excellence as a valued industry asset.”

With more than 20 years of editorial leadership media experience, Paynich brings with her expert editorial leadership skills and best practices. After a two-year hiatus consulting in the training and development industry, DiDonato rejoins Elearning!

Media Group. His impressive credentials include serving as chief learning technology officer at Oracle and a role in launching Oracle’s first paid certification programs. He also served as CEO of Interwise, eSource and Knowledge Universe.

“Today, we are thrilled to welcome these two media experts to the B2B Media Company family,” reports Upton. “Vi will work with me to continue our award-winning editorial content. Joe will work with the entire team, as he establishes closer relationship with learning leaders and suppliers, to build bridges between our 2 million-plus audience and robust learning solutions companies.”

Generation Z Grads Have High Expectations In a recent study by Clever, the new crop of college graduates — Generation Z — expect to earn $57,964 fresh out of school. However, the real data reveals the national average salary is $47,000 for those with a newly acquired bachelor’s degree and zero to five years job experience. These graduates also overestimate mid-career earnings by $15,000.

Sadly, women expect $4,338 less than men, and $10,836 less than mid-career males.

Gen Z grads are more serious about work, earnings and benefits compared to the millennials who seek fun, flex time and unlimited PTO. Higher earnings are the number one reason Gen Zers earn a degree, cites the Clever study.

According to a Gallup poll, 50% of graduates strongly agree that their education is worth the cost. Only 36% of current undergraduates strongly believe their college education is worth the cost.

Source: https://listwithclever. com/real-estate-blog/collegestudent-salary-expectationsstudy/

Deals ACENDRE, a Richmond, Australia-based talent management software provider, has acquired Pasadena, Maryland-based e-learning training services company ICS LEARNING GROUP. The companies plan to integrate the ICS learning management platform with Acendre’s talent management system, according to a press release. The deal comes five months after a majority equity investment by Strattam Capital in Acendre.

PLATZI announces it has raised $6 million in a Series A round led by venture capital firm, FOUNDATION CAPITAL, to bring more online education to Latin America. In total,

Platzi has raised $8.3 million.

The fresh funding round will support building more classes on the platform, including in Portuguese, so that Platzi can grow in Brazil. Spain is another market Platzi has targeted for growth, according to Freddy Vega, Platzi co-founder.

APPLIQATE, a Draper, Utah-based blockchain payments platform, has purchased ONFIRE LEARNING, a St. George, Utah-based learning management system provider. Terms of the deal were not disclosed.

According to a statement released in early June, Appliqate plans to use OnFire’s tools to provide a blockchain-based

education access platform.

BIMOBJECT, a BIM content platform, partners with AEC DAILY, a developer of online educational courses for the construction sector, to streamline the process of taking AEC Daily’s educational CEU courses and connect the designer with the manufacturer-specific building products on BIMobject, allowing a more efficient design process.

This collaboration streamlines the process of taking AEC Daily’s educational CEU courses and connects the designer with the manufacturer-specific building products on BIMobject, allowing a more efficient design pro-

cess. Additionally, designers and contractors searching for products on BIMobject will find associated training course links.

BETTERU EDUCATION CORP. has entered into a working relationship with MCDONALD’S INDIA. betterU is already engaged in the development of the first job-specific skills program and upon successful completion and approval by McDonald’s India, opportunities will grow to support its national employee base. The scope of proposed work includes online course development, instructor-led training, as well as blended online programs.

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News VR Improves Recall 8.8%

Cloud Spurs Security Concerns Businesses ranked “safety” (reliable backups that keep all data complete and recovery-ready) as their most important backup feature. Given the many high-profile data breaches and ransomware attacks that have occurred, businesses have taken these events, along with their inherent costs, more seriously in recent years. The data also revealed other areas of most concern:

61% Ransomware 61% Social engineering attacks 60% Cryptojacking Research shows that virtual reality (VR) is most effective when training the cognitive skills associated with remembering and understanding visual information, observational skills and emotional responses. VR in training can better simulates actual memories for learners, making the learning experience appear as if it were their own. This, in turn, produces a stronger emotional reaction compared to traditional training, all of which enhances retention of the information.

In a recent study, participants were shown a 360-degree VR video or a 2D video of a motorcycle ride. Forty-eight hours later, the participants recalled what they had seen. Those participants who were shown the 360-degree VR video more easily remembered what they had seen and had quicker reaction times, compared to the group of participants who were shown the 2D video. The researchers concluded that immersive VR experiences become part of an “extensive autobiographical associative network.” Thus, by viewing the VR video, participants reflected on the video as a memory because they felt as though they had experienced the motorcycle ride, whereas the participants who were shown the conventional 2D video categorized it as a onetime event of minimal significance.

The University of Maryland conducted a study on VR and memory and discovered that students have better recall when working in immersive environments rather than flat computer screens. The research demonstrated an 8.8% rise in recall, with more than 40% of the study’s participants seeing an increase of 10 percent or more while using VR. Source: https://inspiredelearning.com/blog/virtual-realitytechnology-and-learning/

While businesses take measures to defend against these cyberthreats, the extra attention toward protection and governance provided by cloud services remains a key factor. However, businesses that exclusively rely on cloud backups may learn that even the most advanced cloud storage can’t offer the speed, reliability and peace of mind that come from hybrid backup procedures.

Source: World Backup Day 2019 Survey by Acronis http//www. acronis.com

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Trendlines

A.I. Gains Traction in U.S.

Impact of Science and Technology on Jobs in the G7 Overall, do you think that science and technology will increase or decrease the number of jobs in your local area in the next five years?

68%

61%

59%

28% 14% United States

Japan

12% China

For more detailed analysis about the world’s attitudes toward science, visit https://wellcome.ac.uk/ to download the Wellcome Global Monitor report.

Source: Wellcome Global Monitor

Gender Pay Gap Closing The U.S. gender pay gap is closing, according to Glassdoor.

The findings include: >> Men earn more than women on average in all eight countries studied. Even though women do not receive equal pay for equal work, progress is slowly being made. What’s more, the pay gap has narrowed since Glassdoor’s previous study in 2016. A tighter labor market, higher labor force participation by women and greater awareness of the gender pay gap all likely contribute to a shrinking pay gap. However, if these trends continue at the same rate, the adjusted gender pay gap still may not fully close until the year 2070. >> Signs show the gender pay gap is narrowing…slightly. Based on more than 425,000 salaries shared by full-time U.S. employees on Glassdoor, men earn 21.4% higher base pay than women on average (or women earn 79 cents per dollar men earn). However, comparing workers of similar age, education and experience, the gap shrinks to 19.1%. Furthermore, after comparing workers with the same job title, employer and location, the gender pay gap in the U.S. dips to 4.9% (95.1 cents per dollar). >> Closing the pay gap. Progress made over the past three years is encouraging, however, sustained action from business, government and individuals is required to close the gap.

Source: Glassdoor’s Progress on Gender Pay Gap 2019 Study. https://bit.ly/2CJtqMT

1 2 3 4 5

A.I. technology can enhance business productivity by up to 40%.

Source: Source: Accenture Businesses with more than 100,000 employees are more likely to have a strategy that implements A.I. Source: MIT 47% of established organizations have a defined A.I. strategy for mobile.

Source: CMO Only 33% of consumers think they’re already using A.I. platforms.

Source: PEGA 84% of global business organizations believe that A.I. will give them a competitive advantage.

Source: Statista

Source: TechJury.net

30%

of Learning! 50 Elite use A.I. for learning – 2019 Learning! 100 Benchmark Report

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Leader’sView Achieving Leadership Buy-in for E-learning

E Kristi Conlon, Director, Global Training & Development, ASM

verything we do in Learning and Development (L&D) needs to have a clear value proposition. Online learning, when well-designed, is usually part of a blended solution that provides value in terms of efficiency, scalability and overall effectiveness.

As learning leaders, we need to ask questions, like: >> What is the value of reducing travel time and cost of classroom training by four days? >> What is the value of additional equipment training room capacity in a high-demand environment? >> What is the value of providing product overview training to additional audiences, like procurement, software and others? >> What is the value of providing customers with free safety training and demonstrating corporate responsibility? >> What is the value of centralizing delivery and reporting for supplier training?

Notice that the questions did not ask for the ROI. Why? Because leaders understand value and the impact are bigger when you lead the conversation with value. Of course, ROI is important, but when influencing leaders for buy-in, they want to see connections to business indicators that they are familiar with — like Operational Excellence (faster, better, cheaper). Yes, I suppose some leaders want to see the numbers, but connecting with them on the level of efficiency, effectiveness and scalability resonate stronger, because they understand two things: There are many variables that impact performance (not just training) and that faster, better, cheaper can lower cost either directly or indirectly.

I’ve only worked for one leader in my 23 years of semiconductor learning leadership who wanted me to invest significant time in measuring and proving with a productivity time study to show that training reduced time. Why? Because the speed of change is FAST, and they want the Learning and Development function focused on the next business imperative rather than investing resources, evaluating and proving. The business case for solutions is clear upfront with value. We design with the outcome in mind.

As L&D professionals, it is in our nature to want to demonstrate the impact to business results after an implementation. However, showing past success does not necessarily ensure leadership buy-in will come for future investment decisions. The business case is an upfront definition of the value that solutions bring, whether they are learning platforms, capabilities, programs, certifications, curriculum or performance support. The value conversation is one that leaders understand, and that they will come to expect EVERY SINGLE TIME. So how can we as learning leaders ask better questions around value? We must know the businesses that we support really well. We must be excellent listeners and collect information that seemingly might not be connected. We must make those connections when we hear pain points of the business and interpret those pain points into value-based solution recommendations. We must ideate/brainstorm with our partners and focus on the learner/performer experience.

What are performers struggling with? What does the business need in order to learn and perform faster, which, in turn, will help the business implement new systems, business processes and strategic workforce capabilities? This is how we influence leaders — by consistently demonstrating VALUE for each and every engagement we have with them. I am a huge fan of Design Thinking and the Business Canvas for business transformations. Learning and Development can play a dual role in facilitating transformations and providing the solutions to enable them.

— Kristi Conlon is Director, Global Training & Development at ASM.

As L&D professionals, it is in our nature to want to demonstrate the impact to business results after an implementation. However, showing past success does not necessarily ensure leadership buy-in will come for future investment decisions.

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Where learning happens D2L is a learning platform for organizations who value learner success as a driver of business success. We believe a great learning experience is critical to driving engagement and retention.

D2L’s learning platform helps prepare and engage your workforce with a personalized learning experience, leadership development, peer-to-peer knowledge sharing, and more.

Find out more at

D2L.com/Corporate

© 2019 D2L Corporation. All D2L marks are trademarks of D2L Corporation. Please visit D2L.com/trademarks for a list of D2L marks. The D2L family of companies includes D2L Corporation, D2L Ltd, D2L Australia Pty Ltd, D2L Europe Ltd, D2L Asia Pte Ltd, and D2L Brasil Soluções de Tecnologia para Educação Ltda.

2019 Learning! 100 Awards Revealed HONORING EXCELLENCE IN INNOVATION, COLLABORATION AND PERFORMANCE

BY VI PAYNICH The Elearning! Media Group is proud to recognize 50 elite public- and private-sector organizations for excellence in learning innovation, collaboration and business performance. In 2019, the magazine selected 50 top performing organizations from hundreds of applications. This year’s vetting was more rigorous, limiting thirdparty nominations, and weighing financial 14

Summer 2019 Elearning!

performance more heavily.

“Elearning! Magazine is honored to celebrate excellence in learning, says Catherine Upton, group publisher, Elearning!

Magazine. “Despite rapidly shifting needs across the workforce, technologies and investments, these organizations continue to inspire us with their innovation, learning cultures and business outcomes.

Congratulations to all the Learning! 100, past and present.”

EVALUATION PROCESS Learning! 100 submissions are evaluated on three sets of criteria: Darden School’s Learning Culture Index, Collaborative

Strategies’ Innovation & Collaboration Ratings, and overall organizational performance. Every application is reviewed using the same criteria, and scores are totaled and ranked for the Learning! 100.

What makes these organizations the best in their respective fields? Discover the strategies of the world’s top learning organizations in this month’s cover story. Plus, attend upcoming Learning! 100 Web Seminar Series and view articles, blogs and columns contributed by the learning elite in Elearning!

Magazine. To learn more about the Learning!

100 Awards, visit http://www.2elearning. com/awards/learning-100-awards.

The 2019 Learning! 50 Elite winners are…

New York Life Hones Future Workforce Skills

In 2016, in response to the rapid pace of change in the external environment, New York Life (NYL) began development of a plan to address the emerging capability gap between what had been NYL’s core legacy strengths (Actuarial Science, Product Development & Pricing, Agent-led Sales and Distribution) and what it determined were new capabilities needed for future success. The company saw the future skills needed to achieve its business strategy would have to include all of its “legacy skills” plus the following four new capabilities: >> Data Science – A newly emerging field that uses scientific methods, processes, algorithms and machine learning extract knowledge and insights from its rich collection of available data. >> Digital & Digital Marketing – Including a rich external digital social presence, the ability to deliver digitally enhanced consumer and agent experiences, and the technical capability to deliver and manage the IT platforms to support all this. >> Operational Risk – Beyond NYL’s financial and product risk capabilities, the new risks associated with technology, including cyber and model risk, present new ways of viewing its work. >> Human-Centered Design – Insurance product design is complex. Yet, there is a growing consumer demand for a more simplified, easy-to-buy, easy-tounderstand and easy-to-service product. NYL contends that the lessons of new industrial product design — sometimes called “Design Thinking” or “Human-Centered Design” — will play a large role in NYL’s future cus-

AREA OF

tomer and agent experience.

What’s more, NYL realized an opportunity existed to re-position its substantial learning capability to close this potential gap by providing standardized rich learning experiences that re-enforce the basis for the company’s culture (derived from Mutuality), as well as NYL’s deep connection to its customers (derived from Career Agency).

In 2018, after 18 months of testing and pilot launches, NYL rolled out its solution to deliver the strategy described above: The New York Life Learning Exchange (LEx). New York Life Learning Exchange is a unified digital approach into a world of learning and development experiences designed to help its employees: >> Understand and thrive through appreciation of NYL’s history, values and culture. >> Keep skills current for their job today and develop skills emerging in the company’s business. >> Grow, progress and be ready for their next job.

The New York Life Learning Exchange brings to a single point all New York Life’s internal classroom training, e-learning and third-party programs, as well as reference documents from its Jive and Sharepoint sites. The Learning Exchange is organized around Academies and Pathways: >> Academies - Domains of expertise, content curators and representatives of best practice for various subject matter areas. These mostly reflect ex-

INNOVATION

isting learning organizations. >> Pathways - Role or function or skillsbased curricula. They are curated from any source and linked to success in a particular subject matter area.

Pathways in areas, such as Leadership, Change Management, Customer Service, Managing People, Data Science, Accounting and more provide learners with guidance and direction on what learning is most important for their development.

An additional business strategy the Learning Exchange model needed to address was the continual and rapid pace of change in technology skill underpinning all the company’s business changes and the extent to which the team can keep technologists’ skills as current as possible. The “Flex Learn” program was designed in 2017, and fully implemented in 2018, to help technology employees learn what they need, when they need to learn it, using just-in-time learning assets. The initiative was also designed to empower technology employees and to help them feel that the company is investing in their professional growth and development.

NYL is a first-time Learning! 100 Award winner.

EXCELLENCE

AREA OF

COLLABORATION EXCELLENCE

AREA OF

PERFORMANCE EXCELLENCE

AREA OF

C U LTU RE EXCELLENCE

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Learning!100

Amazon Web Services Ignites Sales Onboarding

“How do I do my job at Amazon Web Services?” sounds like a typical question that new-hire sellers might ask themselves, right? But, it’s a question that Amazon Web Services (AWS) was determined to answer through the launch of its Sales Onboarding program.

The Amazon Web Services Sales Onboarding program was designed to scale globally, providing the seller with experiential learning and reinforcement to improve the time it takes for a new-hire seller or manager to get to full productivity. The program is a combination of cloud competency learning, a four-day experiential learning class, an e-learning sales simulator that presents sellers with challenges that they may encounter in the first few months working with customers and a community of learning that is

Joe Anzalone, Director, Sales Engagement, with Catherine Upton, Publisher, Elearning! Media Group

dealing with objections and issues, and where to find answers.

Instructional methodologies included brainstorming sessions, case studies, demonstrations, field trips, group discussions, guest speakers, learning activities, lectures, mentoring, panel discussions, practical exercise labs, research/study, small group assignments, videos and web-based training. This blend of learning methodologies immersed the new account managers into an experiential adventure that helped them answer the original onboarding question, “How do I do my job at Amazon Web Services?”

Further, the program enabled these new sellers to learn how to listen to and understand customers’ needs, and then work backwards to determine what AWS tools and services helped solve those needs. In essence, the experiential approach helped invoke the critical thinking that changes the traditional selling approach of “let me tell you about our products,” to a process that leads to a deep understanding of customers’ needs, and then how to apply the vast portfolio of AWS solution possibilities to best service those customers.

Did it work? With more than 800 new products launched annually, account managers have effectively fueled AWS growth to $25.7 billion, a 45% increase over 2017. The new onboarding program has sped the time to competency, enabled higher sales performance and faster days to close. This is an enormous initiative that is expected to continue to spark the tremendous growth of AWS. AWS is a four-time Learning! 100 Award winner — all in the top 5.

AREA OF

INNOVATION EXCELLENCE

AREA OF

[T]he program enabled...new sellers to learn how to listen to and understand customers’ needs....

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all designed to teach new commercial sales account managers the essential knowledge, skills, resources and tools to be successful in their role.

New account managers are able to dive in and get up to speed quickly by learning a practical approach to AWS’ selling methodology and tools, leadership principles and customerfocused culture, as well as how AWS innovates and differentiates itself. The four-day course was very in-depth on understanding customer needs, product and service solutions, creating unique value propositions for each customer,

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Agilent Launches OFS School of Digital Innovation

As a leader in life sciences, diagnostics and applied chemical markets, Agilent’s instruments, software, services, solutions and people provide trusted answers to customers’ most challenging questions.

This 50-year-old company comprises more than 15,000 employees around the world.

Agilent fosters a strong learning culture in which employees work closely with their managers on their annual development plans. Within the Order Fulfillment and Supply Chain business, or OFS, Agilent has created the OFS Academy, an award-winning online portal that provides specific learning and development opportunities for 3,000 OFS employees.

Agilent is driving toward a digital future, one where it envisions smarter processes powered by cutting-edge technologies. To create that future, it needs a workforce that knows about the latest technology and how to leverage it.

However, to raise employees to that level, Agilent recognized it had to overcome several challenges: >> Agilent employees’ education level ranged from high-school diplomas to multiple university graduate degrees.

So the company’s content had to cater to all levels of technical complexity >> Lessons had to be long enough to be thorough, but short enough not to interfere with employees’ jobs >> The program needed to be adaptable, both for employees who take classes and for OFS Academy leaders to modify content as corporate needs evolve >> Courses would need to be interesting and effective enough to result in real learning >> With employees across four continents, not all fluent in English, lan-

guage-appropriate instruction would be needed Fortunately, there were no major business challenges. Agilent’s executive staffs at both the corporate and OFS level were committed to leaving no employee behind on its digital journey, so there was minimal red tape to slow the team down.

The company started with the OFS Academy, which provides articles, videos and other content that reinforces its global culture of learning. Later, as team members fine-tuned their long-term strategies, they identified a number of specific areas of focus — including artificial intelligence, robotics and so on. In 2018, Agilent launched the OFS School of Digital Innovation to support its digital transformation. This was a more formal curriculum with five levels of certification. Managers drew up performance goals around the OFS School of Digital Innovation, and employees have embraced the learning, with some even organizing groups of people to take the online classes together and then discuss how they could apply what they learned to their own roles.

The OFS learning and development plan is directly aligned with the company’s strategy and business aspirations — Agilent invests in its team because the company knows it’s the right thing to do. Specifically, in a recent strategy-activation sprint with OFS managers, 98.7% of them told management they would feel comfortable explaining Agilent’s digital transformation to their team, and 94.8% understood innovation was important for continued success. And in an annual survey of OFS employees, 93.7% said the company’s digitalization efforts will provide a positive impact on their customers. OFS School of Digital Innovation participation has been fantastic, with nearly 1,600 graduates as well as 56% of OFS employees as active students.

What’s more, Agilent has just launched a learning network for its OFS sites

Lars Kristiansen, Director of Strategy & Transformation, Agilent around the world to ensure no one is left behind in the digital transformation.

The company’s learning champions will also help the team shape the future of the OFS Academy, and help tailor lessons to fit their sites’ specific needs. While Agilent has done a lot already, it’s just getting started.

“To ignite learning throughout your organization, it’s certainly important to invest in your people and leverage technology to accelerate that development,” notes Lily Wong, manager of OFS learning & development programs at Agilent. “But, that’s only part of the answer. People can learn a lot from each other, so it’s important to provide tools that encourage learning to happen through conversations and interactions. That could involve handson demonstrations, technology road shows, team assignments and group challenges.”

Agilent advances from its #8 ranking on the 2018 Learning! 100 list. This is the third award for Agilent.

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Vi’s Masters Learning Measurement to Quantify Business Impact in its Management Development Program, Emerging Leaders Program or Breakthrough Leadership Program, Vi knows strong leadership contributes to a collaborative, high-performing and engaging work environment. But, how does one measure the business impact of learning?

Judy Whitcomb, CHRO, Vi Vi operates some of the most luxurious senior living communities in some of the most desirable locations in the United States. And, it has one of the best culinary programs in the industry, while all of Vi’s skilled nursing facilities have achieved fivestar Center for Medicare Services (CMS) status. The company recognizes, however, that at the end of the day, employees are what differentiates Vi from the competition. Vi’s community residents want familiarity and consistency with the employees who provide service and care to them.

In fact, the company enjoys a 91% 2018 resident satisfaction score, with 95% of residents willing to refer others to Vi. Therefore, employee retention is key.

Vi’s investments in employee development and strategies to engage every leader, especially line leaders in the importance of employee development, is critical to the company’s value proposition to residents and a key driver of exceptional service and quality care.

Over the years, Vi has continued to refine and enhance the learning and development programs it offers. Whether it’s investing 18

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PERFORMANCE MEASUREMENT Vi has aligned learning strategies to the business’s top priorities: Retention, Engagement and Advancement. The following are just some of the metrics used to assess the effectiveness of Vi’s learning strategy and solution along with associated results. >> Attrition: Vi has effectively managed attrition down from 30% in 2012 to the low 20s in 2017-18 (trending). The cost of associate turnover costs the company more than $18,200 per employee or $9 million. A reduction of turnover from 30% to 20% represents approximately $4.55 million in savings. >> Internal Promotions: Since the inception of Vi’s Management Development Program in 2008, the company has had more than 800 employees participate in this year-long program.

Across the company, and at each location, internal promotions range from 15% to 35% of all job changes. >> Employee Engagement: Measures specific to training/development and ability to learn and grow queried by 2019 employee survey question, I have the training I need to do my job effectively. SCORE 90.

EXAMINING ROI ON LEARNING PROGRAM EFFECTIVENESS Vi uses many efficiency metrics to measure effectiveness of learning and development solutions. They range from Content development costs – completed on a per project basis; Content development cycle time – completed on a per project basis; Time to deploy a new learning initiative – completed on a per project basis; Costs for training delivery based on methodology – continually evaluates the costs of delivery of training;

Time to employee readiness or competence – measures on a per project basis; and, Cost savings realized through use of technology – measures on a per project basis.

LEARNING IMPACT Impact is one of the most challenging statistics for learning leaders to master.

Vi has accomplished this task across multiple business processes, including: >> Hours of training completed by employee – The company not only measures hours per employee, but completion of learning plan. >> Increase in employee knowledge – as an example of results, participants in Vi’s BLP Program experienced a 37% increase in knowledge measured one year after program completion. >> Increase in skills capabilities - as an example of the results, participants in Vi’s BLP Program saw their skills increases from 6% to 13%. >> Training ROI – as an example, Vi’s BLP Program has an estimated standardized ROI resulting in a total value of an employee’s performance of $123,520 based on an average participant salary of $105,000 and an upper total cost of training estimated at $5,000/participant.

Vi believes its focus on developing strong leaders continues to make a difference in the company’s high retention.

What’s more, the company knows, based on its research, that it will need to continue to be innovative to differentiate itself in a highly competitive market.

Vi is a nine-time Learning! 100 Award winner.

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Shifting Needs Require New Strategy at DAU business is to adapt to rapidly advancing adversary capabilities. Defense Acquisition University is challenged to help the workforce foster innovative solutions.

DAU, Defense Acquisition University, is the education arm of the United States Department of Defense that serves the people who buy things on behalf of the department. That includes items as simple as office supplies to warplanes and carriers, as well as the cutting-edge modern tools of the defense industry. The U.S. Department of Defense serves a population of more than 173,000 people in the acquisition community through DAU. Defense Acquisition University certifies acquisition professionals from campuses across the U.S. and worldwide. DAU employs 700 people and is the sole university for the entire acquisition system.

Today’s U.S. defense acquisition professionals must acquire timely war-fighting solutions that are adaptable and sustainable. The strategic challenge in this line of

DAU’S TRAINING MIGHT >> Providing 24/7 global access of

critical learning assets to the Defense Acquisition Workforce (in 112 countries worldwide) >> Graduating 196,872 students (43,053 classroom and 153,819 online) >> Offering 6 million hours of training, 129,000 hours of onthe-job support and 56,000 hours directly with customer organizations in their workplaces >> The 173,000 acquisition workforce members also completed more than 722,616 continuous learning course offerings, which are available to them anytime and anywhere.

STRATEGY SHIFT Learning and development challenges mandated a strategic shift. DAU asked: What is next and where do we go from here?

Driven by future workflow needs of its customers and the rapidly expanding capabilities afforded by new technologies, DAU again had to re-invent itself. That has driven the strategic shift that DAU is making now.

The team adapted a model from, “The Values Discipline” by Michael Treacy New and Fred Wiersema. They identified three primary value disciplines of successful organizations: Customer Intimacy, Product Leadership and Operational Excellence. For DAU, Customer Intimacy was the right one! The customer is the central focus of everything it does.

The shift to Customer Intimacy creates a new environment at DAU. To be successful in this new environment, the faculty and staff must adopt collaborative, adaptive and responsive behaviors.

They will be working jointly with others, fostering creativity, building cohesion, focusing on collective strengths and accomplishing common goals. They also must be willing to see alternatives in ways to deliver learning, easily change approaches and be flexible in the outcome.

Finally, they must react quickly, be open to suggestions and be enthusiastic in their approach to delivering learning.

The Customer Intimacy value discipline also resulted in massive changes to DAU’s web presence to better engage students and stakeholders. The most noteworthy change was a complete redesign of DAU.mil that, in addition to entirely changing the look and feel, brought content scattered throughout numerous sublocations into intuitive “buckets.”

So what else actually changed for DAU and its customers/students? The lines between classroom, online and consulting

James P. Woolsey, President, Defense Acquisition University dissolved, and they are all equal parts of the solution set and scheduled with an eye towards the requirements of each market segment customer. Faculty and staff actively listen to their customers and use the right tools to meet their needs.

“It’s an exciting time in both of DAU’s worlds — learning and acquisition….

Our success directly translates to the safety of our nation and the achievement of our national interests. As our workforce is successful, so are the men and women of our Armed Forces,” says Jim Woolsey, DAU president.

DAU determined that the best way to help the acquisition workforce and, ultimately, our nation’s warfighters, is to understand DAU’s customers so well that the team could deliver learning solutions that meet their needs every day, in whatever form and whatever place are most powerful.

DAU is an eight-time Learning! 100 Award winner and earned the top spot twice.

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Shaw Industries Group, Inc., boasts a strong culture of learning, growth and teamwork that is supported by meaningful work experiences, access to a variety of tools and resources, and transparency around the knowledge, experience and competencies critical for each position.

Shaw’s business is changing faster than ever before with new products, new technologies and a rapidly evolving workforce.

To keep pace, the company’s 20,000 associates must develop new skills required to succeed in the future. Understanding and managing this change is critical and requires constant focus on learning and practicing behaviors to act strategically, catalyze innovation and change, grow the business, and build and develop people.

The company has changed its learning program — from the education and training programs offered, to expectations of leaders as coaches — to align with the company’s business strategy and the specific leadership imperatives needed to succeed in the future. One of the top priorities was to reinvent the review process.

The review process was outdated and ineffective. A team was assembled to explore options to redesign and improve the process while also improving business results. Under the design-thinking framework, a more ‘human-centered’ approach was developed, termed Performance Experience Process (PXP). ‘What’s Next? You Decide’ approach is based upon accountability and empowerment — with a strong foundation of training and career counseling to help identify strengths, growth opportunities and potential paths forward.

Shaw provides ongoing individual career counseling and professional development, in addition to annual performance reviews. It begins with educating manag20

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PHOTO COURTESY OF SHAW

Shaw’s Performance Experience Process Empowers All

The Shaw Learning Academy (SLA) provides employees with 1 million hours of training each year. ers and associates about key company values and competencies, and corresponding development targets.

The PXP is designed to help leaders actively focus on professional development and performance throughout the year and empowers associates to take ownership of their career. Associates are encouraged to engage in biweekly one-on-one conversations with leaders that entail: what’s working, what’s not and what’s next.

Shaw’s talent model is updated as business goals evolve to ensure those priorities are well-communicated and associates are appropriately coached, trained and evaluated. Courses available through the Shaw Learning Academy correspond with PXP, making it easy for managers and associates to identify best sessions based upon their objectives and improvements.

Company sales grew 8% last year, the second year of PXE implementation. Shaw has also seen improved engagement scores and associate ownership of their own development progress.

Shaw Industries will continue to grow and evolve its learning programs to meet changing business needs. Building on the success of a core curriculum program for new hires and first-time managers, Shaw

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will be rolling out core curriculum for all levels to address key leadership transitions. Expansion of Shaw’s Design Thinking programs and a change management program are in development, as well as the introduction of a coaching and assessment center to help leaders identify specific needs and create a more targeted development plan.

The company believes people are its competitive advantage and it wants to create an environment where associates can pursue their passions through careers across a wide range of disciplines. With options for keeping skills current and preparing for future moves, Shaw associates are the company’s top source of talent for leadership opportunities.

Shaw is an eight-time Learning! 100 Award winner.

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Providence’s LEAD Rise Programs Reflect Modern Learning Culture

Providence St. Joseph Health is pursuing its 150+ year-old tradition of seeking innovative ways to transform healthcare by helping people live their healthiest lives and making its services more convenient, accessible and affordable for all. Providence St. Joseph Health’s 119,000 employees, known as caregivers, serve 51 hospitals, more than 800 clinics and a comprehensive range of health and social services across Alaska, California, Montana, New Mexico, Oregon, Texas and Washington.

The company considers its caregivers as more than resources, human capital or assets. Providence St. Joseph Health wants caregivers to feel supported to grow and flourish as individuals, while developing their gifts and talents in a community inspired by its mission and heritage. What’s more, Providence team leaders are dedicated to developing their caregivers’ skills and talents to maximize their full potential in their current and future careers.

The internal and external environment for talent is the toughest PSJH has seen in at least 100 years! For example, one-third of the company’s senior leaders may retire in the next five years. Providence is moving past “managing resources” and evolving from “enabling business strategy” to thinking about “workforce as a business strategy.”

Thus, the organization is cultivating a mission-inspired workforce, preparing to deliver on the needs of its diverse communities, today and into the future! To support this, Providence is strengthening its talent pipeline by ensuring that every caregiver is developed in alignment with their professional aspirations and their personal calling. The company has found that learning and development remain among the top three reasons caregivers choose to stay with Providence — with career development

supportive (learner centric/ just in time/high-quality), and integrated (seamless, engaging and accessible).

Providence will be implementing this by: Partnering with caregivers to improve access to learning; Implementing technology to ease the way of caregivers and bring all learning into one source; Creating communities of practice that are integrated to drive top of license in design, delivery and administration; and redesigning current learning and development solutions to increase quality and performance.

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being the number two reason.

Providence is transitioning from a traditional training/education way of learning to a modern learning performance culture. Its learning stakeholders identified six guiding principles: Integrated and Accessible, Technology Enabled, Capacity Building, Learner Centric, Engaging and Relevant, and Mission Aligned.

The next generation of learning at Providence will be based on an internally branded Learning Experience Platform (LXP). It will be packaged as an individual caregiver’s learning journey and tailored to their specific job needs and interests.

Caregivers will have the ability to connect, learn, grow and renew through use of this platform. The caregiver’s learning journey will be self-directed with the ability to explore the universe of learning on their own through organic and curated content and the community of learners.

Furthermore, Providence has updated its strategy to enable a learning and development experience that increases caregivers’ growth, engagement and performance.

The company’s promise to “Know me, Care for me, Ease my way,” is supported by being personalized (tailored learning),

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RESULTS Providence’s learning programs have demonstrated measurable business impacts.

For example: >> Executive Clinical Value Improvement (CBI) - To date, this program has trained 272 caregivers, with another approximately 400 caregivers directly affected by 30 projects. This translates to $2 million in hard savings. >> Nurse Manager Development Program - This award-winning program has trained more than 680 caregivers throughout the system and are on track to support 23 learning cohorts in 2019. Local session evaluations average 4.5 (out of 5).

Providence St. Joseph Health is a firsttime Learning! 100 Award honoree.

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Gamification Motivates Colonial Life’s Sales Team

Colonial Life is a market leader in providing financial protection benefits through the workplace, including disability, life, accident, dental, critical illness and hospital confinement indemnity insurance. The company’s benefits services and education, innovative enrollment technology and personal service support nearly 95,000 businesses and organizations, representing nearly 4.5 million of America’s workers and their families.

The company works to develop a culture where knowledge and skills are shared freely. Benefits counselors are encouraged to seek knowledge and skills and apply that learning when and where it is needed.

Learning happens all the time, including classroom sessions both face to face and virtual, online communities, self-paced CBTs, and on-the-job training with instructors and mentors. What matters is that the knowledge and skills acquired are applied in the most-effective way in order to achieve the organization’s strategic goals.

ATTRACTING SALES TEAM ATTENTION Sales Training is responsible for the training and development of independent contracted sales representatives (1099 reps) and managers. It can be a challenge to get contracted sales representatives and managers, who are compensated solely with commission, to see the value in training because the nature of their business singularly emphasizes sales production.

Prior to the implementation of its learning management system, My Learning Connection, Colonial Life had training scattered across multiple systems. What’s more, Colonial Life lacked the ability to track and report training completions easily. Sales Training found it challenging to 22

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prioritize individual learning objects and show any ROI from the offered training.

GAMIFICATION WAS THE ANSWER The Sales Training team had to find ways to play off the competitive nature of the company’s workforce and their appreciation for recognition. Colonial Life’s gamification initiative would do precisely that. Through reporting, the team would identify underutilized training that their area believed was valuable for most individuals. They would assign points to these pieces of training, allowing users to accumulate points.

Each month, there would be a focus on five or six different parts of the training that had points. Monthly playlists would help users identify these highlighted pieces of training. If a month’s highlighted training were completed, a user would automatically be assigned a certificate with a badge and additional points. Assigning the badge through the Learning Assignment Tool would trigger an email congratulating individuals and encouraging them to send the Sales Training team a selfie along with their certificate, which would be posted on the company’s Instagram account. A detailed communication plan would be developed to constantly recognize the top reps and managers on the leaderboard and any individual who received the monthly badge. Reporting

would be utilized to identify the top rep and manager with the most points at the end of the month. The second phase of this initiative would also engage users in training but would focus on retention. It would also outline ways to gamify content to help reps retain relevant business knowledge through game mechanics.

Managers are given the exclusive ability to assign training, access reports on their teams, create playlists, and have access to Connect communities to discuss important topics amongst each other and with the Home Office. The company can measure manager success in assigning training versus its (Home Office) success assigning training.

IMPRESSIVE RESULTS Through its gamification initiative, the team has seen a 133% increase in completions of highlighted Learning Objects (LOs). Since the initiative started in July 2018, more than 15,700 learning objects with points have been completed. More than 70 of the company’s sales reps have received badges for completing monthly highlighted training, which, on average, are six specific LOs within a single month.

Some managers began running their own contests to get their teams excited about training, and the company’s LMS reports gave them the insight into their territory office’s training completions to be able to lead these reward and recognition activities around training for the first time.

By implementing game mechanics where appropriate, Colonial Life has been able to increase learner engagement through gamifying the learning process and training content.

Colonial Life is a first-time Learning!

100 Award winner.

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Choice Hotels International Enhances Leader Onboarding Strategy In 2018, the company’s focus was to ensure owners and GMs were fully prepared to operate their property effectively. Key challenges included the scale and timing of these stakeholders entering the system.

Choice Hotels is one of the largest hospitality franchising companies in the world, with nearly 6,800 hotels across 11 brands in more than 40 countries and territories. Choice University, or ChoiceU, provides a variety of learning solutions to more than 70,000 learners annually.

The organization’s franchising model, the number of open properties, its geographic dispersion, number of learners and shifting workforce all present unique challenges for learning.

In 2017, Choice Hotels’ focus was a complete transformation of ChoiceU features, functionality and content. With a strong foundation of learning capabilities and infrastructure in place, the ChoiceU team identified new ways to make strong connections between learning and franchisee performance.

Both data and experience show that the single-greatest differentiator in hotel performance is the leader: owners and general managers (GM). A key challenge, however, is the number of new leaders entering the system at any given time. In a given year, the number of new owners and GMs entering the system is greater than 2,000 globally.

Another challenge is the timing of when these individuals enter the system. Some of the new hotel openings and relicensing are planned well in advance, but the employment transitions can happen at any time. The longer it takes to onboard them, the more challenging it becomes as operational habits are formed and ultimately hotel performance can be impacted. An important goal, therefore, is to educate and support these individuals as early in the process as possible in order to increase their speed to open and their ability to elevate property performance.

ACTIONS TAKEN First, the company sought to understand the extent of the opportunity and identified the number and types of new entrants. The ChoiceU team took inventory of current onboarding resources and found the only consistent resource was a two-and-a-half-day, in-person onboarding program, called LAUNCH. The LAUNCH program was delivered monthly, but only reached about 400 of these key stakeholders. Upon deeper review, they determined the topics and delivery methods were not optimal and quickly realized there was a gap and much-needed opportunity to connect learning to franchisee performance.

With this information in hand, the company worked closely with its owner liaisons to establish buy-in. Although the ChoiceU team led the efforts, they worked in close partnership with their key stakeholders. They surveyed owners and GMs and asked them what they needed in order to optimize their performance. Blending their expertise with their feedback, the ChoiceU team identified key areas they needed to understand.

In January 2018, the company implemented Choice Onboard, a comprehensive, multi-tiered and audience-specific onboarding program. This program replaced the LAUNCH program and has a learner experience and knowledgeretention focus.

RESULTS All programs are currently active, but were implemented at different times. Yet, overall results have been impressive. To date, Choice Hotels has achieved the following: >> More than 500 new owners and GMs completed Choice Onboard – more than 10% increase over previous years >> Participants indicated greater than

Tim Tobin, CLO, Choice Hotels International 85% of what was learned during Choice Onboard could be taken back and implemented at their property >> Choice Onboard properties increased Likelihood to Recommend (LTR) scores 6 basis points from 7.58 prior to the training to 7.64 at six months following the training >> Choice Onboard properties increased Overall Service scores 5 basis points from 8.07 prior to the training to 8.12 at six months following the training “Choice University reflects our ongoing commitment to empower hotel owners to be in business for themselves — but never by themselves,” says Tim Tobin, vice president, franchisee onboarding and learning, Choice Hotels. “We’re thrilled that Choice Hotels’ longstanding dedication to providing our franchisees with customized training and best-in-class resources is being recognized with this prestigious honor.”

Choice Hotels International is a threetime Learning! 100 Award honoree.

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UPS Markets to Learners and Wins

When UPS implemented an Enterprise Learning Management System, which integrated third-party courses and other active assets, the company knew a better learning experience challenge had developed. Passive assets, such as books, audiobooks, videos and Live Events, lost visibility — as learners could no longer log in to UPS’ legacy learning portal directly. With this change the company noticed a sharp decline in the utilization of these historically wellused and appreciated assets. A learning marketing team was assembled and was challenged with providing awareness of the key content to its learners. UPS’ first steps began during the team’s weekly strategy sessions, whereby UPS identified these learning priorities: >> Audience focus of full-time supervisors and above >> Mobile learning capabilities >> Ease of finding third-party content in all modalities >> Return of using portal to access Books & Video assets via an API-like link within the UPS LMS >> Promotion of self-directed (organic) learning Team members determined that they wanted their learners to search and easily find training to meet their needs; therefore, they decided to focus on marketing self-directed learning. They developed a working project plan to implement and track their goals.

UPS redesigned and rebranded the Books & Videos site, and then brought attention to the mobile app with instructions and a graphic. Each quarter, the team updated the offerings under Featured Content. UPS updated the site and provided a direct link to it from 24

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within its LMS, which endeavored to help guide learners toward the Books & Video learning modalities. The team made finding content even easier by reducing the number of clicks learners needed to take to find learning assets.

This spurred the company to create widgets or linkable tiles for the different categories or topics on the homepage, such as Audio Books, Book Summaries and Professional Certification paths, as well as Business Skills, IT Skills and Productivity, and Collaboration Tools. This proved to be exceedingly successful, as it took just one click for learners to find assets for topics they were previously searching for. UPS has tracked books and video usage since the site redesign and found a 57% increase in unique users and a 70% increase in accesses of these modalities since late 2017.

UPS’ next step was to focus attention on the mobile app, with instructions on how to access and download it with an easy-to-identify graphic displayed right on the homepage. The company takes further advantage of its marketing real estate by updating the offerings under Featured Content quarterly. UPS is mindful to always include a book, an audiobook and a video to promote these modalities. The company also works with its international partners, asking for recommendations to meet their business unit needs, such as Using Performance Appraisals to Advance Your Career. During a three-month period, usage of this course increased 26%.

UPS successfully leverages thirdparty content to create learning paths based on their learners’ level of responsibility. Specific content has been targeted for supervisors, such as Managing Motivation during Organizational Change to help as the organization embarks on a five-year transformation

initiative all mapped out.

An extremely popular program, titled Supervisor Learning Path (SLP), was created using third-party content to help supervisors improve, maintain or grow their skills using various assets from courses to books to videos. While this program is geared for part-time and full-time supervisors, UPS made it available to administrative and technical employees as well, which allows them to prepare for the next steps in their career path.

The UPS marketing group has grown from non-existent prior to April 2017 to a cohesive team steadily working to update learners of the many different offerings, including: Productivity & Collaboration Tools; Leadership; Live Events; Professional Certifications; Books & Videos, including audio books; The Mobile App; and Promotion of Featured Content.

To measure the program’s progress, UPS identifies, strategizes, tracks and measures its success. Weekly meetings allow the company to keep the lines of communication open and help everyone check and adjust to any just-in-time needs. UPS also hosts quarterly partnership summits, where the team reviews the metrics with detailed discussions regarding trending and ROI. These meetings allow UPS to determine not only where it has been, but it is an excellent opportunity for team members to determine where they want to go with their next investment.

UPS is a four-time Learning! 100 Award winner.

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PRIVATE SECTOR ENTERPRISE TOP 50 Rank

Company Name

1

New York Life

2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50

Industry

Financial Services/ Insurance Amazon Web Services Cloud Services Agilent Technologies, Inc. Life Sciences Vi Healthcare DAU Federal Government Shaw Industries Group, Inc. Manufacturing Providence St. Joseph Health Healthcare Colonial Life Insurance Choice Hotels International Hospitality United Parcel Service Transportation & Logistics Salesforce Software Navy Federal Credit Union Banking G4S Secure Solutions USA, Inc. Security Services Cox Enterprises Media American Heart Association Non-Profit Association Department of Veterans Federal Government Affairs Acquisition Academy DiscoverOrg Retail Watco Companies, LLC Transportation SkillsUSA.org Non-Profit Association Allied Universal Security Services UnitedHealthcare Healthcare U.S. Office of Personnel Federal Government Management Coca-Cola Bottling Co. Manufacturing Rogers Communications Communications Defense Security Service Federal Government Center for Development of Security Excellence Walmart Retail Oticon, Inc. Manufacturing National Association of Realtors Association Domino's Pizza, Inc. Restaurant Advanced Distributed Learning Federal Government Initiative Arizona State University University NASCAR Event Management Association ASM International Manufacturing Semiconductor Apple Federal Credit Union Banking Siemens Life Sciences SAP Software Christian Appalachian Project Other Non-Profit Organization Consumers Credit Union Banking American Red Cross Non-Profit Association So. New Hampshire University University Monarch Beverage Company Retail/Wholesale/ Distributor AON Business Services Tarrant Regional Water District Government HP Manufacturing Edmund's Retail Mercy Healthcare Minas Energy Energy ProActive Response Group Learning Services SoDA Digital Society Association Bulletproof Learning Services

Revenues/ #of Employees Program Operating Budget or Members $42.5 billion 11,320 NYL Learning Exchange: Future Workforce Skills Development $25.7 billion 500,000 Sales Onboarding $4.91 billion 12,500 School of Digital Innovation $499 million 2,100 Business Impact Measurement $1.5 billion 30,000 L Strategy Development $5.4 billion 22,000 Performance Experience Process $23 million 2,705 LEAD Rise Programs $480 million 1,150 My Learning Connection $1.0 billion 1,800 Leadership Onboarding $71.861 billion 444,000 E-learning Marketing

Performance Innovation Performance Collaboration Culture Culture Innovation Performance Performance

$13 billion $6.0 billion NFP $21 billion $3.2 billion $44.3 million

MyTrailhead Follow the Leader Programming Safety Starts With Me Learn@Cox Experience Building Powerful Partnerships Asset Mgmt. & Contracting Certification

Performance Culture Culture Collaboration Culture Collaboration

Certification Program Leadership Development Program Technical Training Next-Level Leadership National Launch UHC On Air USA Learning

Performance Collaboration Collaboration Performance Innovation Collaboration

$149.6 million $989.5 million $12.26 million $5.3 billion $58.4 million $309 million $8.43 billion $15.1 billion $1.573 million

25,000 17,000 47,000 60,000 1,900 60 250 5,000 421,139 L 160,000 270,000 2.1 million

15,000 Supply Chain Leadership Development 26,000 Unconscious Leadership Training 72 Insider Threat Vigilance Campaign

$5.144 billion $2.091 million $160 million $3.483 billion $2.9 million

2.2 million 14,250 1.1 million 400,000 34

$2.4 billion NFP $737 million

103,567 L Innovative Partnerships 1,000 On-Track Incident Training 1,670 Field Service Engineer Certification

$140 million $83.044 billion $27.9 billion $25.9 million

Immersize Learning VR/Sims New Acct. Mgr. Onboarding Commitment to Excellence Online Learning Global Mobile Learning ADL Learning Warehouse

Area of Excellence Culture

Collaboration Culture Performance Innovation Performance Performance Innovation Collaboration Innovation Culture Performance

450 377,000 96,000 146

Always On Community Collaboration VR Factory Training SAP Sales Academy Early Talent EmoteSmart

Collaboration Innovation Performance Collaboration

$60 million $933 million NR $204 million

300 30,000 5,300 180

Be the Solution Restoring Family Links Data-Driven Personalized Learning Interactive Field Sales Training

Culture Culture Performance Innovation

$10.77 billion $195.2 million $58.4 billion $250 million $4.9 million NR NR NR $28.6 million

50,000 NR 55,000 550 900 NR 3 18 50

Hewitt Learning Center New LMS Launch VR Training Mobile Sales Training Skills Development Renewable Energy Education Active Shooter Video Training Member Education Customer E-learning Services

Performance Culture Innovation Performance Culture Collaboration Performance Collaboration Collaboration

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Learning!100

Learning! 50 Benchmarks

The 2019 Learning! Elite 50 served 8.71 million learners worldwide including employees, students and customers, up 25% from 2018. These enterprises generated $9.27 billion in annual average revenues and altogether account for $417.3 billion in total revenues. The top four industries were: Manufacturing (23%), Financial Services (14%), Retail/Wholesale/Distribution (10%) and Healthcare (9%). The Public Sector accounted for 30% of honorees, with Government (26%), Associations (25%) and Education (20%) leading the pack. These enterprises employed 6.95 million people and averaged 173,901.

Private Sector

Industry Breakout

70

%

Revenues

Manufacturing: 23%

Average Revenue

Financial Services: 14%

Corporate Enterprise

Retail/Wholesale/Distributor: 10%

Learners

8.71 Million

Healthcare:

30

%

9% Computer SW/Development/Svcs: 9% Hospitality:

Public Sector

Learning! 50 Staffing & Investments

8% Business Services: 7%

Public

Organizations Size:

Education Services:

2 to 2.2 Million

5%

Government: 26%

Transportation/Logistics:

Associations:

5% 25%

Telecom/Internet/Comms:

Schools/Colleges: 20% Non-Profit Organizations: 20% Military/Defense: 9%

9.27 Billion

$

4% Entertainment/Media:

Average Training & Development Budget:

$18.9 Million

Up 73% from $10.9 in 2018

77%

Report having a Chief Talent, Workforce, People, OD or Learning Officer on staff

3% Energy:

Of these, 70% report to the CEO/President (Down 8% from 2018)

2%

Workers Impact:

87 80 %

76% have mobile workers.

Of these, 80% offer virtual mobile learning, up from 7% in 2018

87% report remote workers.

Up 9% from 2018

Source: 2019 Learning! 50 Elite Applications & Public Records 26

Summer 2019 Elearning!

93% offer Tuition Assistance.

Up 4.5% from 2018

%

link to link L&D to Employee Business Engagement Strategy

For more than 30 years, Vi (pronounced “vee”) has been dedicated to providing quality environments, services and care to enrich the lives of older adults. Find out more at our website, ViLiving.com.

Our employees make a difference in people’s lives.

And we’re committed to making a difference in theirs.

Providing an extraordinary environment for senior living starts with extraordinary employees. At Vi, we’re committed to supporting the growth of our employees through engaging opportunities. We’re very proud to be selected as a Learning! 100 organization for a 9th year in a row.

But what we’re most proud of is our high employee satisfaction scores and the fact so many of our employees have leveraged Vi’s employee development programs to advance their careers.

Learn more about exciting opportunities at ViLiving.com/careers.

Bring life to your career Vi is an equal opportunity employer, committed to recruiting, hiring and promoting qualified people of all backgrounds, without regard to race, color, religion, sex, gender identity, gender expression, sexual orientation, pregnancy, age, national origin, disability, genetic information, and citizenship status or any other characteristic legally protected by applicable federal, state, or local law that may apply to a location where we operate.

Agilent Ignites a

Global Stra with Talent Development

BY LILY WONG

A

t Agilent Technologies, we enable some of the most advanced life-sciences research in the world: We equip labs with cutting-edge instruments and services, everything from gas and liquid chromatographs to genomics products to reagents.

Our supply-chain organization is leading the company toward a digital future. As part of this digital journey, we promised our global team that no one would be left behind. However, we’re a broad organization. We have about 3,000 employees at 24 sites across the Americas, Europe and Asia. How would we keep such a lofty promise?

The answer: With innovation.

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ategy

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PHOTO COURTESY OF AGILENT TECHNOLOGIES

talentdevelopment

Hundreds of Agilent employees in Penang, Malaysia, receive their certificates in May 2019 after completing a curriculum within the OFS School of Digital Innovation.

OFS ACADEMY OFFERS LONG-TERM SOLUTIONS When we began centralizing our supply chain in 2013-14, we saw a great opportunity to standardize how we train and develop our employees. Specifically, we set out to do two things: help them maximize their potential, and make it easier for sites to share their best training practices so employees around the world could learn from each other.

To that end, our Order Fulfillment and Supply Chain organization, or OFS, created the OFS Academy in 2016. This online learning portal represented a breakthrough in learning and development for the global supply-chain organization. Developed in less than six months, the OFS Academy provides programs and materials relevant to all employees, no matter their education or role within the supply chain. It offers articles, videos and quizzes specifically curated for a supply-chain audience (either as standalone resources or as part of certificate-granting programs) to help employees develop the skills they’ll need 30

Summer 2019 Elearning!

in the next five years. Training materials also include videos and resources from the top thinkers in industry and academia.

The result: Within 18 months, employees completed 2,500 classes and viewed about 20,000 training videos, and two of our academic programs surpassed 130 graduates.

“The idea is not to give people a Ph.D. in digitalization,” says Henrik AncherJensen, president of OFS. “It’s to demystify digitalization, to spur excitement and encourage participation in how we implement it. The more that employees are involved in developing our strategy,

the more invested they are in making it successful.”

THE CHALLENGE We all know the importance of having well-trained, well-informed employees.

But to provide them the right tools — and the time to use them — can involve a huge investment in resources. Many companies rely on conventional strategies, such as bringing in local trainers to provide on-site training. At Agilent, we take a blended approach to learning. We designed the OFS Academy to be a digital resource that evolves based on business

“The idea is not to give people a Ph.D. in digitalization. It’s to demystify digitalization, to spur excitement and encourage participation in how we implement it.

The more that employees are involved in developing our strategy, the more invested they are in making it successful.”

— Henrik Ancher-Jensen, president of OFS, Agilent

“The OFS Academy [is a] critical tool in driving our strategy and keeping our organization aligned.

[It ensures] that we support OFS employees … and [shapes] the path in our digital journey and [sustains] our competitive [advantage].”

— Lars Kristiansen, senior director, strategy and transformation, Agilent

TALENT DIVERSITY Providing high-quality growth opportunities for all was difficult for two reasons: One, our employees are located all around the world; and two, their education levels range from high-school graduates to scientists with doctorate degrees. So we designed the OFS Academy so employees can choose courses in their local languages, and at a level appropriate for their roles and their development goals.

“The OFS Academy has become a critical tool in driving our strategy and keeping our organization aligned,” says Lars Kristiansen, the senior director of OFS strategy and transformation. “It

allows us to create common language and consistency with cross-functional partners, while ensuring that we support OFS employees with resources, inspire and shape the path in our digital journey and sustain our competitive edge.”

LOOKING AHEAD Once we created the OFS Academy, the next step in our transformational journey was Next Generation OFS, a strategy built on a no-one-left-behind approach.

As part of Next Generation OFS, we added a curriculum to the OFS Academy, called the OFS School of Digital Innovation. This program offers dozens of online classes designed to enhance digital knowledge and skills. It has been a popular addition: In less than a year, more than half of OFS employees achieved the first level

of digital certification, and even non-OFS colleagues from other parts of Agilent are taking our classes.

In parallel, we created a learning network of employees comprised of subject-matter experts who help us drive our digital initiatives and strategy every day. These socalled learning champions teach employees about digital tools, and they demystify new technologies for their co-workers by introducing them to the next-generation technologies they’ll be seeing on our production floors in the next few years.

Our learning champions support learning and development at the individual site level. Several have already developed local programs that have the potential to become global learning options for all of OFS.

PHOTO COURTESY OF AGILENT TECHNOLOGIES

and learner needs. It provides access to more than 10,000 courses, several learning programs (including one with university accreditation) and direct interaction with executive leaders.

Here’s an example of how well it worked.

Whenever we update our business strategy, we first educate OFS managers, who must learn it well-enough that they can cascade it accurately to their teams. After our last training event, 98% of managers said they felt confident in their ability to do so. And in an annual survey of OFS employees, 93.7% said our digitalization efforts would provide a positive impact on our customers.

Jim Macdonald, an operations manager at Agilent’s manufacturing site in Folsom, California, conducts a Microsoft Office class for his co-workers in June 2019 as part of Agilent’s new internal learning network.

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talentdevelopment Agilent’s Jim Macdonald guides coworker Xiong Thor through a Microsoft Office class as part of the company’s new internal learning network.

PHOTO COURTESY OF AGILENT TECHNOLOGIES

my has been recognized as a top Learning! 100 global learning organization in terms of development programs and learning culture. >> In Agilent Innovates, an annual contest that recognizes the best innovations within Agilent, the OFS Academy and portal won one of the 12 Unit Awards last year.

This year, OFS submitted 134 of the company’s 513 submissions, resulting in 11 Unit Awards, four Group Awards and a runner-up for the prestigious President Award — for OFS, this was one of the top business performances in the company.

TALENT PAYBACK Between the OFS Academy, the OFS School of Digital Innovation, our learning networks and our corporate emphasis on training, we’ve made a serious investment in development. That investment is paying off, in more ways than one: >> Financially, OFS has exceeded expectations quarter after quarter for gross margin, delivery performance and product quality. >> Our strategy-activation module has led to tremendous savings in time and money. Previously, executives would roll out new strategies by embarking on costly road shows from one global site

to the next. Now, with our strategy-activation module, a process that used to take four months can be accomplished in less than a week. >> Our OFS supply-chain program, a course within the OFS Academy, held an Idea Tournament recently that generated 26 ideas potentially worth tens of millions of dollars collectively.

OFS has also been recognized for its excellence, winning prestigious awards both inside and outside Agilent. >> In 2019, we won a Gartner Inc. Power of the Profession award in the category of talent payback of the year. >> For the past two years, the OFS Acade-

NO ONE LEFT BEHIND The OFS Academy has been instrumental in helping Agilent create value for our global team — improvements that translate into better service for our customers. Our employees are strengthening their digital mindsets and learning about everything from robotics to artificial intelligence. And with our learning-champions network, they’re more engaged than ever in learning from and teaching one other. Most of all, they’re aligned with our corporate mission and impassioned about being part of the solution.

As we continue to provide the latest in digital tools and learning resources, we’re truly making sure that no one is left behind.

– Lily Wong is Manager, OFS Learning & Development Programs at Agilent Technologies.

The OFS Academy has been instrumental in helping Agilent create value for our global team — improvements that translate into better service for our customers.

—Lilly Wong, manager, OFS Academy 32

Summer 2019 Elearning!

Elearning!

Web Seminar Series

You are Invited!

Advanced Learning Technology Trends to Watch in 2019 Speakers: Sam Adkins, Founder & Principal Analyst, Metaari, and Catherine Upton, Group Publisher, Elearning! Media Group Date: Thursday, September 19th, 2019 Time: 10 AM – 11 AM PT Technology is rapidly transforming all aspects of work and play. Artificial intelligence, augmented reality, cognitive learning, gamification, robotics and virtual reality are changing learning practices. As learning leaders, which technologies are fads or favorites?

Join us for these engaging free sessions with today’s thought leaders.

In this session, Catherine Upton and Sam Adkins review the trends, adoption and commercial applications of advanced learning technologies. This is a research-based real-world look at emerging solutions and implications for enterprise learning.

During this one-hour webinar, we will define advanced learning technologies; reveal enterprise adoption rates of advanced solutions and their commercial applications; and share which are ready for prime time.

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2019 Learning! 100 Awards Summit

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Moderator: Catherine Upton, Awards Chair Date: On-Demand The 9th Annual Learning! 100 Awards celebrates excellence in learning and development. Hear from the top 50 most elite learning organizations in this executive-level summit.

In this session, you will learn: >> How organizations are making the digital transformation; >> Strategy shifts that drive enterprise performance; >> The impact of AR/VR/Gamification/Sims in enterprise learning; and >> The role of customer learning in today’s talent organization and more.

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Cognitive Learning Is a State of Mind The factors driving today’s global Cognitive Learning market

BY SAM S. ADKINS

A

ccording to Metaari’s research report The 2018-2023 Global Cognitive Learning Market published in May 2019, the five-year compound annual global growth rate (CAGR) for Cognitive Learning products is 17.8% and revenues will more than double to reach more than $7 billion by 2023. The report identifies more than 560 suppliers operating across 122 countries that are bringing extraordinary products to the market. The vast majority of these companies are startups.

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cognitivelearning

Spike in Private Investments Across the Globe

Rapid Adoption of Specialized Mental Training Apps

Cognitive Edugames for Children with Special Needs Gain Traction

Surging Worldwide Revenues for Cognitive Learning Products

Advanced Virtual Reality Cognitive Fitness Products Now on the Market

There are several primary and secondary catalysts driving the global Cognitive Learning market. Combined, these catalysts have created very favorable market conditions for developers. The competitive landscape is fertile ground for startups. Nearly $3 billion was invested in Cognitive Learning companies between 2015 and 2018.

The global learning technology industry is in a period of profound innovation. The worldwide training and education industry is in the midst of exponential change and disruption. Nowhere is this more evident than in the Cognitive Learning market.

WHAT IS COGNITIVE LEARNING? In Metaari’s Advanced Learning Technology Research Taxonomy, Cognitive Learning products are defined as learning technologies designed to change or modify cognitive abilities.

Cognitive Learning integrates advanced technology and protocols from educational neuroscience, neuropsychology and educational psychology.

London’s Centre for Educational Neuroscience states, “Educational neuroscience is an emerging scientific field that brings together researchers in cognitive neuroscience, developmental cognitive neurosci36

Summer 2019 Elearning!

ence, educational psychology, educational technology, education theory and other related disciplines to explore the interactions between biological processes and education.”

According to ScienceDaily, “NeuropsycholNext-generation ogy is a branch of Products Alter the Competitive psychology and Landscape neurology that aims to understand how the structure and function of the brain relate to specific psychological Artificial processes.”

Intelligence and Educational Cognitive Computing psychology apare Game Changers plies theories of human development and psychology to didactics, the science of teaching and learning. In educational psychology, the knowledge acquisition process unfolds in two phases: knowledge transfer to the recipient and, hopefully, learning transfer (observable and measurable mastery).

transcranial Direct Current Stimulation (tDCS)

Trigeminal Nerve Stimulation (TNS)

Peripheral Nerve Stimulation (PNS

Nearly $3 billion was invested in Cognitive Learning companies between 2015 and 2018.

All systematic approaches to instructional design incorporate educational psychology. Professionals with formal instructional design credentials have all studied education psychology. Corporate and government instructional designers are well-versed in Bloom’s Taxonomy, which is named after Benjamin Bloom, who is perhaps the best-known educational psychologist in the training and education industry.

Deep Brain Stimulation (DBS)

Spinal Cord Stimulation (SCS)

Major Neuromodulation (Brain Stimulation) Technologies Used in Cognitive Learning Products Vagus Nerve Stimulation (VNS)

transcranial Alternating Current Stimulation (tACS)

Transcranial Magnetic Stimulation (TMS)

Cranial Electrotherapy Stimulation (CES)

Transcutaneous Electrical Nerve Stimulation (TENS)

THE FOUNDATION OF COGNITIVE LEARNING IS NEUROPLASTICITY The foundation of modern Cognitive Learning theory is the scientific evidence of the brain’s plasticity, also known as neuroplasticity. According to Canadian researcher Patrice Voss, “Neuroplasticity can be viewed as a general umbrella term that refers to the brain’s ability to modify, change, and adapt both structure and function throughout life and in response to experience.”

In a 2016 article, called “Educational Neuroscience: Challenges and Opportunities,” researcher Ann Neurosci wrote, “Educational neuroscience is an emerging multidisciplinary field wherein the aim is to link basic research in neuroscience, psychology and cognitive science with educational technology. Neuroplasticity is the key bridging process.” She added that “learning to read is one of the most elegant examples of the neuroplasticity.”

WAVE MACHINES: BRAIN ENTRAINMENT AND NEUROMODULATION STIMULATE NEUROPLASTICITY There are five types of brain waves: delta, theta, alpha, beta and gamma, and each of them correlates to specific cognitive abilities and states. Recent empirical studies have linked alpha and theta waves to learning, memory, stress reduction and creativity. See graphic on pg. 36.

In the current market, there are new types of Cognitive Learning products that use two technologies to manipulate brain wave activity: brain entrainment and neuromodulation. They are used to induce specific types of brain waves during the knowledge acquisition process.

Brain entrainment is accomplished via biofeedback (output) and/or light and audio sensory stimulation (input). Biosensor devices and wearables are used in most brain entrainment products.

In light stimulation, headsets are used to deliver choreographed pulses of light to the eyes. Different pulses create different brain waves and cognitive states. In sound stimulation, known as Auditory Beat Stimulation (ABS), sound beats generate different cognitive states depending on the beat type. Products that combine both light and sound stimulation are called Audio-Visual Stimulation.

The Cognitive Spectrum Carroll’s Three-Stratum Theory of Intelligence g

General Cognitive Ability

Broad Cognitive Abilities

Gf

Gc

Gy

Gv

Gu

Gr

Gs

Gt

Narrow Cognitive Abilities

Neuromodulation (brain stimulation) Cognitive Learning products use electrical or magnetic currents to alter brain waves and cognitive states. According to the UK healthcare provider Medtronic, “Neuromodulation involves direct stimulation of the nervous system with electrical signals.”

In March 2017, the U.S. Defense Advanced Research Projects Agency (DARPA) funded the $9.85 million multiyear Targeted Neuroplasticity Training (TNT) program and is funding research at seven universities and in several military agencies.

“TNT research focuses on a specific kind of learning, called cognitive skills training.

People use cognitive skills to do things, like pay attention, process information, do sev-

The foundation of modern Cognitive Learning theory is the scientific evidence of the brain’s plasticity, also known as neuroplasticity.

eral things at once, detect and understand patterns, remember instructions and organize information.”

The DARPA TNT program uses a neuromodulation (brain stimulation) method, called peripheral nerve stimulation, “to enhance learning processes in the brain.”

The goal of the program is to “develop a noninvasive, user-friendly technology that simultaneously delivers a stimulus, monitors neural response and dramatically accelerates learning.”

According to DARPA, “TNT was inspired by recent research showing that stimulation of certain peripheral nerves can activate regions of the brain involved with learning. Such signals can potentially trigger synaptic plasticity by releasing neurochemicals that reorganize neural connections in response to specific experiences.”

Halo Neuroscience sells a popular Cognitive Learning product used by athletes and military personnel (including the U.S. Navy Seals). Its flagship product is Halo Sport, a neuromodulation headset that uses a form of brain stimulation, called transcranial Direct Current Stimulation (tDCS). “Halo Sport increases your brain’s natural plasticity, so you can create and strengthen motor pathways faster. We call this hyperplasticity or hyperlearning.”

PlatoScience Neurostimulation sells a “wearable tDCS device designed to optimize your cognitive performance — improve memory, concentration and creativ-

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cognitivelearning ity. The PlatoWork device has four modes of stimulation: Learn, Create, Concentrate and Rethink.”

QUANTIFYING COGNITIVE LEARNING: METAARI’S COGNITIVE LEARNING PEDAGOGICAL FRAMEWORK Metaari has developed a product taxonomy, called the Cognitive Learning Pedagogical Framework. The framework was derived over several years by reverse engineering commercial product types on the market.

There are 10 schemas in the framework and each maps to a distinct product type.

These schemas are a combination of cognitive theories, behavioral therapies, sensory brain entrainment, brain stimulation and wellknown mnemonic methods. Metaari uses the framework to forecast revenues for each schema-based product type. The framework is a design roadmap for developers.

The most widely used schema is Carroll’s Three-Stratum Theory of Intelligence. It posits three levels of cognitive abilities: general intelligence, eight broad cognitive abilities and dozens of narrow cognitive abilities. See chart on pg. 37.

General intelligence (g) is often called the “the g Factor.” The g Factor is a psychometric model of intelligence. According to Carroll, “It is a construct developed in psychometric investigations of cognitive abilities and human intelligence.”

The eight broad cognitive abilities in Carrol’s schema are fluid intelligence (Gf), crystallized intelligence (Gc), long-term memory and learning (Gy), visual-spatial processing (Gv), auditory processing (Gu), reading and writing ability (Gr), short-term working memory (Gs), cognitive processing speed (Gs) and cognitive reaction time speed (Gt).

There are standardized clinical assessments that can measure specific broad cognitive abilities (before and after behavior modification) and there are cross-battery assessments (XBA) that measure multiple abilities in a single test.

Most Cognitive Learning products (particularly brain fitness products) target multiple broad cognitive abilities and, by definition, are cross battery. For example, Posit Science sells a brain-training program, called BrainHQ, designed by an international team of neuroscientists that “has 29 online exercises that work out attention, brain speed, memory, people skills, 38

Summer 2019 Elearning!

Educational Psychology, Santrock (2012) “Bandura’s Social Cognitive Theory” Behavior (Interactions with Others) Motivation

Attention

Motor Reproduction

Retention

Individual Cognition (Personality and Cognitive Processes)

navigation and intelligence.”

Scientific Learning’s Fast ForWord literacy intervention products are in widespread use in the Pre K-12 schools and are designed to improve Gr (reading and writing skills). “Fast ForWord does what no other intervention can do: it starts with cognitive skills like memory, attention and processing speed and works from the bottom up, using the principles of neuroplasticity.”

COGNITIVE LEARNING IS A STATE OF MIND In the revised Bloom’s Taxonomy devel-

Most Cognitive Learning products target multiple broad cognitive abilities and, by definition, are cross battery.

Environment (Situational Factors and Stimuli)

oped in 2001, the researchers Anderson and Krathwohl wrote: “A statement of a learning objective contains a verb (an action) and an object (usually a noun). The verb generally refers to actions associated with the intended cognitive process. The object generally describes the knowledge students are expected to acquire or construct. The cognitive process dimension represents a continuum of increasing cognitive complexity.”

In Albert Bandura’s Social Cognitive Theory, there are four non-linear (reciprocal) cognitive processes involved in knowledge acquisition: attention, retention, motor reproduction and motivation.

The four processes are “contained” within three experiential vectors comprised of the cognitive state of the individual, the environment (including the biological state) and the behavioral conditions at play. See above graphic.

Knowledge acquisition is a cognitive process. The Oxford Dictionary defines cognition as “the mental action or process of acquiring knowledge and understanding through thought, experience and the senses.” Simply put, Cognitive Learning is inherently a state of mind.

—Sam S. Adkins is Chief Researcher at Metaari.

NEW RESEARCH:

The Global Cognitive Learning Market 2019-2023 by Metaari Research ENTERPRISE LICENSE ONLY $2,475 ABOUT THE STUDY Metaari reveals 8 different categories of Cognitive Learning, and the products and services to stimulate Cognitive Learning.

The full report is 219 pages, includes 28 tables, 19 figures and is available exclusively at www.2elearning.com.

The Enterprise License enables multiple business units and team members access to the study at one flat rate of $2,475.

Purchase the report at: www.2elearning.com under RESEARCH. Or, view the Table of Contents or download the complimentary executive summary as well.

If you are an instructional designer, trainer, learning leader or developer of VR/AR, EAP programs, immersive learning or gaming, you should purchase “The Global Cognitive Learning Market Executive Report 2019-2023.”

Over the past 10 years, more attention has been paid to neuropedagogy, the study of brain interactions and behavior change.

Cognitive Learning is the ability of the brain to form and reorganize synaptic connections, especially in response to learning or experience.

Cognitive Learning Theory posits that the learning process is based on observable changes in behavior. Learning (knowledge acquisition) is simply an acquisition of a new behavior; a change in behavior.

Metaari produced “The Global Cognitive Learning Market Executive Report 2019-2023.” It is copyrighted and cannot be reproduced without specific written content. Visit www.2elearning.com/research for details.

TipsProgram Management

VA Acquisition Academy Shares Its Learning Formula

BY PAUL GREGORY The Department of Veterans Affairs (VA) is responsible for providing federal benefits to nearly 20 million veterans and their families. The VA Acquisition Academy (VAAA) trains the acquisition workforce to ensure it efficiently and effectively procures, manages and provides the goods and services required for our nation’s veterans. VAAA is tasked with training a wide range of VA employees to include program and project managers, contracting officers, supply-

chain managers and facilities managers. VAAA is committed to providing employees with job-relevant developmental opportunities that contribute to greater success in their current positions, support career advancement and positively impact our service to veterans. In support of those goals, VAAA fosters a training system that makes an immediate and meaningful difference by improving work performance, educating learners using realworld workplace scenarios and experiential learning for immediate impact.

KEY CHALLENGES The construction, leasing and activation of new facilities is an incredibly complex program management environment that requires collaboration with construction, leasing, contracting, finance, information technology and clinical service providers of every type. The staff conducting the activations need specialized and tailored training to assist them in their fast-paced, high-demand, high-performance workload.

In response, VAAA, through a

partnership with VA’s Office of Capital and Asset Management Engineering and Support and Program Contracting Activity Center, developed customized Program Management Workshops to support Veterans Affairs Medical Centers (VAMCs) in its major construction/lease projects to provide standardized products and structure for activation processes through applied learning workshops tailored to their needs, and delivered on-site on their schedule.

IMPLEMENTED TECHNIQUES AND PRODUCTS The Program Management Workshops are a unique training initiative, custom designed for program leaders and project managers overseeing mission-critical programs and/or capital project investments. The workshops isolate and address program management impediments that have the potential to impact cost, schedule, performance or customer satisfaction. Participants develop artifacts in support

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of the program/project and develop a plan to revitalize the program/project and get it back on track, if needed.

After each workshop, which ranges from one to four days in length, program managers receive the actual artifacts for their specific program developed by the team with expert guidance and hands-on assistance from VAAA program management practitioners.

The value to the government includes: consistent management disciplines/processes/artifacts that have been learned, applied and implemented wholly by an entire program/project team; a sustainable process improvement that is repeatable across other programs and program teams; and an improved management framework.

We begin by conducting a gap analysis to customize the workshop to the specific participants and their individual learning needs. This collaborative evaluation and determination of training needs are essential to our success.

We engage executive leaders at each facility in the planning calls. We then collaborate with executive leaders and site managers to determine dates, content and agenda. Following the workshops, we conduct out-briefs with executive leadership to discuss the way forward, progress made and risks.

Collaboration with executive leadership is critical to ensuring we meet stakeholder needs.

We finely tune the workshop agenda and participation to make every minute counts.

The Program Management Workshops are a unique training initiative, custom designed for program leaders and project managers overseeing missioncritical programs and/or capital project investments.

—Paul Gregory, deputy chancellor, VA Acquisition Academy Individuals attend the sections of a workshop that apply to them. We collaborate on the timing of the sections of the workshop to ensure the widest possible attendance by those who will benefit most.

Workshops maximize the use of time for medical center staff to allow them to continue to provide the critical services to veterans while optimizing the time spent in training.

The workshops also include tailored coaching for medical center project teams. Coaches are Federal Acquisition Certification for Program and Project Management (FAC-P/PM) senior-level certified and have activation and construction experience.

SHORT-TERM, LONGTERM RESULTS To date, we have engaged 22 VAMCs across 12 different Veterans Integrated Service Networks, provided more than 600 coaching hours and delivered more than 1,440 class-

room hours of training, with extremely positive feedback.

A participant comment was, “instead of wasting three days in training, I feel like I have gained two weeks.” This is a great description of what we strive for. Other comments include: “Workshops helped me see the big picture of everything that had to be done and make a plan to get it done,” and “They were great at putting a structure to all the pieces we had been working on.”

Demand for Program Management Workshops continues to grow. Applied learning is shown to be very successful with sites applying principles from the workshops to other projects and asking for additional workshops on additional topics. The program has been so successful in its pilot year of 40 workshops that a second year has started with a goal of 80 workshops planned. The workshops have branched out to other VA

administrations and missioncritical programs where applied learning can make a difference.

WHAT’S NEXT? VAAA is dedicated to training the entire acquisition workforce. We will continue to provide opportunities for members of the acquisition team to train together in a collaborative environment, and meet stakeholder needs by developing and delivering training to address realworld business challenges.

VAAA is also dedicated to innovation and training efficiency, moving training to field locations to eliminate travel and time away from the office when possible, developing more virtual and blended learning opportunities and exploring mobile learning applications.

– Paul Gregory is Deputy Chancellor at VA Acquisition Academy.

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TipsCertification Training Minas Energy Uses Online Learning to Create a

Sustainable Future With global energy production likely to peak around 2035, many organizations are making plans to transition to more sustainable energy supplies. Minas Energy partnered with D2L to create an online education program that shares Minas’ expertise in renewable energy projects and helps companies and communities deliver those projects successfully.

THE CHALLENGE Minas Energy specializes in sustainable energy solutions, education and public outreach.

Over the past decade, it has developed a consulting practice that helps design, deliver and manage hydro, wind, solar and tidal energy projects for municipalities and companies.

“We’ve learned many important lessons about wind, solar and waste energy projects,” says Chris Peters, energy project manager at Minas Energy. “We were looking for a way to package up that knowledge and share it with others — as well as create a new revenue stream that would supplement our existing income.”

Although other providers were already offering courses on the technical aspects of installing and operating wind turbines or solar panels, Minas spotted a gap in the market.

The company decided to build an education and certification program that people from academic, government and industrial backgrounds could study online. To attract as 42

Summer 2019 Elearning!

many learners as possible, the content needed to be highly interactive and engaging, so the Minas team decided to partner with D2L. INCREASING ENGAGEMENT Minas Energy saw the involvement of the D2L Learning & Creative Services team as a key aspect of the project. The plan was for Minas’ subject-matter experts to focus on creating the content for the course and then hand it over to the D2L team to turn it into an engaging, interactive experience.

Thirteen course modules were created to take learners through the entire renewable energy project development process and keep them engaged. The course opens with an animated video that introduces the subject and leads into a survey, which helps Minas Energy understand who its learners are and why they are motivated to take the course. This will help the organization review and refine the course content to align with learners’ needs.

Next, the team built a set of interactive infographics to help visualize different physical assets, such as meteorological towers, solar installations and bio energy plants.

Community engagement was another extremely important aspect of renewable project development, so D2L worked closely with Minas Energy’s experts to design a

stakeholder mapping activity that helps learners identify the key stakeholders and influencers within a company or community, and then understand their motivations.

THE RESULTS Minas Energy has already betatested the course with master’s level and engineering students at Dalhousie University in Nova Scotia for feedback, and used the initial comments to further refine the content. Initial feedback from students has been positive — they enjoy the interactivity of the content, as a contrast from traditional textbook-based teaching methods.

TRAINING TOMORROW’S LEADERS Minas Energy is eager to

work with higher education institutions, associations and municipalities to educate and certify learners in renewable energy. The ultimate goal is to share the company’s knowledge about how to build and support sustainable energy projects.

“We’re hearing credible predictions from pundits that global energy production is likely to peak around 2035,” says John Woods vice president of energy development, Minas Energy. “Transitioning to renewable energy is going to be an absolute necessity.

The course we’ve built will give our learners the knowledge they need to become leaders, transforming their industries and communities and building a more sustainable future.”

ProductSpotlight: LXP Learning Experience Platform (LXP) vs. the Learning Management System The LXP market is valued at more than $300 million and growing at 50%+ per year, according to Josh Bersin. “The vendors are getting bigger; products are becoming complex; the players are moving in different directions.”

LXPs come in different sizes and capabilities. Here are three key differences:

1

User-based LXP - LXPs enable users to find content relevant to them vs. digging thru large libraries of the LMS. This usage-based LXP delivers the most relevant content based upon users’ actual consumption. Brands include Skillsoft, Cornerstone, EdCast and Fuse.

2

Skills-based LXP - Other systems are developed around specific skills, so those within specific roles can locate content to complete competencies. These skills-based LXPs include

Degreed, LinkedIn, Percepio, EdCast and IBM.

3

A.I.-Based LXPs – These types of LXPs conduct content analysis and deliver the specific micro-content at the point of need. These young systems are offered by Volley.com, IBM, Docebo and Valamis.

4

Chat-based LXPs – These systems ask learners their interests and preferences before delivering content experiences. Vendors in this category are LinkedIn Learning, Valamis and Filtered.

WILL THE LXP REPLACE THE LMS? According to Bersin, “It’s not easy for legacy LMS vendors to turn their old systems into new platforms. In most cases, they have to start over (this is certainly what Skillsoft has done with Percipio),

The LXP market is growing 50%+/ year.

— Josh Bersin

and I could expect to see acquisitions start this year.” (Including LXP vendors buying LMS vendors.)

The likelihood is enterprises will attempt to consolidate to one platform. That means either LXPs will add LMS functionality, or LMS providers will adopt LXP capabilities.

It will be exciting to see how it all plays out.

Source: https://bit.ly/2HHIRtd

Source: Josh Bersin.com

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NewProducts: Content GIIDE’S AUDIO-LEARNING APP EVOLVES WORKPLACE LEARNING Giide, an interactive audio-learning application that provides a new way for busy professionals to learn, announced its launch. The company offers immersive audio-guided experiences from experts in various fields who curate and create original multimodal audio content that includes videos, articles and activities. Giide is a podcast and workshop combined: interactive audio.

According to McKinsey, 60% of global executives expect that up to half of their organizations’ workforces will need retraining or replacing within five years. Giide seeks to bridge that gap by having employees at companies engage with the app using multiple modes — reading, watching, listening, making, moving and sharing — while they are at work, on their commute or at home.

Learn more: www.giides.com BEAMZ INTERACTIVE UNVEILS VR APP AND SYSTEM Beamz Interactive, Inc., a developer of state-of-the-art interactive A.I. music technology and products, launched the Jam Studio VR Education & Health Care Enterprise Edition (the “App”). Beamz has also partnered with ByteSpeedVR to provide several total Education System Solution options, including a portable VR cart with an HTC Vive VR system along with professional training. This facilitates the use of

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this new solution in multiple classrooms for students in different grade levels and with different capabilities.

The App provides a broad range of interactive educational, physical, cognitive, sensory, communicative, life-skill and social/emotional songs, games, exercises, experiences, benefits, and guides for use with family, friends, schools, teachers, special needs organizations and programs, therapy and rehab facilities, therapist, and other professionals. This includes: (a) detailed Lesson Plans, an Overview Therapy Guide, and a Professional Therapy Protocols Guide; (b) dozens of fun, family-oriented interactive songs across all music genres that anyone can play.

Learn more: www. jamstudiovr.com KALLIDUS ADDS NEW A.I. RECOMMENDED LEARNING FEATURE Kallidus, a learning and talent management provider, introduces a new artificial intelligence (A.I.) feature for Kallidus Learn. Available as a beta release, the A.I.-recommended learning feature suggests new learning courses to employees that other similar learners in the organiza-

tion have rated highly. The algorithm learns and improves as feedback increases on courses, providing ever-improving recommendations to help employees boost their skills with relevant and engaging digital learning.

The new A.I. feature has been built with Microsoft’s Vision A.I. infrastructure. Kallidus is planning to use Microsoft’s infrastructure to develop and integrate machine learning and A.I. across its human capital management software suite to improve the employee experience from initial hire to high-flyer.

Learn more: www.kallidus.com/Learn/

OAKLEY CAPITAL TO DEVELOP AR/VR CONTENT Following the acquisition by Oakley Capital of Seagull and Videotel, the group announces a commitment to invest more than $30 million over the next five years on new courses and technologies to deliver on these desires with brand new re-imagined courseware delivered on a consumer-led platform experience to any device, using the latest technologies like micro learning and the most engaging methods and tools, including gamification, virtual and augmented reality.

Combining the world-class expertise of their collective content teams, the group believes it will be able to offer unrivaled creativity and educational excellence in maritime. The group is currently in the process of selecting a number of topic areas in which they will collaborate.

Learn more: www.seagull.no

NewProducts: Tools OPENSESAME PARTNERS WITH SAP PARTNEREDGE OpenSesame announced its membership in the SAP PartnerEdge program to further enhance the learning experience for SAP SuccessFactors customers. As a part of the SuccessFactors’ Open Content Network, OpenSesame e-learning courses already integrate with the SuccessFactors LMS. Through the SAP PartnerEdge program, OpenSesame will be able to deliver even deeper benefits via the available enablement tools and APIs from SAP software business applications.

Learn more: www.opensesame.com BONGO™ OFFERS AUTOMATED CAPABILITIES WITH LAUNCH OF AUTO ANALYSIS™ Bongo, creators of a leading video assessment solution, has launched Auto Analysis, its new automated reporting feature.

Housed within Bongo’s video assessment solution for higher education and corporate learning, Auto Analysis provides deeper insight into an individual’s performance and progress. By generating metrics, such as rate of speech, speech clarity and the use of filler words, Auto Analysis gives individuals a better sense of what to focus on as they practice and self-assess, and helps evaluators save time by identifying problem areas faster.

Auto Analysis automatically transcribes user’s videos, analyzes them and compiles the data into an easy-to-read report that presenters can use for reflection before they decide to re-record or submit their video. This process encourages repeated practice and self-assessment, which helps individuals build communication and critical thinking skills. Auto Analysis not only adds another layer of assessment, it also helps evaluators provide more targeted and actionable feedback. While this feature isn’t meant to replace the human element of assessment, Auto Analysis gives individuals access to meaningful data faster.

Learn more: www.bongolearn.com

CEREGO UNVEILS NEW SMART ‘CREATE’ TOOLS Cerego, a leader in adaptive learning technology, has rolled out a new suite of smart “Create” tools for its adaptive learning platform to simplify content creation and improve the learning experience. The new tools reduce content creation time by more than 25%, making it easier than ever for corporate and academic institutions to integrate adaptive learning. The new A.I.powered smart Create tools use natural language processing to allow instructional designers and teachers to easily build custom learning experiences, while in turn improving the quality of the experience for the learner. Cerego’s tools are content agnostic and can be applied to any subject matter or skillset. Some of the new tools include: >> Smart Answers auto generate challenging multiple-choice distractors, simplifying one of the most time-consuming aspects of content creation for teachers and instructional designers. >> Smart Questions adapt to become more challenging as learners demonstrate knowledge gains, helping to

The new tools reduce content creation time by more than 25%, making it easier than ever...to integrate adaptive learning. maximize long-term retention.

>> Smart Learner Sessions complement

the new Create tools by giving learners more transparency and control over their learning schedule, including the option to review specific concepts they struggle with after each session.

Learn more: www.cerego.com

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NewProducts: VR/AR an AR app with gesture and motion interactivity, creative display concepts and technology to strengthen the connection between the organizations and their customers. They provide such AR development services as AR Projection Mapping, 3D Animation, Motion and Gesture Control, and MultiTouch Surfaces.

The AR Bonnaroo Face Paint Application for Intel uses Intel RealSense technology, whereby individuals allow their face to be scanned at 74 points and digital face paints are then overlaid on their faces, moving with them in augmented reality. Users can then take a photo that could be shared in a conflict-free message on social media.

Learn more: https://nextnowagency.com/ ANATOMYNEXT BY VIRONIT USES AUGMENTED REALITY As an expert in augmented reality development, VironIT builds unique solutions for e-commerce, retail, healthcare and other industries by combining Augmented Reality (AR) with other technologies. What makes the product even more innovative is how it helps learners save time and makes learning more collaborative. VironIT also specializes in state-of-the-art games development, using such platforms as Unity and Unreal Engine. The company has wide experience in augmented reality development with industry-leading technical support.

VironIT developed AnatomyNext, a web-based AR software for the medical industry, to educate beginning students and healthcare professionals. The software features simple drag and resize tools. The Skull Anatomy application enables users to easily explore the skull in unprecedented detail, while the Neuro AN app guides users through the anatomy of the cranial nerves.

The AnatomyNext app is compatible with Macs, PCs and smartphones, which makes education interactive.

Learn more: https://vironit.com/vr-arapp-development/ NEXT/NOW’S AR APP EMPLOYS FACIAL RECOGNITION Next/Now is an augmented reality development company with a team of professionals from diverse disciplines. Next/Now creates 46

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SCIENCESOFT RELEASES GEO-LOCATION APP ScienceSoft is a U.S.-based augmented reality development company founded in 1989, which serves more than 500 IT experts in diverse disciplines. The company has evolved to become the leading AR app-producing company to partner with IBM, Microsoft, Magento, NASA, JPL, etc. Among the technologies ScienceSoft employs for its augmented reality development projects include: iOS ARKit, Android ARCore, Vuforia, ARToolKit and Unity 3D. What’s more, the company develops AR services, as well as other customized and platform-based solutions for its clients — from healthcare, banking, retail, telecom and other industries.

One project involved the use of the ScienceSoft AR application with geo-location for a banking client that wanted its customers to be able to locate the nearest branch.

Learn more: https://www.scnsoft.com/services/augmented-reality-development MAVERICKS GET AR FAN

BY GROOVE JONES Groove Jones brings creative ideas into current and advanced reality to provide innovative solutions to clients’ challenges. As an augmented reality development company, it provides the following services: >> 360 degrees of content creation, like video and interactive application, for better interaction with your audience,

so you don’t feel far away.

>> AR lens and photo filters for social me-

dia, like Facebook, Snapchat and Instagram, to allow users from different parts of the world to feel more connected. >> CGI and Animations >> Motion Capture The company has developed a secure, reliable and flexible platform, called GrooveTech, which acts as a foundation for the company’s production team to efficiently develop complex ideas that enable their clients to achieve their communication goals.

Among Groove Jones’ most noteworthy projects is an AR project developed for the NBA’s Dallas Mavericks. In February 2019, the app reanimated Luka Duncic, a fan favorite. The result was mesmerizing to the fans, who could interact with him even from the comfort of their homes.

Learn more: https://www.groovejones. com/ PHARMA SALES GO AR BY CREDENCYS Established in 2008, Credencys uses advanced AR technologies, such as AR Core, AR Kit, Vuforia and AR Studio. The Credencys team consists of more than 150 members that aim to deliver such AR development solutions as: >> Facial feature recognition >> Print marker detection >> Plane and location tracking >> Object overlay As an AR development company, Credencys serves more than 12 different industries, including industrial robot manufacturing, real estate, networking equipment, construction, automobile, educational toys, food and more. In its portfolio, there are more than 500 successfully delivered projects and greater than 200 clients worldwide.

Credencys created an AR app solution for the pharmaceutical company. The goal of the project was a 3D demonstrated app that shows the abilities of the product during sales. The app has such features as face tracking, animation to display how the product works, and 3D model of the product.

Learn more: https://www.credencys.com/

NewProducts: A.I. language learning free and easy. With more than 300 million learners, Duolingo has the world’s largest collection of languagelearning data at its fingertips. This allows them to build unique systems and uncover new insights about the nature of language and learning. The company is committed to sharing its data and findings with the broader research community.

These A.I. features are added to the already gamified language app, which is free — unless you want to skip the ads.

Learn more: https://www.duolingo.com/

ZOOMI IMPROVES ROI Using Zoomi’s Artificial Intelligence for Learning®, companies can maximize training efforts through increased completion rates, improved course effectiveness, reduced training costs, increased employee productivity and improved learner engagement. The company’s analytics will help organizations demonstrate the correlation between training performance and business outcomes, making employee training an integral part of the business strategy.

With Zoomi’s intelligent learning solution, companies will be able to drive unprecedented insights from the data footprint each learner has left. Finding these known and hidden dimensions of each individual is key to optimization, personalization and achieving the return on learning. The system includes Zoomi’s Learning Intelligence Services, Learning Analytics Solutions and No Touch Individualization.

Learn more: www.zoomi.com

A.I. AUGMENTS CONTENT AT CTI Content Technologies Inc. (CTI) is the world’s largest publisher of higher education material, and uses A.I. to customize, augment and enhance content. Until now, custom content and custom textbooks were an expensive and time-consuming process.

Using Palitt by CTI, creating your own custom lecture series, syllabus or textbook is as simple and elegant as creating a custom playlist on iTunes.

CIT has also developed faster ways to learn and master content by using A.I. technology to break it down into manageable bite-sized pieces of information. CTI’s Cram101 A.I. technology can turn any textbook into a smart study guide complete with chapter summaries, unlimited truefalse and multiple-choice practice tests and

flashcards — all drilled down to a specific textbook, ISBN number, author and chapter. Cram101 gives you what you need to know, saving you precious time and all while teaching you the material without overwhelming you. Cram101 gives you smarter content, better results in less time.

Learn more: http://contenttechnologiesinc. com/ IBM WATSON FOR EDUCATION The IBM Watson Education team is focused on using A.I. to improve learning outcomes and implement solutions that will help all students succeed. The platform relies on digital trends and Watson A.I. technology to give teachers the tools they need to be most effective and help learners perform at the top of their abilities.

IBM Watson enables personalization of content for students based on mastery, vocabulary development and A.I.-based tutoring. By using A.I. as an added assistant in the classroom, the goal is to encourage lifelong learning, where each person is met with the individualized tools they need to succeed in school and beyond. In partnership with Pearson, IBM Watson Tutor delivers one-to-one help, which was impossible for the teacher alone. View a demo at: https://youtu.be/x1irBhKObOM Learn more: https://ibm.co/31jS9S3

DUOLINGO’S A.I. MISSION Duolingo’s chatbots use an A.I.-powered chat interface. With support for text and voice conversations, you can learn French, Spanish and German in a natural way.

Duolingo A.I. powers its mission to make

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Which organization earned the #1 spot in 2019’s Learning! 100 listing? a) UPS b) DAU c) New York Life d) Agilent e) Google

Based on Metaari’s research, what is the five-year compound annual growth rate by percentage for cognitive learning products? a) 17.8% b) 11.3% c) 9.8% d) 20.4% How many schemas are in the framework of cognitive learning? a) 15 b) 7 c) 50 d) 10

What is the name of Agilent’s learning program? a) Agilent Learning Institute b) Order Fulfillment School c) OFS Academy d) Supply-Chain Academics e) Global Supply-Chain Academy Which private-sector industry is NOT among the top four in the 2019 Learning! Elite 50? a) Manufacturing b) Telecom/Internet/Comms c) Financial Services d) Healthcare e) Retail/Wholesale/Distribution

What percentage of the Learning! 50 Elite use A.I.? a) 30% b) 45% c) 50% d) 60% e) 10%

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LastWord Embracing Unconscious Bias Training

E

BY NANCY NAZAR

mployees are reflective of the communities they serve. What’s more, research shows that gender and ethnically diverse teams have improved performance compared to those that are not; and where diversity of thought is valued, employees have greater feelings of inclusion. When company leaders exhibit behaviors, such as open communication, accountability and unbiased decisionmaking, their teams have higher feelings of inclusion. Higher inclusion scores can also be linked to increased team effectiveness and job performance.

For organizations, ensuring that all your employees feel they belong and are valued should be a priority.

This is where Unconscious Bias in-person training comes into play. Following are five helpful tips for developing an Unconscious Bias training program.

Nancy Nazar, SVP, Organization Development, Rogers Communications

1

IDENTIFY TOP TEAM PERFORMANCE DRIVERS If you have a Research & Advisory team, conduct in-house research to identify the top drivers of team performance. For example, our own team found that Inclusion and Trust were the top drivers among Rogers Communications employees. This finding uncovered the opportunity to bring the Unconscious Bias conversation to our leaders first and then to the rest of the company.

2

INVOLVE ALL DEPARTMENTS Assemble a truly collaborative and multi-disciplinary team of different experts in-house from different departments, such as Research & Advisory, Inclusion & Diversity, Organizational Effectiveness, Leadership Development, etc. When designing this type of learning experience, make sure to create a psychologically safe environment where people can be vulnerable, open themselves up and share their own unique experiences.

3

TAKE A TOP-DOWN APPROACH Have your senior leaders begin the sessions and share their experiences. Take a leaders-teaching-leaders approach, so that the tone is set by them in an effort to rally everyone behind this effort.

4

FOCUS ON THE ENDGAME Your ultimate goal should be to not only link the conversation to each person’s life, but also to business outcomes and customer experiences. Thus, your design principles should first include grounding people in non-judgemental facts, using neuroscience to show why it affects us and how Unconscious Bias is a natural outcome of how the mind works that can be both helpful and harmful. Second, ask them to bring in their own lens and experiences to the table and identify how they may have been impacted or affected other people by Unconscious Bias. Third, focus on why it matters to them by discussing your people processes (i.e., talent and performance reviews, hiring, compensation), day-to-day interactions and customer interactions, allowing participants to bring in their own experiences once again.

Because this is experiential, don’t expect everyone to walk away with the same learning. It should be intended to lead to transformational learning by helping people construct new concepts and take away their own conclusions.

5

CREATE AN ACTION PLAN After the session, encourage participants to create a personalized action plan and provide them with tools to help them avoid making biased decisions during talent and performance calibrations. Also, provide them with guides to have open dialogue with their own teams and continue promoting the conversation company-wide.

Next, measure the impact of your program by tracking completion and learner satisfaction, as well as the longterm impact in your engagement and inclusion indexes. Lastly, track employees’ feelings of inclusion by incorporating different questions into an engagement survey and continue to expand your reach to more employees.

By establishing Unconscious Bias training within your company, you’re on your way to creating a more inclusive culture for all.

— Nancy Nazar is Senior Vice President, Organization Development at Rogers Communications.

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Where learning happens D2L is a learning platform for organizations who value learner success as a driver of business success. We believe a great learning experience is critical to driving engagement and retention.

D2L’s learning platform helps prepare and engage your workforce with a personalized learning experience, leadership development, peer-to-peer knowledge sharing, and more.

Find out more at

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© 2019 D2L Corporation. All D2L marks are trademarks of D2L Corporation. Please visit D2L.com/trademarks for a list of D2L marks. The D2L family of companies includes D2L Corporation, D2L Ltd, D2L Australia Pty Ltd, D2L Europe Ltd, D2L Asia Pte Ltd, and D2L Brasil Soluções de Tecnologia para Educação Ltda.