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xAPI - The training industry is about to get a lot more exciting. And it’s about time. Every other function in our organizations has better data than the training department does. Manufacturing, sales, marketing, finance and logistics all have rich datasets to mine about the leading and lagging indicators of success. Over here in training, we have completions, test scores & questions, and time spent in training, and maybe data from a few other isolated tools. The Experience API, or xAPI (perhaps you know it as the Tin Can Project), affords us the opportunity to leap-frog this situation, giving us not only better data but industry-wide interoperable data like no other function has.   
Tracking and assessing workforce-diversity programs shouldn’t be hard work, but it should be a top priority. Because businesses benefit when they employ highly engaged workers with different backgrounds, HR leaders and hiring professionals contribute directly to a company’s success when diversity programs meet their goals. The opposite also is true: Workforce-development professionals who do not effectively measure the outcomes of their diversity programs are in danger of having the programs — and perhaps their jobs — deemed expendable. Ongoing competitive pressures are driving business leaders to demand that all investments return bottom- or top-line improvement, including workforce diversity programs.
Organizations are finally realizing that people learn more of what they need to be effective at their job through informal channels, on-the-job experiences and coaching than they do through more formal means. When it comes to developing and executing the learning strategy, however, companies continue to look at things completely upside-down. The vast majority of the learning delivered within organizations is through formal classrooms and e-learning courses, which only accounts for about 10% of the learning that occurs. Even within that 10%, retention rates for single, formal learning events are abysmal, with most learners forgetting close to 90% of what they learned over time. What opportunities are companies missing to help people retain more of what they are learning and discover new knowledge through other, more informal channels?  
There’s no question, big data is a hot topic, to stay competitive in today’s market, organizations have to leverage Big Data.  Harvard Business Review dedicated an entire issue (October 2012) to the topic. A new book, Big Data: A Revolution That Will Transform How We Live, Work and Think (Mayer-Schonberger & Cukier, 2013), explains the issue in detail. This whitepaper illustrates how Metrics that Matter® (MTM) is a Big Data solution and how MTM aligns to these industry standards and widely accepted Big Data definitions.  
AN EXCERPT FROM FROST & SULLIVAN’S ‘ENHANCING OMNICHANNEL AGENT PRODUCTIVITY’ REPORT - NOVEMBER 2016 There is no substitute for the human touch provided by omnichannel contact center agents when connecting virtually with customers for complex service and sales support issues. Agents are the linchpin to successful and profitable Customer Experiences. But it’s costly to hire, train, manage, accommodate, and equip agents to perform these essential tasks. Wages and benefits comprise the lion’s share of operating expenses (65%-70%). Moreover, having contact center agents work on premise incurs significant real estate, facilities, and equipment outlays. In today’s competitive environment, organizations (businesses, non-profits, and government agencies) must delight customers and control costs in order to exceed their goals and spur growth. Ensuring that contact center agents are productive and engage with learning is essential. Recommendation: Click below to download
What Are The Most Effective Tips For Successful Learning Management System Implementation?  By Tridib Roy Chowdhury I've had the opportunity to work with numerous clients over the years. Each had their own unique requirements, budgets, and list of must-have features. Regardless of their differences, I always share the same LMS implementation tricks to ensure a smooth and stress-free LMS implementation process. Click below to download this White Paper.
The Big Why We are at a critical juncture. At this very moment, the world is experiencing a monumental shift in the way everyone works and learns. A Fourth Industrial Revolution1 is ushering in cyber-physical systems involving entirely new capabilities for people and machines. We’re seeing the impact in retail, construction, manufacturing and healthcare. No industry is immune. These sweeping advancements in technology will require augmenting current skills and developing new ones to meet the demands of the future. Not just proficiency skills, but social and managerial skills that will have tremendous impact on how everyone, and every "thing," works together. The next 10 years will be completely different from the last 50. Yet the majority of organizations aren’t keeping pace, offering stagnant content and stale learning experiences. Click below to download the white paper.
NeuroTracker evolved out of a pure science approach through years of research at Prof. Faubert’s Visual Psychophysics & Perception Laboratory. Designed to uniquely measure and enhance high-level cognitive function, it has become established as a valuable research tool for understanding human performance. The not-for-profit CogniSens Applied Research Center (ARC) supports an increasing number of NeuroTracker research projects across a variety of science disciplines. To date, published studies discovered important neuroscience findings in the following areas. Measurement NeuroTracker provides objective cognitive metrics on brain functions fundamental to human performance, and also relevant in cognitive conditions. High-level mental processing is required to perform NeuroTracker at increasing speed threshold, as such, measures have been found to differentiate elite performers from amateur, reveal characteristic of brain development with age, identify impairment with healthy aging or learning related disorders, and possibly to help to detect function-related brain damage, such as with concussions, and reveal non-contact sports injury risk.  
New managers can develop into high performing future leaders. Or, they can flail and fail-costing your company hundreds of thousands of dollars. Learn what you can do to ensure new manager success. Download our paper to learn: The 3 major problems most companies have with new managers Which 4 critical management skills should be developed How coaching new managers can lead to dramatic improvements in new manager performance
Sales Enablement: How do we do it? The phrase sales enablement has become a standard term in the language of those who support sales performance. There are currently 37 LinkedIn groups with this phrase in their titles. There are software companies, products, consultancies, and all kinds of online resources that include sales enablement in their names, descriptions, or value propositions. It's a great descriptive phrase for marketing products and services, but, like many such catch phrases, means different things to different people. This free white paper from Dr. Carl Binder, originator of The Six Boxes®, will help your sales leadership team understand and implement these concepts and - yes - enable your sales team to perform at its highest potential.
Outcomes-based learning is proactive. It engages learners, building on pre-existing knowledge, skills, and experiences, and fills in the gaps. It promises measurable results. After training, an outcomes-based approach tracks how many times learners use their new skills in their daily work.
Will this be recorded?” It might just be the most commonly asked question at the start of virtually every training event. And the good news is that nowadays, you can almost always answer, “Yes.” Great. But then what? According to a Wainhouse Research study, 87 percent of employees1 agree that having access to recorded training classes, webinars, and other events makes it easier to revisit crucial information when it's needed most. Today, recording training sessions is quickly becoming standard practice. And the benefits are well known. Among the many positives, video helps learning and development (L&D) teams provide employees with a comprehensive resource to reference after the training ends, and also provides employees unable to attend with access to the information on-demand. But good intentions too often fall short once the training session ends and the recording stops. For all its benefits, video also presents challenges when it comes to storing, sharing, and even playing recordings. Left unsolved, those shortcomings make video content burdensome for employees simply looking for quick information that helps them perform their jobs. Fortunately, there is a solution. A video content management system (or video CMS) solves the most common problems of managing and sharing video. In this paper, we'll review the five biggest challenges organizations face when using video to support corporate learning. Then we'll examine how a video content management system helps overcome those challenges to better enable video-based learning.
"Will this be recorded?" It might just be the most commonly asked question at the start of virtually every training event. And the good news is that nowadays, you can almost always answer, "Yes." Great. But then what? According to a Wainhouse Research study, 87 percent of employees1 agree that having access to recorded training classes, webinars, and other events makes it easier to revisit crucial information when it’s needed most. Today, recording training sessions is quickly becoming standard practice. And the benefits are well known. Among the many positives, video helps learning and development (L&D) teams provide employees with a comprehensive resource to reference after the training ends, and also provides employees unable to attend with access to the information on-demand. But good intentions too often fall short once the training session ends and the recording stops. For all its benefits, video also presents challenges when it comes to storing, sharing, and even playing recordings. Left unsolved, those shortcomings make video content burdensome for employees simply looking for quick information that helps them perform their jobs. Fortunately, there is a solution. A video content management system (or video CMS) solves the most common problems of managing and sharing video. In this paper, we’ll review the five biggest challenges organizations face when using video to support corporate learning. Then we’ll examine how a video content management system helps overcome those challenges to better enable video-based learning.
Traditionally, succession planning has been a lengthy process: identifying top talent early, grooming candidates for promotion and then moving employees through jobs to prepare them for future opportunities over many years. Today’s workers, however, may be unlikely to remain with a company long enough for a slow-paced succession plan to succeed. How can organizations plan for filling future leadership positions in this environment of fast change and job mobility? Is traditional succession planning a thing of the past? Find out more in this white paper. 
In today’s workforce, change is the only constant - and the pace of change is accelerating. Again and again, organizations must adapt to a competitive environment filled with emerging disruptions. Even the disruptors are being disrupted! No industry is immune, and the stakes couldn’t be higher. How can you make sure that your organization is prepared to navigate through periods of transformation - to not merely do things a little differently than before, but make fundamental changes? This guidebook takes a deep dive into a people-first approach to true transformation. Experts like Dean Carter and William Tincup offer their perspectives on: Putting your people first when planning for digital transformation Navigating the future of talent management Leveraging transformational changes in recruiting Ensuring HR plays a pivotal leadership role in your transformation plans Meeting the challenges of AI and automation head-on
Ready or not – digital transformation is here. Read this eBook to discover the talent development best practices you – and your people – need in order to future-proof your organization while putting your people in the driver's seat of their own experience. You'll gain insights into: Determining your organization's level of digital transformation preparedness Coaching strategies to prep your workforce for digital transformation How to champion a culture of learning to enable ongoing employee skill development
Although this sounds like a cheer on the sidelines of a football or rugby game, this could also be your mantra as a performance consultant when encountering resistance from your client!
What Are the Obligations of Managers? In a world that is rapidly approaching eight billion people, rarely do organizations around the world face the exact same challenge at the exact same time. Yet, that is exactly what’s happening when it comes to people being engaged in their work. Here are some telling statistics from Gallup: In France, an abysmal 6% of all employees are actively engaged. In the UK, that number nearly doubles to 11%. Here in the U.S., we boast above-average employee engagement levels with 15% of employees reporting that they are actively engaged. That means 85% of US workers are disengaged or actively disengaged in their work. Click below to download this Whitepaper.  
This whitepaper explores the strategies Training Top 10 Hall of Fame organizations have used to transform their L&D function into a strategic business asset. Case studies explore the evolution of their brands in terms of leadership, business alignment, cultural transformation, change management, and ongoing challenges.
"Performance management" sounds wholly positive. After all, who can argue with better performance? And effective performance management (PM) programs can deliver significant, tangible benefits such as: Increase in time spent on strategic priorities Improvement in employee productivity Jump in project completion rates More decrease in turnover
What is the #1 problem with every training event?  People forget. Research shows that the natural process of forgetting can have a materially negative effect on productivity, budgets, and time. Why? Because decades of research show that people can forget up to 80% of training information in a mere 30 days after a training event takes place.  But the fix is here, and it’s easy.  Download this white paper to learn:  1) Download this white paper to learn: How to augment your training programs so forgetting is minimized 2) What format of learning has the most impact across any learning demographic 3) How the techniques of Retrieval Practice can quickly increase knowledge retention by 90%+ Click below to download this White Paper.
Research shows that effective sales coaching can dramatically improve the performance of sales teams - in some cases driving up revenues by 20% or more. But all too often sales organizations find it challenging to develop a sales coaching program that's embedded in a coaching culture.   Read this 5-page white paper and learn best practices and strategies for developing an effective sales coaching program for your sales organization.   In this white paper you will learn how to: Implement a proven sales coaching model Create a coaching culture Use metrics to maximize the ROI on coaching Turn sales managers into great coaches
While most organizations have articulated some form of a sales strategy, research has determined that 35 - 40% of organizations do a poor job communicating the strategy and goals in a way that makes them meaningful and understandable to others in the organization. In fact, for many organizations, the link between sales strategy goals and salesforce execution is often missing. Logical steps can be taken to ensure that execution actually supports the sales strategy. "When all is said and done, too often, much is said and little is done." — Anonymous Sales executives must coordinate a myriad of important factors to successfully reach their desired market. To name a few, they must have a product or service that meets customer needs and quality standards, is competitively priced, and has adequate distribution. Unfortunately, the sales executive has little direct control over most of these. The sales executive does, however, control how effectively the organization’s salesforce "touches" and influences the customer. The sales executive can ensure that the field salesforce has all the capabilities and resources to sell to potential buyers. How can this be done? This article addresses areas in which disconnects may occur. It gives an overview of our sales leadership model and addresses seven questions that reflect the model, which can result in a profound strengthening of sales leadership by linking sales strategy to sales results. 1.) How do you create a clear link between the overall organizational strategy and the sales organization’s specific sales strategy? 2.) How do you make sure the sales strategy is known and understood throughout the salesforce? 3.) How do you ensure the salesforce has the capabilities required to execute the sales strategy? 4.) How do you make sure the sales strategy forms the foundation for planning and focusing sales resources at thefield level? 5.) How do you make sure the sales organization’s leadership policies and practices support the effective execution of mission-critical sales behaviors? 6.) How do you ensure your salespeople understand how their sales practices and behaviors make possible the achievement of the organization’s sales strategy? 7.) What mechanism can you put in place to track progress towards sales goals that will ensure accountability for, and adherence to, sales practices and behaviors?
Experiential learning presents a highly unique growth opportunity for participants, as well as a tool that planners can use to achieve a specific outcome. Differentiated from more traditional team-building, experiential learning uses a blended approach to learning, integrating activities, exercises, adventure elements, quiet time and ongoing post-event coaching to create powerful programs of leadership development, strategic planning, mentoring and coaching, communication, feedback and observation as well as enhancement of behavior styles.  
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