With all the interest I’m seeing in the use of VR for learning, it’s sometimes easy to forget its poorer cousin – augmented reality. The topic of AR tends to pop up towards the very end of the conversation, yet its potential as a learning tool is underestimated. In fact AR is relatively simple to develop – well within the skill set of most of us – and can deliver very valuable learning opportunities. Continue reading “Getting started using augmented reality for learning”
In the survey my organisation ran earlier this year, over half of those companies responding said that virtual reality was the next learning technology they wanted to explore. The research also pointed to L&D teams needing to up-skill their own knowledge about VR, to examine how they might overcome some of the challenges and to find the right place for it within their learning interventions.
One of characteristics of VR is that sessions should be short – say up to 5 minutes at any one time – and this provides L&D professionals with an ideal opportunity to introduce VR into the mix sooner, as part of a blended offering. It’s very understandable that a large-scale, high-end VR project is not something that you undertake lightly, but starting with something short and simple – and with a large audience appeal – makes perfect sense and is a great way to get started. Continue reading “Adding VR to your learning blends”
Recently many of the conversations I’ve had have turned to the topic of integrating individual talent-related systems together to create one seamless user experience and how that should look. Industry analysts also report that this is a growing area of interest. I know, from personal experience, that it’s pretty straightforward to find best-of-breed standalone solutions, but much harder to find the one system that perfectly integrates these all together, with sacrificing functionality along the way.
I’ve taken a step back and taken a holistic view of what an integrated talent suite should offer, not so much in terms of the user experience – as important as that is – but in terms of the functionality that will add the most value to the business. For me, it’s the story told by the data that originates from each component in the mix that provides the real impetus to integrate. And the problem I believe we are trying to solve: finding, developing and retaining the maximum number of high-performing staff to deliver the business’ objectives. Continue reading “Designing an integrated talent suite that adds value”
In a yet-to-be-published piece of research, learners have reported that one of their top motivators for learning is to be able to do their job better and faster. But we don’t always then see the supporting levels of learning activity, nor do we always feel that the learning that is being undertaken is truly aligned to the needs of the business. Other surveys then suggest that employees aren’t actually that aware of their organisation’s goals, which only compounds the matter.
As L&D professionals we need to do more to “join up the dots” and I believe that personal development planning is the glue that binds performance management to learning. If we can give learners clear signposts as to what they should be doing, what learning can support them in that and clear feedback on how they are doing, then this would transform learning at work. Continue reading “Digital personal development planning”
One of the major issues with a digital on-boarding experience is the fact that it can quickly become a victim of its own success, with the result that it becomes unwieldy. It seems that every stakeholder in the organisation wants to see something from their part of the business included in the programme and it’s always deemed “mandatory” that every new starter completes it.
The outcome: new starters and their line managers complain that their first days or weeks on the job are taken up with e-learning – blame is more easily placed on the method and not the content – and stopping the employee getting on with their new job. You then have to start unpicking it and negotiating with certain stakeholders to remove their content from the programme. In this second of two posts, I will look at what should be included and how. Continue reading “Defining a Successful Digital On-boarding Experience”
E-learning: the cornerstone of nearly every corporate employee’s on-boarding, induction or new employee orientation – whatever name you give it. Associated with a seemingly never-ending number of compliance training courses, it’s the bit your new recruits are eager to put behind them and that causes L&D and HR administrators much stress and heartache. And it’s undoubtedly a major cause of the dissatisfaction with e-learning, when that need not be the case.
But it’s not just the general malaise that it can induce on your new starters that should be of concern. It’s critical that your overall on-boarding process hits the mark for each person. The evidence shows that getting things wrong here can have a major impact on your business. So it really is time to take a new look at your digital on-boarding programme. In this first of two posts, I will look at why it’s important to get this right. Continue reading “The Importance of Getting Your Digital On-boarding Just Right”
Over the last few weeks, I’ve had a number of forward-looking conversations with L&D professionals about learning in the digital workplace; and in particular about learning within a digital workspace set-up. A digital workspace is a concerted effort by organisations to provide their employees with a personalised environment to enable each individual to organise their digital tools and sources of information in an efficient manner to allow them to maximise their personal productivity.
As the desire for deeper integration of our systems grows, moving to a digital workspace concept gives us the chance to explore how we can make accessing a variety of tools as seamless as possible. For L&D and HR, this should also mean making learning and performance management more visible on a day-to-day basis. Continue reading “Learning and Performance Management and the Digital Workspace”