Dragon Naturally Speaking e-Learning - Training

Thursday, November 29, 2012

Dissatisfaction high amongst employees due to poor communication

Nearly nine in 10 (86 per cent) of the UK workforce report that they don't get the training and guidance required for their role from management.

That was the key finding in a new study by business performance consultants Lane4, which revealed that nearly a third (32 per cent) of employees are looking out for new job opportunities.

Worryingly, more than half (57 per cent) of workers don't believe they are being communicated to clearly about their own career progression. And more than three quarters (78 per cent) of staff also feel their company does not communicate to them effectively, leaving them wanting to know more about the organisation they work for, according to the study of 1,500 UK employees. 

And it's workers in Northern Ireland who suffer the most, with nearly half (45 per cent) of employees claiming they don't get told what's going on.

In contrast, workers from the West Midlands feel they are communicated to by their seniors about the company very well, with more than half (57 per cent) reporting this.

Despite a year of successes being celebrated across the nation with the Olympic and Paralympic Games, when it comes to the workplace it is a different story.

Almost half (43 per cent) of workers feel their current workplace doesn't celebrate - or even communicate - company successes, which would have a positive effect on staff morale if successes were marked more often. 

And it could be inter-office relations that lead to communication breakdowns throughout the business, as more a third (39 per cent) of workers reported poor dynamics in their team.

Speaking about the report, Lane4's managing director and Olympic gold medallist, Adrian Moorhouse, said: "Ineffective communication between employees and management has serious consequences on both morale and performance.

"With over three-quarters of workers reporting they don't feel like they're being communicated to by their senior management, there's a real opportunity for business leaders to develop a line of sight between the visions and strategies created by senior levels. This will ultimately help to drive employee engagement, which we know has a direct impact on business results."


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Women need development to progress, report reveals

Women have a strong appetite for personal development and have identified behaviour-led skills as opposed to more functional skills as a key to progression.

That was a key finding in a report by coaching company Talking Talent, which surveyed more than 2,500 women on their careers, in addition to skills and support needed to overcome these issues.

Research revealed that self-belief and confidence (56 per cent) was ranked as the highest requirement for all ages, with networking (54 per cent) as the second highest priority and building brand/profile (40 per cent) third. According to the study, the latter two skills are often perceived to be areas which men perform better in and indeed perform better in.

Employers are advised that greater support is needed for women in these areas. In supporting this self-development, the research outlines greater management support (53 per cent) and coaching and development (48 per cent) as the most important tools to break down barriers and to help women progress, closely followed by that sought after improvement in flexible working (46 per cent).

Chris Parke, CEO of Talking Talent, said: "Companies need to support women at all stages and introduce interventions to prevent barriers arising, enabling talent to move through the business at a quicker, and more consistent pace.

"As the research highlights, interventions such as coaching are in demand and for high potential women in particular it can be critical in preparing them for senior and board level roles. But they must be only part of the solution. This needs to be a holistic approach which involves the organisation, the managers and the employees. The role of the manager cannot be overstated but they themselves must receive the right support and challenge to ensure they can make good organisational policy a day to day reality.

"Organisations need to ensure they have the right mechanisms in place to enable managers to make flexible, part-time and alternative career paths work. Overlaid on top of that managerial support, each organisation must also evaluate how it can provide more female role models and senior mentors."


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Report highlights benefits achieved through learning technologies

Benchmark research company Towards Maturity has unveiled the findings of its major annual learning technology benchmark study.

This year's study highlights how top learning companies are achieving major business benefits.

Towards Maturity's research analysed its three year benchmark data to identify 700 organisations who were reporting tangible business improvements and found that top learning companies amongst them are achieving through technology reduction in study time, 25 per cent reduction in delivery time, 22 per cent reduction in cost of training, 25 per cent improvement in learning reach and 22 per cent improvement in time to competency.

It also highlights that nine out of 10 L&D professionals are looking to integrate learning and work, with 41 per cent saying it is critical today.  Despite this, there is a mismatch between the benefits that organisations hope to achieve through learning technology compared to what they are actually achieving.

Top learning companies are seven times more likely than the bottom quartile of learning companies to report improvement in talent, performance and staff motivation. In addition, they are more likely to allocate their learning resources to strategy, planning, content development and supporting collaboration. In contrast the study found that the average organisation focused more on administration and delivery.

Laura Overton, managing director of Towards Maturity, said: "Organisations are more aspriational than ever before, but top learning organisations are highlighting the need to flip our thinking about the way that learning and performance is supported. This year's report investigates what is holding organisations back and what we can learn from top learning companies to bridge the gap between learning and work.

"I urge the learning industry to download our independent free report and understand how the use of technology has changed since we started this study nine years ago. My thanks to the 2200 organisations that contributed to our benchmark over the last nine years."

Finally, the study highlights that whilst many organisations recognise that learners learn more from each other than from course content, few have strategies in place to encourage and foster peer-to-peer learning. Disappointingly, implementing e-learning was not seen as a management priority by 53 per cent of organisations surveyed in 2012, up from 45 per cent in 2011.


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Atkinson: Interim managers could help BBC through crisis

The BBC should look to interim managers to combat the recent scandal that have taken place within the corporation, TJ were told today.

Jason Atkinson, managing director of Russam Interim and chairman of the Interim Management Association (IMA) believes that the BBC should be looking externally to avoid the nepotism that continues, instead of promoting internal employees to help them through the crisis they are currently encountering.

Atkinson argues that interim captains are often former captains in different industries and have a clear business of what is needed to guide businesses through turbulent times.

"The BBC doesn't need another person with a BBC background, but a heavy-weight business executive with a track record of successful leadership roles and knowledge of how to achieve organisational transformation," he said.

"Interim managers are often former captains of industry - strong business leaders with a clear perspective of what is needed to guide a business through turbulent times. The BBC is going through a crisis now, but much of this has been brewing for years and many of the same people who move up through the ranks have been part of this culture.

"We work with many interim senior executives who have years of experience in other sectors and understand how to turn around a business around. Such individuals could bring their expertise, knowledge and best practice to the BBC. It's time for the BBC to shake up their management structure and look for business and leadership experience rather than a journalistic or BBC background.

"The BBC can't continue to look inwards for solutions and the Greg Dyke's of this world are extremely rare.  Something needs to change and bringing in an interim manager, which many forward thinking companies do when they acknowledge they don't have the skills within, could help change the culture of nepotism and help the corporation move forward positively and with confidence."


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Comprehensive dialogue needed over skills issue, MP urges

The time is ripe for comprehensive dialogue over the best ways to attract, develop and keep skilled and resilient third sector workforces and leaders.

That was the key message from Government to third sector organisations at the charity and voluntary sector skills and people development conference held in London this week.

Nick Hurd MP, the Minister for Civil Society and keynote speaker at the conference addressed chief executives, trustees, senior managers, HR leaders and other sector representatives from charities and voluntary organisations following last month's announcement of an Office for Civil Society review into leadership and skills in the sector.

Hurd said: "The difference between success and failure, effective performance and mediocrity has always been about people and about leadership".

The Minister pledged a "swift and pragmatic" review involving not just in-house conversation but dialogue with external individuals and businesses who currently work with the third sector, or who would like to, in order to produce the "cohesive and effective strategy for skills and leadership" which he felt the sector currently lacks.

Reflecting on how proactive workforce development is critical to success, he said the sector's need to embrace recent "seismic" technological developments in order to bring transformational change to the way it mobilises people and creates income.

Looking ahead to the work of the review, he added: "We need to remain courageous in finding a more cohesive framework for developing skills and unlocking the potential for civil society to enable and help more people and give more people a voice."

Our People Our Skills Our Future was held at London's CBI Centre and was organised by independent charity Skills - Third Sector, as part of its ongoing work to support the development of an ambitious, skilled and adaptable third sector workforce.

Dame Mary Marsh, director of the Clore Social Leadership Programme and former chief executive of NSPCC, appointed last month by Nick Hurd MP to lead the sector leadership and skills review, joined the Minister as a keynote speaker at the conference. She echoed his promise of a short review process - of six months - and said: "We are concerned about the critical gaps in our capacity, and we will be looking for a range of potential solutions. We have a sense of where some of the gaps are, but we want to open the discussion as widely as possible, both online and face to face." 

Sharing insights into the implications of effective leadership, she saw an urgent need to widen the sector's trustee profile, which she felt was currently too narrow and lacking an "appetite for risk". She also told delegates: "I do not think we are very good at all at attracting graduates and young people who want to make a difference in society. We need two-way traffic with other sectors, and the development within the sector of supported career progression paths and refresher opportunities". She further highlighted the importance of recognising and learning from existing good practice; collaborative working and an entrepreneurial approach to challenge; the development of peer mentoring and support initiatives, in addition to embracing digital communications as a force for overcoming exclusion.

The voluntary sector employs 765,000 paid staff and works with 19.8 million volunteers.  Despite this, many of the sector's organisations say that 'skills gaps' impact negatively on their effectiveness and efficiency.

Summing up the conference, Keith Mogford, chief executive of Skills - Third Sector, said: "We cannot afford to become complacent and not continue to pay attention to investing in our skills; we may have the right skills for today, but we need to ensure we also have the right ones for the years ahead."


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Partnership leads to creation of coaching scheme

Three organisations have teamed up for a project designed to advance the professional coaching and mentoring industry.

After years of working together, The Association for Coaching (AC), the Europe Mentoring & Coaching Council (EMCC) and the International Coach Federation (ICF) have created the Global Coaching & Mentoring Alliance which aims to make a difference to the emerging profession and society as a whole.

At a recent conference, they agreed to create a framework for the future, produce a unified industry agenda, determine how to reach critical stakeholders, and establish criteria for additional bodies joining the Alliance in the future. The Alliance is currently reviewing other professional coaching organisations to extend joining invitations.

AC's CEO Katherine Tulpa, said: "We are thrilled by the potential this alliance can bring, in our collective journey for coaching and mentoring to become a sustainable profession, and most importantly, make a real impact to those we serve."

"This [alliance] marks a key milestone in coaching history, in that it shows that we can achieve more together, than apart, and speaks to some of the founding principles that coaching is built upon - those based on collaboration, growth, and being future oriented."

EMCC President Lise Lewis added: ""This alliance is a turning point and creating it has been driven by EMCC's response to our member and client sponsors who look to us to create clarity in the world of mentoring and coaching.

"All three bodies are already jointly committed to self-regulation and together we will be instrumental in further co-operation on professionalisation whilst acknowledging our differences.

"This alliance will contribute to EMCC's mission that mentoring and coaching will play a vital role in benefiting society."


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Tuesday, November 20, 2012

IBE: Businesses need to restore trust with the British public

There has been a substantial decline in those that believe British businesses behave ethically, according to a new survey from the Institute of Business Ethics.

The annual report from the IBE found that more people think that executive pay needs to be addressed in corporate behaviour than any other issue, with a third selecting it among their top three priority issues.

Astonishingly, only 48 per cent of British adults believe that British business is behaving ethically - down 10 per cent from last year. This year's result is similar to the all-time low of 47 per cent in 2003, the year the survey was first conducted.

The survey also examined attitudes towards ethics in business over time. There remain mixed views on how ethically business behaves compared with 10 years ago.

A quarter (25 per cent) say business behaves the same as it did ten years ago (a decline of five percentage points from the 2011 figure of 30 per cent). Just more than a quarter (28 per cent) of the public think British business behaves more ethically now than 10 years ago (the same proportion as in 2011). The same proportion (28 per cent) in 2012 think business behaves less ethically now than 10 years ago.

As in 2011, women (18 per cent) were significantly more likely than men (11 per cent) to say harassment and bullying in the workplace is an issue that needs addressing.

Philippa Foster Back, director of the IBE, said: "This year' s results should act as another wake-up call to business that action needs to be taken in order to restore trust with the British public.

"Executive pay continues to trouble the British public - while the country tightens its belt, extravagant bonuses and rewards for failure tarnish business's reputation.

"Scandals such as LIBOR have meant that the ethics of business has yet again become an issue of direct concern to the general public."


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Benchmarking guru wins gold at E-learning Awards

Benchmarking specialist Laura Overton has been recognised with the E-learning Age Special Achievement Award at this year's E-learning Awards.

Overton, managing director of benchmarking company Towards Maturity, was praised for her impact in helping to improve the use of learning technologies at work over the last 20 years.

In the judges' citation, it was recognised that she has helped employers to fulfil the potential for learning technologies at work, in addition to closing the gap between policy and employer needs and encouraging good effective practices worldwide.

On hearing about the award, Karen Price, CEO of the Sector Skills Council, said: "We are pleased that Laura has won this award, she has made an enormous contribution to e-learning over many years. Her skills, knowledge, passion and leadership have brought together a fragmented sector, which is now making a real difference to the lives and skills of so many people."

Nearly 500 people gathered to celebrate industry excellence at the E-Learning Awards gala evening on the 8th of November.  A record 43 bronze, silver and gold awards were handed out. The winners included six Towards Maturity Ambassadors - QA, Epic, Redware, LINE, Brightwave and Kallidus.

Laura Overton set up the Towards Maturity's Ambassador Programme more than two years ago.  Twenty-one learning specialist companies make up the programme, which work together as ambassadors for change, identifying and improving good practices, raising awareness and driving the whole learning technology industry forward.

Speaking about the award, Overton said: "I am so proud to receive this award. I am passionate that this industry learns from each other, especially when it comes to technology. That is why I started the Towards Maturity Benchmark Study nine years ago. My thanks to E-learning age for this prestigious award and the 2200 companies that have contributed to my benchmark."


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TGB to train young people in mandatory programme

TGB Learning has announced that it is expanding its services across Derbyshire after landing a Government contract to deliver the Derbyshire Mandatory Youth Activity Programme.

TGB, which has more than 20 learning centres across the country, will work with young people between the ages of 18- to 24 who have been unemployed for more than 26 weeks and have not yet been referred to the Government's Work Programme.

Young people will go through an eight week scheme involving four days each week on a work placement and six hours a week job searching. It is expected that around 2,000 across Derbyshire are expected to be referred to the scheme over the next 18 months.

Andrew Conlan-Trant, head of TBG Learning, said: "We're delighted to be furthering our careers guidance and support to young people from across the county through the Derbyshire Mandatory Youth Activity Programme.

"The programme will be led by our teams in Alfreton, Chesterfield, Derby and Ripley, along with our partners across Derbyshire, and will provide excellent support and work placements for young people who are unemployed to help get them into work.

"We already operate a range of services to help people across Derbyshire develop and hone their skills, boost confidence and get back into work and we're really excited to be adding this new programme to our service offering." 

Sue Fielding, senior district employer and partnership manager for Jobcentre Plus, said: "Jobcentre Plus (Derbyshire) is excited about the launch of this programme.

"This is the first mandatory programme to be developed by a Jobcentre Plus district. It has been designed to give young people work based experience and instil basic work habits, such as turning up to work on time and every day, working in teams and many other elements of full-time activity, while at the same time making a positive impact in their community.

"By gaining these fundamental work disciplines, young people referred to DMYAP will be more likely to move into employment."


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Too many workers under pressure, study finds

The UK's workforce is heading for a wellbeing meltdown, according to a new study from professional services firm, Tower Watson.

The Global Workforce study, which surveyed 32,000 employees worldwide, reveals that more than one in three UK employees (34 per cent) say they are often affected by excessive pressure in their job. More than half (58 per cent) said that they have been working more hours than normal over the last three years and half expect this to continue for the next three years.

From pay cuts to longer working hours, the GWS highlights the demands on workers that the recession has brought about, with only half (53 per cent) of UK workers feeling their stress levels at work are manageable. Despite increasing requirements for businesses to provide workers with advice on health and well-being, just a third (31 per cent) of employees feel their senior leaders support such policies.

According to the research, British workers feel a need to display their commitment to the job as more than a quarter (26 per cent) have not been using as much holiday or personal time off over the last three years. This coincides with a trend for cutting workforce numbers, leaving one in five employees (22 per cent) feeling that the amount of work they are asked to do is unreasonable with around a third (30 per cent) believing their organisation is under-resourced.

Results for the UK were broadly in line with those seen across Europe, the Middle East and Africa (EMEA) with similar numbers of workers feeling that there was excessive pressure, longer working hours and fewer resources available in the workplace.

Charles Fair, senior engagement and well-being consultant at Towers Watson, said: "This research raises huge concerns over our country's health and well-being at work. Several years of economic uncertainty have led to increased anxiety around job security with workers putting in longer hours than ever, raising concerns of 'burn-out' amongst British workers. Businesses should act now to avoid a 'work until you drop' culture turning into the norm with workers becoming increasingly unproductive, something our economy can ill-afford at the moment."

Towers Watson has also identified a clear link between the levels of well-being and engagement in a company's workforce and organisational performance. Its research database shows that organisations with low engagement produced an average operating margin of around 10 per cent while organisations with high sustainable engagement performed nearly three times better with operating margins of over 27 per cent.

Fair added: "Our employee research findings put the GWS results into sharp focus. If employees are overworked and stressed then their levels of engagement, morale and well-being are correspondingly low and this can have a real impact on the bottom line for many organisations. Understanding employees' needs and putting in place a thorough health and well-being strategy can pay dividends for organisations of all sizes."


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CLC announce winners of charity awards

The winners of the Charity Learning Awards 2012 are celebrating their success after being presented with their accolades at the Charity Learning Conference last week.

The Charity Learning Consortium has grown from a small pilot group in 2001 to a community of more than 100 charities, housing associations and non profits, with collaboration the main focus of attention.

The judges praised standard of submissions this year and several charities also mentioned how participation in Towards Maturity benchmarking has helped them progress on their eLearning journeys.

Martin Baker, founder and CEO of The Charity Learning Consortium, said: "Huge congratulations to all our very worthy winners - although in my mind all of our members are stars, showing huge commitment and dedication to the continuing professional development of staff and volunteers within their organisations.

"It's been particularly rewarding to see evidence of how our members meetings and initiatives have been inspirational. We will continue to strive to find innovative ways to support excellence in technology-led learning."

The winners are as follows:

Winner - Best means of engaging your audience: Addaction

Commendation: Barnardo's

Winner: Best overall online programme: The Royal National Lifeboat Institution

Commendation: The National Autistic Society

Winner: Getting started, or restarted on your eLearning journey: Blue Cross

Winner: Getting started, or restarted on your eLearning journey (Small Charity Award): The Aldingbourne Trust

Commendation: Addaction

Dedicated eLearning professional: Suzie Micallef, talent development manager, The Children's Society

Innovation in resourcing: TACT

Embracing technology: Cats Protection


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Scheme launched to deliver more apprenticeships

CITB-ConstructionSkills has launched a new initiative which enables apprentices to complete a full apprenticeship programme by working with a number of different employers.

The Shared Apprenticeship Scheme is a new skills intervention which has been set up to address some of the difficulties faced by employers  who want to support further skills development while working on regional contracts but are not in a position to offer a full term apprenticeship.

Delivered in conjunction with a series of strategic regional partners, such as housing associations and local authorities, the Shared Apprenticeship Schemes deliver the apprenticeships by working with national or local contractors in the area to match the apprentices with suitable opportunities.

CITB-ConstructionSkills is rolling out the programme following successful pilot schemes which tested the new approach in Lancashire, Merseyside and Wales. Ten new schemes will be developed over the coming year. It is anticipated that the schemes will support the recruitment of up to 500 additional apprentices each year.

Steve Hearty, head of employer services at CITB-ConstructionSkills, said: "The Shared Apprenticeship Scheme is a fantastic programme which will help to tackle head on some of the major challenges that the industry faces in ensuring we develop the right skills, in the right places, at the right time.

"All apprentices on the scheme will be offered the opportunity to achieve a level 3 qualification in the apprenticeship they undertake. For both employers and apprentices it provides a simple and effective solution that does not substitute traditional recruitment but instead drives additional skills development to meet the needs of employers and industry.

"More widely, however, shared apprenticeships will put industry in a far better position to develop and grow the skills base that's needed at a local level and in line with our forecast projections for future demand. This with strengthen the industry's ability to meet future demand and take advantage of opportunities when the upturn comes."


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Saturday, November 17, 2012

Organisations to share learning results using technology

The European Learning Industry Group has launched a project to enable the workplace learning industry to share their success stories of learning using technology.

The scheme has been launched with the aim of changing the way Europe learns by highlighting the evidence hidden within individual stories and bringing them together as a collection of micro-stories to be shared to help inspire others.

ELIG recognised that the workplace learning industry is not always understood and has struggled to successfully demonstrate the potential impact that learning using technology can have on the success of an organisation. The stories highlight to business leaders that new ways of learning are already influencing business agility, competitive advantage and improving the bottom line.

The initiative saw a broad range of organisations from a number of sectors coming together to compile an initial collection of stories. ELIG members were invited to vote, over a six month period in 2012, on which showed the best business results and best diversity. The final top 10 winning stories from this process were then compiled. These include stories from Ford, Ikea, Speexx, Caterpillar, The Columbian Government, The NHS, Boots, Cisco, Howdens and Learndirect.

These top 10 micro-stories are available for all on the ELIG website, and as a collection, they tell a story of how the right kind of learning can contribute to an organisation's bottom line.

Richard Straub, secretary general of ELIG, said: "Our key aim at ELIG is to be a catalyst for changing the way we learn in organisations.  This collection of amazing stories demonstrates to leaders that they must take notice and recognise the power of learning technologies in their organisation and demand more from it. We have reached a tipping point where, for the first time in recent history, we have the means to create what used to be heralded as the learning organisation before its time.

"The intelligent blending of traditional formats, with multimedia and social media has the potential to finally achieve the step change that we have been aspiring to for the last decade."

ELIG encourages everyone to share and re-tell these stories, through social media and the learning press, and to take them to the organisations decision makers to show what learning, and in particular learning technologies can do.

Laura Overton, vice chair of the ELIG Marketplace Group and founder of Towards Maturity, added: "Our own research with over 2200 businesses clearly shows that, used well; learning technologies are reducing time to competency, saving money, improving staff retention and motivation and driving productivity. This ELIG initiative helps bring those benefits to life so that learning professionals across Europe can build more effective business cases for change."


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Judge on quality, as well as quantity, CEO urges

SummitSkills has welcomed the conclusions of a BIS report that suggests quality, and not just quantity, should be the UK's focus for apprenticeships.

Produced by the House of Commons Business, Innovation and Skills Committee, the apprenticeships - fifth report is the result of an inquiry that was announced in December 2011. Among the issues it set out to investigate were the impact of the National Apprenticeship Service, current funding arrangements, whether there is a need for extra funding, the quality of apprenticeships, and apprenticeship bonuses. 

The Committee's findings were published on last week to a positive reception from organisations including SummitSkills, the sector skills council for building services engineering.

Keith Marshall OBE, chief executive of SummitSkills, said: "We welcome the BIS Select Committee's report on apprenticeships which addresses many issues close to our heart as a sector skills council. We agree with much of what it says, in particular the need to concentrate equally on the quality and not just the quantity of apprenticeships.

"Together with the Holt Review published in the summer and the Richard Review, which we hope to see published later this month, the Select Committee's report will help to create a picture of the general state of apprenticeships and where the UK must direct its attention to secure a successful workforce for the future. The Richard Review should be the last part of the jigsaw and we are looking forward to seeing how our input is reflected in its findings."   

Last year, the Government invested £1.2 billion in the apprenticeship programme.  The Select Committee report welcomes an increase in apprenticeships (457,200 people started new training as an apprentice last year) but is concerned that rapid expansion of the Government's apprenticeship programme could result in a lack of focus.

In particular, the report suggest that the UK should not be satisfied with only providing entry level apprenticeships and that Government, employers and schools need to be far more ambitious in expanding and delivering higher and advanced apprenticeships.

In their report, the Select Committee said: "While we welcome the expansion in apprenticeship starts, the success of the apprenticeship programme should not be judged by numbers alone. At present, the National Apprenticeship Service's objectives are too heavily weighted on numbers. In the future, the quality of the programme should be seen as an equal priority, and should be assessed rigorously."


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QA wins gold at eLearning awards

In recognition of its expertise in social and virtual learning, QA has been awarded gold at the eLearning awards for the best use of social media for learning.

The award recognises QA's own use of social media to supplement its sales teams' learning and development.

The development of Sales365 - QA's internal social learning platform - was a strategic move to help QA to deliver on challenging business objectives. "We set ourselves tough business targets," said Stuart Martin, group sales director at QA.

"QA has been very successful in recent years, with our revenues hitting over £100 million and our customer quality scores improving year on year - but we did not want to rest on our laurels and were keen to continue on this path of growth."

The award's judging panel were specifically looking for businesses which had used social media to supplement existing learning architecture. Sales355 does just this, enabling the QA sales team to share knowledge internally and ask questions of each other, whilst at the same time allowing the management team to be able to communicate key messages, improve service quality and remove the barriers of managing a geographically dispersed sales team. 

Ron Edwards, QA's head of virtual learning, said: "Sales365 provides an ideal example of how successful social learning can be when it is aligned to business needs and when it supplements existing learning architecture. Working with internal stakeholders in the sales team we were able to identify learning and collaboration needs, prescribe the most appropriate solution and then measure the results on business performance. A true example of practising what you preach!"


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Network Rail employees get on the right training programme

Integrated training services provider Thales Training & Consultancy has been appointed by Network Rail to provide bespoke leadership and management training courses and workshops.

The contract will see the training provider manage the administration and delivery of five new training modules to more than 2,000 senior roles including programme directors, project managers, asset managers, sponsors and engineers.

"Development of the national rail infrastructure requires a clear understanding of whole life cost and effective requirements management," said Martin Arter, programme and technical services director of Network Rail's infrastructure projects division.

"Thales Training & Consultancy have worked with us in a strong collaboration involving our professional development & training team and colleagues throughout the business in order to develop a compelling programme that will ensure that our employees have access to the highest quality training tailored directly to their needs, and forming part of our integrated management and technical training portfolio."

After reviewing a number of learning and development suppliers, Network Rail selected Thales Training & Consultancy because of the strength of its training offering, its bespoke approach to delivery and extensive heritage in the systems engineering sector. Network Rail was especially drawn to Thales Training & Consultancy's past experience of delivering embedded systems engineering training programmes to Thales UK.

Thales Training & Consultancy will deliver the modules, beginning with the TotalVALUE Awareness and TotalVALUE for Leaders courses, until Q1 2013, after which more of its programmes will be embedded within Network Rail's business.

Rachel Kay, business development director at Thales Training & Consultancy, said: "Our new partnership with Network Rail is testament to the expertise of our trainers' capability to create bespoke training solutions.

"A talented workforce is a necessity in an increasingly competitive market, so we will be working closely with Network Rail to develop a training programme that best serves their employees and strategic requirements."


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Thursday, November 15, 2012

Smarter thinking needed for diversity in recruitment, experts say

Unconscious bias and social mobility challenges are preventing diversity in recruitment, according to experts who spoke at a seminar organised by WCN recently.

The event hosted by the e-Recruitment software provider brought together major organisations including HSBC, the Ministry of Justice, HMRC and Royal Mail Group to hear the latest developments in improving diversity in recruitment. Speakers shared views on the diversity challenge and reaching out to under-represented groups.

Dan Robertson, Diversity & Inclusion director at the Employers Network for Equality and Inclusion, stated that we all have a habit of fast thinking which quickly leads to poor decisions and bias. Robertson talked about how most of us have a bias blind spot; we can see everyone else's bias, but not our own.

"Affinity bias, leads us to favour people who are like us. It creates commonness which leads to comfort and this leads us to assume competence, as we resonate with the individual. It is this issue that affects all the diversity issues such as gender, ethnicity, social background, accent, nationality, sexual orientation and disability," he said.

"We look to confirm our initial impressions and expectations, screening out information which does not fit the expectation and filling gaps with our default information.  For an unbiased approach, companies need to consider how ambiguous the information was that helped form that impression of the candidate. Where applicable, each interviewer should score the candidate independently, before all scores are compared by the panel as a whole. Plus there should be no pressure when making the decision."

Mark Houlihan, business development manager at WCN, explained how e-Recruitment technology has the ability to make recruitment more accessible to disabled candidates. Candidates can complete much of the job seeking process from the comfort of their home environment, or apply via a guaranteed interview scheme within the system.

"Just as you must design your website to be viewable in a variety of web browsers, you must also design it to be readable by a variety of screen readers - applicants should be able to adjust the text size, and screen contrast. Plus the solutions can be configured up to AAA accessibility - making the web content accessible to people with disabilities." said Houlihan.


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Milk bottle manufacturers join engagement initiative

Milk bottle manufacturer Nampak Plastics has been invited onto a new Government-backed taskforce aiming to tackle the employee engagement deficit.

The Government group calls for every leader and manager across the economy to play their part in tackling the engagement issue, which is estimated to result in the UK missing out on some £26bn in productivity a year.

The group project is part of a wider initiative committed to the belief that employee engagement is the key to a successful business. The group was first launched by the Prime Minister in March 2011.

Nampak is the creator of the lightweight plastic milk bottle, which is being adopted by supermarkets as a strong and environmentally friendly form of milk packaging. In the past four years, the business has transformed levels of employee engagement through a number of initiatives that encourage employees to contribute to the development of the organisation.

Among these new initiatives were an 'Employee of the Month' scheme, yearly Excellence Awards where winners are nominated by their colleagues, and a 'Participate Programme' - a scheme designed to develop a new approach to leadership and management and create a sense of collaboration. 

The initiatives have paid off in a very tangible sense. A survey among staff carried out in 2010 found that 80 per cent of the company would recommend Nampak as a great place to work to their family and friends. Furthermore, fostering a culture of innovation directly contributed to the invention of Nampak's Infini bottle, which reduced the materials used by 15 per cent while maintaining full strength.

Eric Collins, managing director of Nampak Plastics, said: "We are extremely pleased to be part of such a high-profile taskforce that highlights the importance of employee engagement to a company's bottom line.

"At Nampak, we have gone on a real employee engagement journey over the last four years which has taken our company from strength to strength, and for this to be recognised at such a high level is testament to our excellent workforce."


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Calls for employers to play a bigger role in learning

School teachers and parents are calling for UK employers to increase their involvement in learning by playing a greater role in young people's lives.

That was a key finding in an independent report released by the Association of Colleges to mark Colleges Week 2012, which runs from 11- to 18 November 2012.

The research finds that a staggering 93 per cent of school teachers and 94 per cent of parents want their pupils/child to have more access to employers and businesses during education. An additional 82 per cent of parents believe that work experience is essential in helping young people develop the skills needed in the workplace.

A mismatch was also found in what parents and school teachers believe employers want from young recruits. Both parents and teachers ranked work and life experience low on a list of attributes they believe most important to employers recruiting from education. However, according to data from the UK Commission for Employment and Skills, this attribute actually tops the list of qualities employers feel is most lacking in young recruits. 

Joy Mercer, Association of Colleges director of policy, said: "Whether it's providing more work-experience placements, getting involved in the shaping of the curriculum or just having more presence in the classroom, employers should be working hand in hand with educators to better prepare young people for employment and improve their job prospects."

One of the main reasons behind the call for greater involvement from employers in advising young people is that both school teachers and parents admit to struggling to provide careers advice. The study found that a fifth of parents feel out of their depth advising their children about careers, and 32 per cent say they only feel comfortable talking about jobs with which they are familiar. Worryingly, some parents readily admit their offspring are ill-prepared for work, with 11 per cent confessing they wouldn't even employ their own child.

Valerie Todd, director of talent and resources at Crossrail and commissioner at the UK Commission for Employment and Skills, said: "Businesses which want a highly skilled workforce for the future must take a conscious decision to help young people make the move from education into work.  Most companies can do at least one thing in their community to support this transition - offering apprenticeships, hosting some form of work experience or visiting schools to give talks."


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Bureaucracy must be halted, business leader warns

Organisations are at severe risk if bureaucracy is not brought to a halt, a leading business thinker has warned.

Speaking at the Chartered Institute of Personnel and Development's annual conference last week, management expert Gary Hamel told the audience that management is a "busted flush" and needs to be rebuilt from bottom up.

Hamel urged the audience, mainly learning professionals, to challenge old beliefs about management and leadership, in addition to rethinking core principles. He also argued that organisation's who want to thrive in today's world need to give their employees freedom to innovate.

Dr. John McGurk, research adviser at the CIPD, said: "Competing in a global economy requires new ways of thinking and doing. Innovation is not always about invention and product development - a great deal of innovation is about re-thinking and re-organisation systems, processes and structures.

"If the UK is to lift its currently poor productivity performance, it is likely to be through improving the way work is organised to release innovation and thus productivity. Some businesses are already organising work beyond traditional organisational boundaries and are reaping the benefits associated with knowledge sharing and collaboration. However, this new networked way of working requires us to rethink what we mean by human capital - it is no longer simply the people whom we employ and manage directly, but also those who work for clients and network partners.

"The challenges and opportunities for HR and L&D professionals are not insignificant, but we hope the insights discovered by the researchers at the University of Bath will help them play a crucial role in unleashing innovation within their organisations."


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Extension of flexible working rights welcomed by CMI

The Chartered Management Institute has today welcomed the Government's decision to extend the right to request flexible working.

At present, only parents and carers have the right to ask for part-time hours, but this will be rolled out to all employees under the new legislation.

Petra Wilton, CMI's director of policy and research, has welcomed the news and believes the goodwill and enthusiasm it generates will be beneficial to employers.

"This is a step in the right direction for modernising the UK's workplaces. Flexible working can have huge benefits for employers and employees alike, which is why CMI's members have consistently supported the extension of the right to request by around two to one," she said.

"Our research shows that people are both working harder and putting in longer hours since the recession. So it's no surprise that the most popular employee benefits are those which give people more control over their time. Flexible working is highly valued by staff and can make a real difference to their lives, so it generates a lot of goodwill and enthusiasm for the company. That alone is of huge benefit to employers.

"Of course, flexible working needs to work for both parties. That means that managers must be up to the task, managing people on the results they achieve rather than the hours they spend at the desk.

"First and foremost, they need to get the basics right when it comes to performance management. However, with only one in five managers having had formal management training or development, it is not surprising that some managers struggle.  Implementing flexible working can be a challenge for organisations, but the benefits make it worthwhile."


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Saturday, November 10, 2012

Business values are not being upheld, research finds

Employers are not doing enough to ensure their business values are being upheld, according to new research by The Chartered Institute of Personnel and Development.

According to a report launched today on the first day of the CIPD's annual conference and exhibition, a mere 33 per cent of those surveyed said that individuals were pulled up for consistent rule breaking. Astonishingly, 40 per cent of employees reported that workers whose behaviour consistently goes against the values of the organisations they work for are also rewarded or promoted.

The findings revealed that just more than half (52 per cent) of the 2,000 employees surveyed for the latest CIPD Employee Outlook report agreed that their organisation's value positively influence behaviour at work.

The top reason cited by employees who don't believe values have an impact on people's behaviours and decisions in the private sector is that profit is placed ahead of organisational values. The most cited reason by those in the public sector is that there is one rule for senior managers and one rule for everyone else, highlighting the importance of consistency and accountability at all levels within the organisation.

The research suggests that communication of values is also a problem as less than a third (29 per cent) of employees say they are aware of the values of the organisation they work for to a great extent. Businesses are also failing to match their values to those of their workforce with just six in 10 (58 per cent) of employees reporting that their personal values match those of the organisations they work for.

Despite these findings most employees recognise the significance of organisational values, with almost three quarters (73 per cent) stating that it is important for organisations to have defined values which govern employee behaviour. The research suggests that there is currently a disconnect between what employees expect and the way that values are currently embedded and upheld by business leaders.

Peter Cheese, CEO at the CIPD, said: "In the wake of the banking crisis and other corporate scandals, now more than ever, organisational values should be at the forefront of business leaders' minds. At the heart of an organisation's culture has to be a set of agreed values that resonate with employees at all levels from the board to the front line in order to provide a template for the behaviours and standards expected.

"Employers must also demonstrate that failure to act in accordance with the organisation's defined values has real consequences. Unless business leaders and HR are prepared to take a stand and ensure that their organisational values are seen to make a difference and are worth more than a passing reference in the company report or on the intranet, then they will lose the trust and confidence of staff."


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Partnership to research learning transfer practices

The Kite Foundation has partnered with TJ to support new research regarding learning transfer practices among training practitioners in the United Kingdom.

It is estimated that in excess of £420 billion is spent annually on training, yet less than 20 per cent of what is learnt in the classroom is transferred and applied to the workplace. Known as 'the learning transfer problem', it is a very real issue facing industry professionals and thought leaders.

The survey follows the first survey on the topic, conducted in 2010, and will compare how learning transfer has affected business, identify any shifts in learning transfer practice since 2010, and examine whether the recession has had an ongoing impact.

The survey, which will take respondents ten minutes to complete online, will run until 23rd February 2013. All respondents will also receive a copy of the report when it is published in April 2013. 

Kite Foundation founder, Robert Terry, said: "We are looking forward to seeing if there has been a noticeable shift since 2010 on the subject of learning transfer in business. The subject is one close to my heart and often provokes lively debate amongst HR and training professionals. I would encourage readers of Training Journal to take part and contribute to this unique research project."

For more information, please visit www.learningtransfer2012.com


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SIX E-LEARNING MYTHS AND THE REALITIES ASSOCIATED WITH IT

E-learning courses have seen a downward trend in recent times. In this article; we look at several misconceptions and realities associated with e-learning courses.

E-learning industry has been going through a tough stage. There are mixed reactions which have been received from students about the quality of e-learning courses. There are some misconceptions associated with e-learning which needs to be clarified. Let us look at these misconceptions and the realities associated with it:

Myth: Quantity is as significant as quality. Generally e-learning is priced according to the volume produced. Even customers are concerned with the volume of content rather than the quality of the content. But this is not correct.

Reality: If the e-learning course is designed taking into consideration quality of the content, then the same course can get reduced by a considerable margin. This will ultimately result in saving of time. The employees can then concentrate on their work and learn through practical case studies provided in the e-learning courses.

Myth: All the content is important.  Lots of times customers feel that all the content is important for the e-learning course. However, that is not the case.

Reality: There is no guarantee that everything displayed in the course will be understood and recalled by the student. Hence; it is important for the customers to understand that all the content is not required for the course and only the important parts that comprises of major learning needs to be integrated in the course. Content should be designed keeping in aspect different things like: usability approach, frequency, importance and type of use etc. Once these aspects have been decided then the content is prepared keeping in focus the training, reference material and things to exclude from the content.

Myth: E-learning is just a course. Most of the customers believe that e-learning is merely an electronic textbook that replaces classroom training. That is not true.

Reality: It is more involved in practical approaches which help people in improving their performance. It should comprise of various different subjects like:

Knowledge managementPerformance support systemsIntranetsPractice environmentsStandard electronic coursesMyth: Things will become easier once the technology improves.  There is a common belief that e-learning is falling behind because of the current state of technology. There is always a hope for a miracle cure round the corner but the major problem is the level of training at the level of delivery. Reality: Lot of time is devoted to understand the content management and training approach which will never go away. This does not mean that improvements in technology, standards, and theories will not help but it will not cure the current problems faced in designing e-learning courses easily.Myth: E-learning is easy.  Clients believe that they are paying for simplicity. But is it so simple to make the complicated subject simpler?

Reality:  Clients often expect simpler solutions to complicated ones. But e-learning has always been more about making complex things clearer and simple.

Myth: E-learning provides one-time quick fix solution.  It is often believed that e-learning provides quick fix solution to practical problems in real time. However; that is not true.

Reality: It really takes time and energy to develop content for the courses in accordance to the target audience.
E-learning courses give practical exposure to the students. With the help of these courses; corporate executives can learn to solve practical problems faced in the organization. An efficient e-learning course provider should take these points seriously and create a proficient course that meets the needs of the target audience.

About emPower

emPower  is a leading provider of comprehensive Healthcare Compliance Solutions through Learning Management System (LMS). Its mission is to provide innovative security solutions to enable compliance with applicable laws and regulations and maximize business performance. empower provides range of courses to manage compliance required by regulatory bodies such as OSHA, HIPAA, Joint commission and Red Flag Rule etc. Apart from this emPower also offers custom demos and tutorials for your website, business process management and software implementation.

Its Learning Management system (LMS) allows students to retrieve all the courses 24/7/365 by accessing the portal. emPower e-learning training program is an interactive mode of learning that guides students to progress at their own pace.

For additional information, please visit http://www.empowerbpo.com.

Media Contact (emPower)
Jason Gaya
marketing@empowerbpo.com

emPower
12806 Townepark Way
Louisville, KY 40243-2311
Ph: 502 -400-9374
http://www.empowerbpo.com
http://www.empowerlms.com


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CMI: Women still being marginalised in the workplace

Figures released today reveal that the average female executive suffers a lifetime earnings gap of £423,390 compared to a male worker with an identical career path.

The statistic is based on analysis by the Chartered Management Institute (CMI) of market pay data collected by salary survey specialists XpertHR, which looks at salary and labour turnover data for 38,843 people in executive roles in the UK.

With the current gap between male and female average pay at management level standing at £10,060 a year, a woman and a man entering executive roles aged 25 and working their way up the career ladder until retiring aged 60 would take home pre-tax totals of £1,092,940 and £1,516,330 respectively, based on today's levels.

News on the nature of the 'management pipeline' is also mixed. The figures show that the percentage of women in the executive workforce now stands at 57 per cent. However, while at junior level the majority (69 per cent) of executive workers are now female, a much smaller percentage have made it into top roles - just 40 per cent of department heads are female and only one in four chief executives (24 per cent).

Ann Francke, CMI chief executive, said: "A lot of businesses have been focused on getting more women on boards but we've still got a lot to do on equal pay and equal representation in top executive roles.

"Women make up almost three out of four at the bottom of the ladder but only one out of four at the top.  This lack of a strong talent pipeline has to change, and fast.  Allowing these types of gender inequalities to continue is precisely the kind of bad management that we need to stamp out. Companies are missing out on the full range of management potential at a time when we need to be doing everything we can to boost economic growth."

The labour turnover data also shows that more women than men fell foul of job cuts in the 12 month period between August 2011 and August. This difference grows as women move up the ranks - twice as many female directors were made redundant compared to male directors (7.4 per cent compared to 3.1 per cent). The number of women losing their jobs has almost doubled since the last survey from 2.2 per cent in 2011. In contrast, more men than women left their jobs of their own volition - 14.2 per cent of men walked away from positions in the 12-month period compared to 12.2 per cent of women.

"We need an immediate and collaborative approach to setting things straight, Francke added."

"The Government should demand more transparency from companies on pay, naming and shaming organisations that are perpetuating inequality and celebrating those that achieve gender equality in the executive suite and the executive pay packet. The new plans to require companies to report on the number of women in senior positions are also welcome. Government should move ahead with plans to reform parental leave, which will remove one of the barriers that makes it impractical for women to play a greater a part in the workforce.

"But the issue isn't going to be resolved by legislation alone. Employers need to take action to change corporate cultures. Development opportunities such as mentoring and qualifications have been proven to be highly successful in helping women build the confidence and skills needed to realise their potential. Employers failing to recognise this are missing a trick - create an environment where your staff can thrive, are diverse and are paid fairly, and your business will thrive too."


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Friday, November 9, 2012

3 Components for Developing a Great eLearning Game

As technology has advanced, lots of innovative ideas are being tried in the education domain to make the experience of children pleasurable. Keeping this in mind, this article focuses on crucial components for developing a great e-learning game.

Combining education with entertainment is not a cup of tea for ordinary developer. It requires lot of creativity and patience. The smooth layouts and graphics add to the visuals of the game. But the major purpose of the e-learning game should be to impart knowledge to the students. But it is quite subjective to define a good e-learning game. It is still an unknown entity which has not been answered properly. This article talks about different components which help in developing a great e-learning game. Let us look at these components in detail:

Perfect combination of learning and entertainment: Always ensure that there is a perfect blend of learning and entertainment while developing an e-learning game. Care should be taken that the learning objectives behind developing the game is fulfilled. For example; for English you can have various word jigjaw puzzles and memory games to strengthen the memory of the student. Always try to integrate all the crucial aspects that are important from the learning perspective to be present in the game.Give impetus to the students to play the game: Children are the most difficult target audience to attract because they genuinely like or dislike the game. Hence, it is very important to provide proper impetus to the students to play the games. For example; if there are puzzles in the game each level needs to present different challenge so that children do not get bored with the games and play to learn something from it. Engagement and attraction are two things which make children focus on the game.Target the essential elements of learning in the game: Always focus on the learning aspect in the game. Try to eradicate those portions wherein the learning aspect gets diverted. For example; if you are playing a game on grammar which deals with identifying verbs and nouns from a group of sentences. If you are constantly clicking on the ground to walk around, examining surroundings to identify boxes and then picking them up, the verbs that get collected are not of relevance as they are not part of the learning mechanism.

Context is of prime importance in an e-learning game. An experienced e-learning provider would follow the points mentioned above and create extravagant e-learning games for children.

About emPower
emPower  is a leading provider of comprehensive Healthcare Compliance Solutions through Learning Management System (LMS). Its mission is to provide innovative security solutions to enable compliance with applicable laws and regulations and maximize business performance. empower provides range of courses to manage compliance required by regulatory bodies such as OSHA, HIPAA, Joint commission and Red Flag Rule etc. Apart from this emPower also offers custom demos and tutorials for your website, business process management and software implementation.

Its Learning Management system (LMS) allows students to retrieve all the courses 24/7/365 by accessing the portal. emPower e-learning training program is an interactive mode of learning that guides students to progress at their own pace.

For additional information, please visit http://www.empowerbpo.com.

Media Contact (emPower)
Jason Gaya
marketing@empowerbpo.com

emPower
12806 Townepark Way
Louisville, KY 40243-2311
Ph: 502 -400-9374
http://www.empowerbpo.com
http://hardik.practutor.com


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Saturday, November 3, 2012

Five Thought-Provoking Ideas For Transforming K-12 Education to Another Level

The current education system has become stagnant and needs a tremendous boast to get the relevant interest of the students. Hence; in this article we have specified some innovative strategies to take K-12 education to another level. Click here to view the article.

Education has become a mere formality nowadays without any impetus on providing learning to students. We are seeing lots of e-learning courses being developed, but the sole purpose of education is lost. There is a need for an educational structure that can not only provide better learning opportunities to students, but also stimulate them to gain knowledge from the subjects. In order to fulfill this prophecy, there is a need for an educational mechanism that can transform the thinking of the students to another level.

Some of the ideas for radically transforming K-12 education include:

The transforming role of teachers: Teachers are more than just tutors in the lives of the students. They function more like mentors who are liable for making or breaking the career of the student. Hence; there is a need for an e-learning course which can not only provide interactive support to the children through one-on-one counseling, but also look after the academic progress of the student. Teachers should deliver the content in such a manner that students enjoy the learning process and get the intellectual knowledge thoroughly.The evolving role of tests: In the traditional learning methods, teachers used to take tests of the students. But with the inception of e-learning courses things have changed dramatically. Now, no longer does a teacher take test of the student to evaluate their progress. It is done through online practice. Hence; there is a need for a practice management tool to be integrated in the e-learning courses such that students can practice basic problems to understand the topic. Interactive exercises should also be amalgamated in the e-learning courses so that they can make the learning process interactive and fun-loving.Need for customized learning path for each student: It is very important to create customized learning patterns for students based on their intellectual capacity and understanding. The courses designed should follow the common core curriculum and state boards.Guidance from experts from relevant field: In order to be a success, it is very important for an e-learning course to integrate expertise knowledge from relevant domain so that whenever, students get stuck they can get spontaneous response from the expert of that particular field. It should also be noted that there should only be one tutor per student so that the student can enjoy undivided attention from the expert.Integration of images alongwith videos in the content: E-learning courses have to be designed in such a manner that students get interactive content including lots of images and videos; so that they can learn in a fun-filled environment. This kind of teaching pattern is especially important for primary level students as it makes the learning process interesting and interactive.

To learn more about PracTutor follow us at: http://www.facebook.com/PracTutor, http://www.practutor.com

PracTutor
12806 Townepark Way
Louisville, KY 40243-2311
United States
http://www.practutor.com

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Hemsley Fraser to support the delivery of training for 800 staff

Financial services provider Hitachi Capital has appointed L&D specialist Hemsley Fraser to support the delivery of face-to-face training programmes for its 800 employees.

In partnership with the learning and talent team, Hemsley Fraser will deliver a selection of programmes for all grades of employees on internal consulting and negotiation, as part of Hitachi Capital's new core learning library. The company will also deliver modules on communication, project management, presentation skills and handling difficult people and situations as part of a new leadership and management curriculum for current and aspiring managers.

"We're starting to use learning and development more strategically to support our growth," said Lucy Clarke, learning and talent partner at Hitachi Capital UK.

"Previously, training was difficult to track and measure because it was ad hoc and reactive. We've conducted a thorough learning needs analysis and have now introduced a more consistent approach that will not only enable us to improve performance and embed our organisational values, it will also help to bring together our four business units."

Ahead of appointing Hemsley Fraser, Hitachi Capital's L&D team, Clarke conducted a learning needs analysis, interviewing all 130 managers in the business.

"We wanted to build up the relationship between L&D and the business and educate managers about the role and value of L&D," she added.

"The data generated enabled us to create the categories for our core learning library, which is a structured curriculum of training. Where possible, we hope to mix people from different teams and business units together, when training, so they'll get a chance to network and to learn more about different aspects of the organisation."

Hemsley Fraser was appointed after a competitive tender. "We knew about the quality of their programmes and their professionalism.

"They demonstrated that they understood our requirements and that they wanted to build a successful partnership with us."

Alongside Hitachi Capital's learning and talent team, Hemsley Fraser's trainers will tailor the programme content to suit the specific needs and objectives of the participants, which will be gathered prior to each event through new pre-course questionnaires. Initial post-programme feedback will be supplemented with more in-depth follow-up evaluations eight weeks after each course, to assess how successfully the learning has been transferred back to the workplace. Performance improvement levels will be tracked through Hitachi Capital's performance review process, employee engagement surveys, promotions and succession plans.

"With in-company programmes, we can have the ability to customise the content so it meets the exact needs of the business and fits with the values and behaviour we want to instil in the organisation, such as integrity and reliability.

"If we're to achieve our goals and become the financial service provider of choice in our chosen markets, we need our people to collaborate and work together effectively. By providing this learning, we're showing our employees that we're prepared to invest in them. It also gives us an edge when it comes to recruitment as it demonstrates that we're an organisation that's committed to development," she concluded.


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3 Activities That Boosts the Working Memory in Children

Children are the future of human mankind. Hence; it is very important to boost the working memory, which is an integral part of brain development process for children. In this article; we look at different activities which can boost the working memory in children.

A well known scholar once said “A good memory is like a bagful of gold.” Therefore it is very important to build the + memory of children in their formative years. Working memory stores crucial information, while other material which is taught in schools forms the foundation for complex skills and knowledge. Children are very innocent in their early days. Hence, they can retain lot of information in their brains. A child who has poor working memory will find it extremely difficult to take on activities and face problems in learning. A recent research claims that memory deficits, if not found in early childhood can lead to extreme conditions; that can affect the academic performance of the child.

Let us now see different activities that can boost the working memory in children:

Kim’s game: This is a very popular game played by young kids that provides memory building exercises for them. It contains various selections of objects and number of words. These things are displayed to the child and then the objects are covered up. Kids then have to determine which item has been removed. This game can be played with different sets of objects.Repetition: This activity ensures that children retain information for both short term and long term memories. It consists of reciting times tables, test questions and regularly viewing vocabulary cards. Study shows that with regular retrieval practice the child’s memory can be increased substantially. Number and letter sequences: If you want to teach your child a foreign language then number and letter sequences is a very probable answer. It comprises of short number sequence and then gradually builds up digit by digit. The child then gets a minute to revise it after which the number sequence is removed completely. The child then has to recall as much of the sequence as they can. This process is repeated for letters.

To learn more about PracTutor follow us at: http://www.facebook.com/PracTutor, http://hardik.practutor.com/

PracTutor
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Louisville, KY 40243-2311
United States
http://www.practutor.com/

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6 Evolutionary Trends In e-Learning Education

Withthe emergence of internet, e-learning education has become a revolution. We have already seen lots of e-learning courses being introduced in the market. There are some emerging trends which can really give real impetus to e-learning and take it to another sphere. Let us look at some of these trends:

SHIFT TO OPEN SOURCE TECHNOLOGY:Learning Management Systems (LMS) have traditionally been a paid service. But with time there are lots of new open source systems like OpenClass have come up which have received a warm welcome from students and educators.Key integration of e-learning courses by employers:E-learning courses have not enjoyed popularity amongst students and career oriented employees; as the certificates for the courses are not regarded as a valuable thing in the job market. But as the popularity of e-learning courses increases with the number of masses this perception will change.Assimilation of hybrid courses: Different types of courses have been developed with the assimilation of online education along with face-to-face teacher interaction. This type of education is revolutionary and can change the paradigm of online education system.Excellent growth in enrollment of e-learning courses in comparison to traditional courses: Enrollment of e-learning courses has risen to 21% growth rate in comparison to a paltry 2% growth rate in overall higher education. As the technologies grow; you can expect the rise of e-learning enrollment at the same pace.Increasing use of social media tool for education: Social media is often regarded as a tool for masses to interact with friends and be in touch with them. But recently the trend is changing. Increasingly social media tools are being used for educational purposes, and this will enhance the quality of the entire online educational system.Digital content distribution in lieu of books and closed texts: For e-learning courses; textbooks have been replaced by digital content distribution system. It gives freedom to students and professionals to get the relevant information through various mobile devices.

About emPower

emPower  is a leading provider of comprehensive Healthcare Compliance Solutions through Learning Management System (LMS). Its mission is to provide innovative security solutions to enable compliance with applicable laws and regulations and maximize business performance. empower provides range of courses to manage compliance required by regulatory bodies such as OSHA, HIPAA, Joint commission and Red Flag Rule etc. Apart from this emPower also offers custom demos and tutorials for your website, business process management and software implementation.

Its Learning Management system (LMS) allows students to retrieve all the courses 24/7/365 by accessing the portal. emPower e-learning training program is an interactive mode of learning that guides students to progress at their own pace.

For additional information, please visit http://www.empowerbpo.com/.

empowerlms

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Students honoured in national awards ceremony

Three students who achieved the diploma in Construction and the Built Environment (C&BE) this summer have been rewarded for their academic performance.

A national ceremony held in London recently saw Eric Haskins from Dorset, Rhys Hooks from Woking and Calum Maynard from Guilford all receive a trophy and prize money supplied by the Chartered Institute of building (CIOB), as part of the Rewarding Diplomas Awards.

Haskins scooped £600 for achieving the highest grade in the country for the advanced qualification, while Hooks and Maynard collected £300 and £100 respectively for their achievements at the higher and foundation levels of the qualification.

Maynard, who studied at Guilford College, was delighted with his prize. He said: "I've always fancied a career in construction, so studying the diploma in C&BE was a great step towards achieving this goal. I learned a huge amount - not just the theory of how to go about different aspects of the industry, but loads of practical examples, too.

"I really enjoyed the two-year course, and to receive £600 for my academic success is a fantastic bonus."

The Rewarding Diplomas Awards were created by the diploma in C&BE Partnership to demonstrate the qualification's continued success since its inception in 2008. The Diploma in C&BE is a bespoke qualification for the construction industry, combining practical skills development with technical knowledge.

Roy Cavanagh MBE, chairman of the Diploma in C&BE Partnership, said: "The diploma in Construction and the Built Environment has been vital to supporting young talent in the UK construction industry since its inception in 2008. As well as providing young people with the skills and knowledge they need to enter the construction industry, it has also been a valuable qualification for employers - ensuring they have an even bigger pool of talent to recruit from. All this helps bring new blood to the UK construction industry.

"It's important therefore to recognise the value of the diploma, what it means for the industry as well as the outstanding achievement of these students. It's also fantastic to see the continued support from ConstructionSkills and the CIOB as well as our sponsors today Pearson Edexcel, AQA-City & Guilds."

Bridget Bartlett, chief operating officer of the CIOB, added: "CIOB is really proud to be supporting the Rewarding Diploma Awards once again. The three winners at this year's awards offer us yet another great example of the talent which is being produced as a result of the diploma in C&BE. We will certainly be continuing our support of the qualification and ensuring we continue to highlight the achievements of all who undertake it."


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THREE DYNAMIC REASONS EXHIBITING THE IMPORTANCE OF E-LEARNING

Lots of e-learning courses have come up recently. These courses give valuable options to the students and professionals to get higher education and build a bright future. In this article; we look at the reasons exhibiting the importance of e-learning.

Technological advancement has made the entire globe a tiny place where we live in. We are already seeing the impact of globalization in education. Students are no longer restrained to classroom education. They can now learn at their own pace and time. E-learningcourses are not restricted to education but they are also beneficial for corporate trainings and businesses. These courses have been created with specific e-learning solutions like Learning Management System (LMS). A good LMS includes various collaborative e-learning tools that provide speedy, effective interactions and creates a synchronized learning mechanism for the trainers and learners.

Let us now look at the various reasons which exhibit the importance of e-learning:

Increasing demand for higher education: Education has become a key criterion for career expansion. We have already seen increasing demand of professionals for higher education; and distance learning has become a boon for these executives. With the help of selected e-learning courses, students and executives can now pursue professional courses online with greater ease. Professors and trainers can also conduct virtual classrooms and online trainings in a better way.For better information dissemination: E-learning is extremely important medium for better information dissemination. It also makes learning more complete and well structured.Easy to learn and take tests at your own convenience: With the advantage of global classroom environment, students can now learn at their own pace and convenience. They can even choose courses as per their interests and take standardized tests to evaluate their grip on the subjects.

E-learning courses provide tremendous opportunities to professionals as they can now aim for higher positions by opting for online courses. These courses also provide a basic outline of the topics which gives students an opportunity to revise the topics thoroughly, and prepare for the exams. A proficient   e-learning course provider will always try to create courses according to the needs of the target audience. It is also very important to consider end goals that you would like to achieve to get maximum results from the courses.

About emPower

emPower  is a leading provider of comprehensive Healthcare Compliance Solutions through Learning Management System (LMS). Its mission is to provide innovative security solutions to enable compliance with applicable laws and regulations and maximize business performance. empower provides range of courses to manage compliance required by regulatory bodies such as OSHA, HIPAA, Joint commission and Red Flag Rule etc. Apart from this emPower also offers custom demos and tutorials for your website, business process management and software implementation.

Its Learning Management system (LMS) allows students to retrieve all the courses 24/7/365 by accessing the portal. emPower e-learning training program is an interactive mode of learning that guides students to progress at their own pace.

For additional information, please visit http://www.empowerbpo.com/.

Media Contact (emPower)
Jason Gaya
marketing@empowerbpo.com

emPower
12806 Townepark Way
Louisville, KY 40243-2311
Ph: 502 -400-9374
http://www.empowerbpo.com/
http://www.empowerlms.com/

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3 Components for Developing a Great eLearning Game

As technology has advanced, lots of innovative ideas are being tried in the education domain to make the experience of children pleasurable. Keeping this in mind, this article focuses on crucial components for developing a great e-learning game.

Combining education with entertainment is not a cup of tea for ordinary developer. It requires lot of creativity and patience. The smooth layouts and graphics add to the visuals of the game. But the major purpose of the e-learning game should be to impart knowledge to the students. But it is quite subjective to define a good e-learning game. It is still an unknown entity which has not been answered properly. This article talks about different components which help in developing a great e-learning game. Let us look at these components in detail:

Perfect combination of learning and entertainment: Always ensure that there is a perfect blend of learning and entertainment while developing an e-learning game. Care should be taken that the learning objectives behind developing the game is fulfilled. For example; for English you can have various word jigjaw puzzles and memory games to strengthen the memory of the student. Always try to integrate all the crucial aspects that are important from the learning perspective to be present in the game.Give impetus to the students to play the game: Children are the most difficult target audience to attract because they genuinely like or dislike the game. Hence, it is very important to provide proper impetus to the students to play the games. For example; if there are puzzles in the game each level needs to present different challenge so that children do not get bored with the games and play to learn something from it. Engagement and attraction are two things which make children focus on the game.Target the essential elements of learning in the game: Always focus on the learning aspect in the game. Try to eradicate those portions wherein the learning aspect gets diverted. For example; if you are playing a game on grammar which deals with identifying verbs and nouns from a group of sentences. If you are constantly clicking on the ground to walk around, examining surroundings to identify boxes and then picking them up, the verbs that get collected are not of relevance as they are not part of the learning mechanism.

Context is of prime importance in an e-learning game. An experienced e-learning provider would follow the points mentioned above and create extravagant e-learning games for children.

About emPower
emPower  is a leading provider of comprehensive Healthcare Compliance Solutions through Learning Management System (LMS). Its mission is to provide innovative security solutions to enable compliance with applicable laws and regulations and maximize business performance. empower provides range of courses to manage compliance required by regulatory bodies such as OSHA, HIPAA, Joint commission and Red Flag Rule etc. Apart from this emPower also offers custom demos and tutorials for your website, business process management and software implementation.

Its Learning Management system (LMS) allows students to retrieve all the courses 24/7/365 by accessing the portal. emPower e-learning training program is an interactive mode of learning that guides students to progress at their own pace.

For additional information, please visit http://www.empowerbpo.com.

Media Contact (emPower)
Jason Gaya
marketing@empowerbpo.com

emPower
12806 Townepark Way
Louisville, KY 40243-2311
Ph: 502 -400-9374
http://www.empowerbpo.com
http://hardik.practutor.com

empowerlms

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Learning in the electronic way

Digital learning is advanced ways of making the students learn in an interactive way. Many schools are bringing in the latest methods of learning to make the students learn after their school hours. Technology has drastically changed in the recent years and also has developed mew methods in the education field. It is helping people learn in a new and interesting way which has probably changed the teaching methods in many schools.

The new interactive learning concepts have made people learn even with a small device. Digital learning is possible beyond the schools through the electronic learning concept. Many educators around the world are unaware about the latest technology. They help them to make kids learn very easily along with the practical knowledge. The organization’s community is very much keen to develop the digital learning method in the schools after their school hours to let the kids gain extra knowledge.

It helps one to create live models about various subjects to give a live demonstration about the subjects. Also the e-learning methods allow kids to educate themselves anywhere with just a mobile learning device. The youth staffs would know the technology very well and also can handle the e-learning technology well. Many of the organizations are unable to help their individuals to learn through the digital learning concept due to the lack of the infrastructure and staff facilities. But the e-learning concept is now being spread and is being incorporated in every institute to benefits the students. The digital and e-learning concepts support all the electronic form of teaching and learning techniques. The basic need is an electronic device connected to a network and anyone can start using the digital learning the service. The web based learning technology allows one to get details about any subject and also upload their piece of knowledge to let other people learn.

Apart from the advantages it also has many drawbacks. The technology is changing and hence the already running systems need to update their old technology. In many cases the devices go obsolete and cannot be configured with the new technology. Also when a new technology is introduced its cost may be very high which cannot be used by all the institutes. There are also security and privacy issues along with the outdated equipments. These are the reasons why the e-learning and the new learning concepts are not yet widely accepted by many of the organizations.

About emPower

emPower  is a leading provider of comprehensive Healthcare Compliance Solutions through Learning Management System (LMS). Its mission is to provide innovative security solutions to enable compliance with applicable laws and regulations and maximize business performance. empower provides range of courses to manage compliance required by regulatory bodies such as OSHA, HIPAA, Joint commission and Red Flag Rule etc. Apart from this emPower also offers custom demos and tutorials for your website, business process management and software implementation.

Its Learning Management system (LMS) allows students to retrieve all the courses 24/7/365 by accessing the portal. emPower e-learning training program is an interactive mode of learning that guides students to progress at their own pace.

For additional information, please visit http://www.empowerbpo.com/.

Media Contact (emPower)
Jason Gaya
marketing@empowerbpo.com

emPower
12806 Townepark Way
Louisville, KY 40243-2311
Ph: 502 -400-9374
http://www.empowerbpo.com/
http://www.empowerlms.com/


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