Training tips that triumph
Memory science, microlearning and what actually makes workplace training stick.
E-learning: This time it’s personal
As learning and development technologies develop, companies, organisations and educational establishments are increasingly recognising the value in personalised online and e-learning programmes. Although a relatively recent development, it is believed that organisations implementing personalised learning structures will bring many benefits. By harnessing technology, e-Learning can become more integrated, more specific, target led, and personal. Learning and Development providers recognise that advancement in e-Learning technologies and adaptive teaching methods enable organisations to support learners on their individual learning pathways. Personalised learning recognises the fact that we all operate differently, we learn differently, at differing pace, and therefore, we have different learning needs. By personalising the training, we can maximise its impact on the business or organisation. This is, after all, personal development. It’s about the person, and this time, it’s personal. Several techniques come into play when personalising learning plans, starting at the beginning of the pathway with assessments of the student/learner’s prior learning and achievements, going right through the process with integrated planning and access to real time data analysis for feedback and advice purposes. By aligning these processes, and allowing the student to select the right technologies, the right tools, the learning becomes more personalised and reactive. Personalised learning
The future worker
We find ourselves in the second half of the second decade of the second millennium in recorded history. That’s a lot of seconds. And how time flies. But we’re also experiencing many firsts. The digital revolution has changed everything. How we live, communicate and interact with our surroundings and each other. How we enjoy ourselves, how we think, how we learn and most of all, how we work. Huge sweeping changes, the size and impact of which have probably not been witnessed since the industrial revolution. For businesses and organisations of all sectors, these are times of unprecedented opportunity, and as we know when we experience change, there is an explicit need for fresh learning. To this end, Learning and Development providers supply such learning in the best way possible- by embracing the power and value of technology. Further, those providers know only too well that technology brings more than just solutions and answers to questions businesses already have, but also to problems not yet generally envisaged. Technology, clearly,
Tipping the iceberg of behaviour change
In an increasingly competitive corporate world, businesses and organisations recognise the need to create and build a common behavioural standard across their workforce. The need for a shared set of critical skills based on behavioural traits, and the ability to harness them, has never been clearer. Ideas sharpen in light of difficult and unpredictable financial
Learning trends: the evolution of a revolution
We live in changing times, a constant state of flux supported and fed by technological developments. The world turns, constantly changing, and that evolution is feeding this digital revolution of our times. This revolution brings changes to how we live, how we work, and importantly, to how we learn. Each year, The Open University’s Institute
Wranx shortlisted for Learning Technologies Awards
We are absolutely delighted to announce that we have been shortlisted for The Learning Technologies Awards! We have been shortlisted under the most innovative new learning technologies product category, which seeks to recognise innovative new products that have the potential to revolutionise the way learning is designed, delivered, supported, enhanced or managed. Here at Wranx, our
Learning at the moment of need – the time is always now
So much to learn, so little time, and so many methods of learning. The formal. The informal. Learning in the here and now. The list goes on, and in the ever changing, fluid, developing world of work, there is ever more need for that learning to be accessed in an easier way. Now. Right now.
Employee retention – modern solutions to slow the revolving door…..
The revolving door spins ever quicker, round and round, relentless and unforgiving. People come, and people go. It’s often a challenge for employers to keep up. The door doesn’t care. It just keeps spinning, round and round, bringing them in and sending them out. It’s not a bad metaphor, but its certainly a worrying one
Job-based learning – Escaping the confines of the norm
We inhabit a world ever-changing – distinct from last week and divergent from the one ahead. The modern business realm progresses rapidly, especially during financial challenges. Enterprises, governmental bodies, and educational institutions must continually reassess their responses to the world to uphold their performance standards. A rise in the need to access vast amounts of
The learning journey – we’re on the road to somewhere….
All businesses, we know, have a need for training. All should recognise the need for investing in their people. From SMEs and start ups to global organisations, the necessity for that investment is clear. Companies want better productivity, they want growth and sustainability, they need profitability in order to provide that growth, the growth towards
70:20:10 – Experience, Exposure and Education
How do we learn? When do we learn? And why? Why do organisations need their people to learn? And what do they want them to learn? Where? How often? When? And who teaches them? And when are all these questions going to stop? Well, right now would seem to be a good time. These are all pertinent questions, though. Organisations should be constantly challenging themselves into seeking new ways of enlightening their people, and encouraging their development, and building a knowledge based corporate structure. It is also just as important to identify the most effective ways to communicate essential information and to best ensure retention. As the world has changed in recent years, so has Learning and Development in the workplace. The workforce has become more transient, global and evolutionary, 24/7, and L&D providers need to tailor their response to these times. Less the instructor, more the introducer. Less the supervisor, more the supporter. Learning and Development professionals have recognised the worth of the 70-20-10 model since its creation in the 1980s at the Center For Creative Leadership, Greensboro, North Carolina, and was based on key evidence gathered from 200 successful managers reporting how they themselves learn. In this context,
Training providers have a golden opportunity with the introduction of the Apprentice Levy.
An exciting opportunity presents itself next year for Learning and Development providers, in the shape of the UK Government’s announcement of the Apprenticeship Levy, bringing further expansion and funding of the already successful and popular apprentices scheme. With cross party support, it is likely that further development of the apprentice scheme will follow, in the government’s ongoing attempts to bridge the UK’s productivity gap. A significant factor in the productivity gap, an ongoing issue currently running at 20% below the rest of the G7, is the low skills level in the UK’s workforce. As a consequence, we are faced with an increasing demand for Learning and Development, and an essential ‘upskilling’ of the workforce in the coming years. The levy will be seen by many as a game changer in the world of apprentice training, giving an incentive to all employers to address their training provision across existing apprentice programmes, professional qualifications, graduate schemes and professional development, and to look at how those programmes might be integrated into apprentice schemes, to maximise the impact of contributing to this new ring fenced levy fund. By taking a lead from countries such as Denmark and France, the levy puts investment in apprenticeships
Closing the feedback loop: Managing the performance of performance management
Performance Management. Just the mention of the words brings a heaviness to the heart, and a long sigh to many. The face to face method of reviewing an employee’s performance itself could be due for a review of its own. Widely regarded as cumbersome, awkward and stressful by employees, yet so beloved of company managers, that difference alone should highlight the fact that there is a bridge to be built here. Maybe a more integrated and collaborative approach is called for. And there must be questions to be asked. Is there any real value in an annual meeting between an employee and their manager to discuss their work over the previous year? What are the barriers to employees fully engaging in the process? Can the business positively gain from the process? How do we monitor more effectively? And, of course, there is the age old question of cost. We know that performance management should be both strategic – bringing focus on corporate objectives and business goals, and integrated – ensuring that all aspects of the business are closely aligned in the interests of the long term business strategy. Through improving performance in individuals and teams, and in providing the support
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