For years, the learning and development field universally agreed on the value of a learning culture. L&D professionals believe that a learning culture will help people grow, develop, and support the transformational needs of the organization. However, people have traditionally spoken about learning culture in very binary terms: Either an organization has a learning culture or it has nothing at all. This is incorrect. Every organization has a learning culture at a varying level of maturity. Your responsibility is to identify where your organization is and where it needs to be, and to help evolve the culture to support the pace and direction of the business.

Workplaces are awash in email traffic, competing demands, and hard-to-maintain courseware, while businesses try to operate more responsively to the needs of both the marketplace and its stakeholders. To better work within this complexity and remain relevant to the business, L&D needs to rethink the methods it uses to support learners. While expensive, enterprise-weight solutions exist for this dilemma, there is a simpler approach you can consider that has shallower learning curves, stronger impact, and greater extensibility—Slack.

With the financial advantages of big data gaining global attention, business leaders are recognizing the need for better reporting and improved accountability across all organizational divisions. New innovations are enabling unprecedented analysis of deep data and measurement of training effectiveness, business impact, and training ROI. The advanced data enabled by next-generation training will allow businesses to make smarter decisions and formulate competitive strategies based on robust and timely insights.

In order to transform the learning organization into a center of excellence, learning leaders must consistently and deliberately deliver measurable business value. But in most organizations, learning is an afterthought to the strategic process, relegated to a reactive, execution-only role.

When was the last time you heard a term in your business but couldn’t really say what it meant? “Performance support” is popping up more and more, but can you really define it? Share the basic concepts underpinning it? Describe the business results other companies are experiencing?

Every organization is a complex ecosystem with a multitude of elements. Unfortunately, many L&D teams fail to take a holistic approach—or even recognize that L&D doesn’t own workplace learning on its own. Instead, they focus on their sphere of influence, which often revolves around formal training. Employees are left to struggle with mixed messages and contradictory priorities, which lessens the perceived value of L&D, stifles employee potential, and hinders long-term business growth.

Rapid responses to “Code Blue” resuscitation events are critical to patient outcomes. MedStar Health has developed several training interventions over time to improve performance, but data from these activities were captured in disparate tools or not collected at all. Without a centralized method for analyzing data, understanding the impacts of different elements of the training program was not possible. This illustrates a common problem in blended learning approaches.

The National Park Service (NPS) had a milestone year in 2016. That centennial year didn’t just kick off a second century of stewardship of America's national parks—it also catalyzed a renewed focus for the NPS on employees. To better address the challenges this group faced, the NPS decided to shift its L&D paradigm to a broader learning and performance ecosystem approach.

All too often, new learning theories and technologies come along with little or no vision for how they complement existing approaches and strategies. As each emerges, learning leaders are left holding the bag, trying to make these new approaches work. 70:20:10 is a great math formula to throw around, with few disagreeing with its premise. The problem is taking it from theory to reality and integrating it into your existing ecosystem. 

In recent years, learning has moved closer to the workplace. Classrooms have moved out of corporate learning centers and into training rooms co-located with offices. Providers are delivering online learning directly to the desktop more than ever before. The next challenge is to move learning directly into the workflow. To do this, you need to move beyond course delivery and into a broader, more comprehensive and strategic approach that focuses not just on learning, but on performance and productivity.

When one employee joined Purch, she was tasked with “mission impossible”: to build a learning organization from scratch for an extremely diverse workforce with limited manpower. After extensive analysis, she realized employees were learning much more from informal resources than conventional means. By transforming their mindsets and making smart investments in technology, Purch was able to create a learning organization that boosts engagement and contributes to a healthy learning culture.

You’re excited about the promise of an xAPI-enabled world, but you have a learning management system (LMS) and a host of SCORM-based courses that you need. You’ll need to make some strategic decisions, stay flexible, and manage the transition over time. What if you could get the most out of both an LMS and a learning record store (LRS) at the same time as you move to your next-generation learning and performance infrastructure?

Explore the results of a yearlong benchmarking study done with eight leading learning departments who have been implementing workflow learning for many years. If you’re struggling with the technologies, methodologies, change management, and approaches needed to grow your learning organization into an ecosystem that not only includes workflow learning, but places it front and center in your design, you’ll not want to miss this session.

The Internet is a terrific knowledge repository. The sheer size of the content stored on the web is unimaginable. Within organizational intranets, the amount of content that is available is also impressive, but is it good content? Is it the right content for the right purpose? Is it up to date? Is it understandable? The more you have to ask these questions about online content, the less efficient your search for the right information will be. Even more of a concern is that you might be more likely to find bad content, act on it (believing it is correct), and suffer the consequences

When a new LMS administrator joined Whole Foods Market, she found herself in a decentralized organization right in the middle of scoping out a new LMS implementation. In only six months she would need to take this project from the early stages all the way to a systems launch. While not everyone may face this exact situation, if you’re considering implementing a new LMS, chances are you’ll experience many of the same pain points and challenges she had to face to make the launch happen.

Knowledge retention for traditional training events is often low. Don’t worry about it. Instead, invest where all learning and performance support really happens—the classroom (10 percent), from colleagues (20 percent), and on the job (70 percent). The magic happens when you can develop and maintain all content in one effort and use it everywhere; that includes at your fingertips—when, where, and how you need it. 

“If you taught them this, why don’t they do it?” Educational services staff at Saint Vincent Hospital got tired of hearing this question and started looking for a new learning paradigm for the institution. They found a solution in performance support. By blending learning opportunities and performance support for associates before a class, during a class, and on the job, organizations are able to significantly impact job performance.

Whether for an individual or an organization, learning is fundamentally about change—change in knowledge, in understanding, in wisdom, or in behavior. And change is challenging. It’s hard to change and to grow, and people often resist it. Anyone, therefore, who is in a learning leadership position and seeks to help their people and their organization grow must understand the dynamics of change.

Today, all learning is a blend, whether by design or because the individual learners have made decisions to pursue and develop personalized learning paths. While that’s great for them, it can be problematic for designers of the learning experience. Designers aren’t always as successful as they can be because they try to implement new tools and design techniques without understanding how to integrate them into the larger blend or support personalized learning paths.

Modern learning and development strategies often seek to leverage peer-to-peer learning in one form or another; strategies include workplace collaboration, social media-based learning, personal networks, peer mentoring, and communities of practice, among others. L&D professionals may find, however, that promoting peer-to-peer learning is not as easy as enabling communication technologies and assigning roles. Learning leaders are sometimes surprised by inactive enterprise social networks and weak peer-to-peer support for learning.

Real-life examples of using xAPI in practice are hard to find, making the move from concept to practice very difficult. As the conversation around xAPI shifts from “just imagine” to “just do it,” designers and developers need more practical examples to build upon.

Growth, attrition, and change in the fast-paced, deadline-driven work environment all pose challenges for staff development, and relying solely on formal training efforts is no longer realistic. Given these challenges, how can an organization support development for staff in a fiscally responsible and effective manner? What technologies and strategies can help support this learning, as well as knowledge creation and transfer among staff?

Enterprise employees need critical information on the job at the time of need. How do today’s learning professionals leverage mobile technology and deliver the right content to the right users at the right time? They have to take into account the complete user experience, including user context, device capabilities and limitations, mobile interface design, and more. How do all of these variables translate into effective mobile performance support?

When Nielsen took on the task of investing in a learning ecosystem, the team wanted to do more than just launch it; they also wanted to know whether it was effective. But how would they measure the success of this new approach? User research told them the key was that people wanted to find what they needed quickly, and if they didn’t know what they needed, the system should direct them to the right content. So with the metric of success decided, the next challenge was how to measure it.

The world is at a tipping point: Technology connects people, social approaches build community, and the “social age” drives ever more change. But what if people can’t cope? Failure is seen at an individual, organizational, and technical level. How can people become resilient and truly socially dynamic, fully adapted to face the ever more diverse and disruptive challenges they face?

Content curation is all the rage, but what does it mean, really? There are different types of curation strategies that work differently in different organizations. The strategy you adopt affects scoping of your design and development work. It also affects the level of effort required to contextualize it to your learners so that it is relevant and meaningful to them and changes their performance, in their role, in your company.

You create and develop rich content for your organization, but learners often don't engage with learning and development unless it’s assigned in a specific learning plan. This lack of awareness can hinder cultivating and creating a culture of learning.

The busy nature of the retail setting makes it a challenge to find ways to extend learning beyond formal training. While this time crunch is real, there’s also a real benefit in being able provide ongoing support for newly learned skills, as this practice and reinforcement can allow people to master new skills faster and with more accuracy. So how do you balance this with the constraints of a busy environment like retail? The solution is one that can seamlessly blend into people’s job responsibilities, providing the guidance they need at the moment they need it—performance support.

Sales employees are successful only if they have time to sell and, more importantly, can complete the process to close the deal. But it takes a long time to get a new salesperson up to speed on a company’s sales procedures, applications, forms, deadlines, and more, and during this process it can often feel to them like drinking from the information firehose. How can we help them quickly get the information they need to do their job well while also preventing them from being overwhelmed by content?

Autodesk’s learning ecosystem is vast, extending far beyond the walls of the corporation to help customers use its tools most effectively. It’s no surprise, then, that driving this change internally at a company-wide scale has been a complex undertaking. There are lots of silos to bridge in order to serve customers well, holistically, and seamlessly.

Traditional training requires an event mindset and often stays in the learners’ brains just as long as the event. Hilti needed to find ways to transfer knowledge that builds skills, and then to retain that knowledge until the point of application.

In nature, an ecosystem refers to the combination of a community of living things, the non-living elements that make up their environment, and the many ways in which those individual elements interact. In order for an ecosystem to thrive, the individual components must connect and support one another, balancing each other so that the whole is greater than the sum of its parts. Ecosystems exist in the workplace as well. Understanding the structure and dependencies of an organizational ecosystem can help you build a better learning and performance strategy.

It can be difficult to motivate employees to learn. Often, they either don’t think the materials apply to them or they believe they don’t need to know anything more to succeed.

Global. Digital. Mobile. Agile. Disruption. The business landscape is changing rapidly. New technology, new industries, new entrants, new customers, and an evolving workforce are sparking new expectations for every company. How do you respond? Can you advance human performance through innovative design?

Are you overwhelming new hires with thousands of policies, procedures, and fact sheets in your knowledge base? New hires rarely even know what they’re looking for, much less how to find it. This frustration prevents them from gaining confidence and delays achieving mastery in the job. And let’s face it—even experienced employees can struggle from time to time finding the right piece of information in the knowledge base.