Upskilling in the Age of AI | Winter 2024 by Training Industry Magazine

Q U A R T E R LY | W I N T E R 2 0 2 4

BECOME AI-READY | 22 The Role of AI in Upskilling

DEVELOP AN UPSKILLING STRATEGY | 30 Growing Your Learning Culture

DRIVE SUCCESSFUL SKILLS TRANSFER | 38 Moving Beyond Formal Training

BUSINESS

PERSPECTIVES

MANAGING

WORLD-CLASS

TRAINING

FROM THE EDITOR

MICHELLE EGGLESTON SCHWARTZ, CPTM

UPSKILLING A MODERN WORKFORCE

We’ve all heard the reports — the shelflife of skills is shrinking. The skills that employees need to be successful in the workplace are rapidly evolving due to advancements in technology and automation. Just in the last year, generative artificial intelligence (AI) tools like ChatGPT have transformed how employees are performing their jobs and how training is being developed. And while AI may be the most recent transformative change, it certainly won’t be the last.

ONGOING CHANGE REQUIRES AN ONGOING INVESTMENT IN SKILLS DEVELOPMENT.

The opportunity and challenge for organizations is to stay ahead of change and ensure employees have the skills they need to be successful, regardless of what the future may look like. This is a complex undertaking that requires a thoughtful training strategy. To do this, learning and development (L&D) professionals must understand the skills that their employees currently have and where gaps exist across the company, as well as determine the skills that employees will need in the future. Based on this information, L&D can create an upskilling strategy that targets the specific needs of their workforce. However, as we know, change is constant — this is not a one-and-done exercise. Ongoing change requires an ongoing investment in skills development. As new technology evolves and business goals change, so will the skills that employees need to

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perform their jobs. L&D must continually assess the skills of their workforce and adjust their training strategy as needed. This issue of Training Industry Magazine focuses on upskilling a modern workforce, with articles that examine upskilling in the age of AI, driving successful skills transfer outside the classroom, creating an effective L&D plan around skills development and more. Also, be sure to check out what our thought leaders are saying about upskilling your people in the coming year. Spoiler: There are some good tips. As we embark on a new year, organizations must prioritize continuous learning to build a skilled and resilient workforce. Upskilling is not just a nice-tohave in today’s market; it’s a must-have for organizations to remain competitive and agile. I’m excited to see what will unfold in the next 12 months and how L&D will support their organizations through the growth of their people. As always, we love hearing from our readers, so please email us and let us know your thoughts on the content in this issue. Michelle Eggleston Schwartz, CPTM, is the editor in chief of Training Industry, Inc., and co-host of “The Business of Learning,” the Training Industry podcast. Email Michelle.

TA B L E O F

CO N T E N TS

VOLUME 17

ISSUE 1

WINTER 2024

22 BECOME AI-READY

30 DEVELOP AN UPSKILLING STRATEGY

38 DRIVE SUCCESSFUL SKILLS TRANSFER

IN THIS ISSUE

FEATURES

22 26

UPSKILLING IN THE TIME OF AI By Semih Kumluk

AI can enable learners to keep up with shifting business needs.

DRIVE REAL IMPACT WITH A CULTURE OF LEARNING EXPERIMENTATION By Helen Marshall

Empower learners to try new things, learn from failure and adapt to change.

DEVELOPING YOUR L&D PLAN AROUND UPSKILLING By Parker Donnafield, CPTM

4 STEPS FOR JOURNEY-BASED LEARNING DESIGN By Andrew Joly

Learn four foundational elements of creating engaging learning programs.

STEPPING OUTSIDE THE CLASSROOM: DRIVING SUCCESSFUL SKILL TRANSFER By Vivian Rohleder

Enable learners to focus on their own development beyond formal training.

A culture of continuous learning is key — L&D must build relationships with leadership and stakeholders.

APPLYING AI TO THE ADDIE MODEL By Janessa Jacobs, CPTM

Rethink the stages of the ADDIE model — and how AI can be used to improve each of them.

THOUGHT LEADERS

3 9 11 13

FROM THE EDITOR

By Michelle Eggleston Schwartz, CPTM

LEARNING LEADER SPOTLIGHT By Keri Borba

L&D CAREERS

By Amy DuVernet, Ph.D., CPTM

SCIENCE OF LEARNING By Srini Pillay, M.D.

15 53 55 57

CAREER DEVELOPMENT By Julie Winkle Giulioni

DIVERSITY AND INCLUSION By Dr. Kristal Walker, CPTM

BUILDING LEADERS

By Sam Shriver and Marshall Goldsmith

WHAT’S NEXT IN TECH? By Dr. Nabeel Ahmad

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IN THIS ISSUE

INFO EXCHANGE

17 20 47 50

UPSKILLING By Sarah Danzl

L&D plays an essential role in supporting workplace neurodiversity.

HOW-TO By Danielle Hart and John Cleave

Learn how to empower employees to take ownership of their development.

STRATEGIES By Mickey Fitch-Collins, Ph.D.

Craft performance reviews that inspire and drive results.

CASEBOOK By Mike Allen

Learn how Denny’s upskills its employees to create a more equitable and inclusive workplace.

CLOSING DEALS By Sarah Gallo, CPTM

Learn how Cognota is streamlining learning administration.

COMPANY NEWS Review the latest training news from the last quarter.

PERSPECTIVES By Dr. Yogini Joglekar

Overcome the challenges of implementing VR training.

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EDITORIAL BOARD JUDI BADER, CPTM Senior Director of Culture, Learning and Development Willy’s Mexicana Grill MICHAEL CANNON, M.ED. Vice President, Global Learning and Enablement Rimini Street BARBARA JORDAN, CPTM Group Vice President, Global Learning & Development Sims Metal Management

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DR. SYDNEY SAVION Global Learning Futurist Google

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KERRY TROESTER, CPTM Director, North America Sales Training Lenovo

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SCOTT NUTTER Principal/Owner Touch & Go Solutions

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SPOTLIGHT KERI BORBA

THE LEARNING LEADER SPOTLIGHT WITH KERI BORBA This issue, we are excited to spotlight Keri Borba, who has been in the learning and development (L&D) space for just over 20 years and started as a learning management system (LMS) administrator. Today, Keri serves as the vice president of organizational development and leads a team of award-winning L&D and quality professionals at AAA Northeast. In addition to L&D, Keri is responsible for diversity, equity and inclusion (DEI), performance management and talent optimization. Let’s learn more about Keri’s career journey.

with more than 20 years ago. She has a debilitating form of multiple sclerosis and has not let the disease impact her abilities to live, love, laugh and learn.

Q: HOW DID YOU GET STARTED IN L&D?

Q: WHAT’S THE MOST CHALLENGING ASPECT OF YOUR JOB?

A: I started my career teaching high school students and became so interested in the transition from student to worker and the skills needed to succeed. I went back to school for my master’s degree in L&D. Q: WHAT’S YOUR MOST MEMORABLE TRAINING EXPERIENCE, GOOD OR BAD? A: I was participating in a train-thetrainer on 9/11 and what I remember most, aside from the deep tragedy, is the community that L&D professionals shared during that time — caring for the learning, social and emotional needs of our participants. Q: WHO WOULD YOU CONSIDER YOUR MOST VALUABLE ROLE MODEL? WHAT WERE SOME QUALITIES THAT MADE THEM GREAT? A: One of my most valuable role models is a former manager, someone I worked

Q: WHAT ARE THE MOST PRESSING ISSUES ON YOUR PROFESSIONAL PLATE RIGHT NOW? A: Competing for a learner’s time, attention and motivation. We’re sending so many messages (verbal, nonverbal, electronic, micro-messages, macro-messages, etc.) and I’m seeing pure information overload.

A: Quantifying the true value of the work of L&D professionals. Our team is award-winning, and while the awards are outstanding and demonstrate a pride of place, we still need to show that the work we do is making a difference in terms of performance, productivity and individual development. Q: WHAT’S THE MOST REWARDING ASPECT OF YOUR JOB? A: For me, it’s when a member of my team is so excited about or so proud of something they’ve accomplished — whether it was a participant in their workshop who really got it, an innovative course design or feedback from a senior leader about the impact their work had. Q: WHAT’S YOUR PREFERRED TRAINING METHODOLOGY? A: In today’s workplace, my preferred method is a blended approach with self-

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paced, instructor-led and tech-enabled (gaming, simulation, etc.). Q: HOW DO YOU FIND THE TIME FOR YOUR OWN PROFESSIONAL DEVELOPMENT? A: Quite simply, I make it a priority. Last week, I took a full day to earn my Mental Health First Aid Certification to support the work I do in the DEI space. I also schedule time on my calendar for “me meetings,” meetings with myself to research, read, complete a course or engage in peer networking. I commit to not canceling these meetings — I might reschedule them, but I don’t cancel them. Q: ANY RECOMMENDATIONS FOR FOLKS OUT THERE: BOOKS, PARTNERS, RESOURCES, ETC.? My team and I are currently reading “Next Level Virtual Training,” by Diana L. Howles. It’s a good read with great idea sparks. I’d also recommend subscribing to several professional organizations or practitioners in our field (Training Industry Magazine, LinkedIn L&D groups, eLearning Heroes, etc.) and keeping the flow of resources coming to you. You may not have the time to read them all, but you’ll be reminded of their presence and ability to quickly access them. Q: IF SOMEONE WANTS TO FOLLOW IN MY PROFESSIONAL FOOTSTEPS, I’D TELL THEM TO BE SURE TO: Embrace curiosity as a core value, stay committed to your own L&D and always keep the human aspect of leading others as the most important part of your role.

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L&D CAREERS

AMY DUVERNET, PH.D., CPTM

L&D CAREER PATHWAYS Whether they’re driven by a passion for learning and growth or a desire to make a lasting impact on companies or employees, many professionals aspire to break into learning and development (L&D). In this column, I will highlight some of the more common backgrounds that lead to L&D and the areas of development that learners from each path should focus on.

THE JOURNEY INTO A CAREER IN L&D CAN BE DIVERSE. THE EDUCATION PATHWAY One of the most direct routes to an L&D career involves earning a graduate degree in a related discipline (e.g., adult education, training and development, instructional design). Our research at Training Industry reveals that upwards of 40% of the professionals that fill many L&D job roles hold a graduate degree, including 55% of chief learning officers (CLOs), 44% of training directors, 51% of training managers, 43% of learning consultants and 47% of content developers. This is unsurprising: Graduates of these programs are equipped with theoretical knowledge, research skills and an academic appreciation of pedagogical principles, preparing them to design effective training programs, analyze learning needs and implement strategies that enhance organizational learning. For professionals with this background, a critical focus for your development is that of business acumen. A graduate degree offers a great foundation, but a deep understanding of the organizational and industry contexts you’ll be working in is essential to thriving in these roles.

THE EXPERIENCE PATHWAY Another common route to this field involves leveraging previous experience in educational settings, whether in K-12 schools or post-secondary institutions. Professionals with a background in teaching or educational administration have developed relevant and transferable skills that will facilitate a career in L&D. Their firsthand experience in the classroom or educational leadership positions equips them with an understanding of learning methodologies and the ability to tailor training programs to diverse audiences. However, individuals with this background often worry about how to best communicate their transferrable skills to hiring managers. If you are entering L&D from this background, you have an opportunity to immerse yourself in the language of L&D. Consume as much content as you can to develop the language to talk about your past experiences in a way that relates to the key requirements of training and development roles. THE SUBJECT MATTER EXPERTISE PATHWAY For those who have subject matter expertise in critical operational areas, a transition into L&D can also be a natural progression. These individuals, often recognized for their exceptional performance in their respective fields, bring a wealth of practical knowledge to the table. Their journey into L&D involves translating their operational excellence into effective training programs, instructional materials and performance improvement initiatives. If you are entering the L&D field from this background, acquire knowledge of L&D

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processes and principles to understand how a training function operates and what resources are available in your role. THE MANAGEMENT PATHWAY Another path to L&D begins with managerial roles in other corporate functions. Managers responsible for overseeing teams and driving operational success develop a unique set of leadership and organizational skills. Transitioning into L&D allows them to apply these skills to employee development, build strong learning cultures and align training with business goals. Similar to SMEs, if you’ve come to L&D from this background, you must do your homework to understand your training toolkit, L&D strategy and the training processes you’ll manage. THE L&D CAREER JOURNEY The journey into a career in L&D can be diverse; whether you come into the field through academic pursuits, previous experience in education, subject matter expertise or managerial roles outside of the training department, you have the opportunity to carve your own path by showcasing your transferable skills and addressing gaps in your current skill set. As the demand for skilled L&D professionals continues to grow, the L&D profession will continue to represent a melting pot of varied and diverse experiences. Amy DuVernet, Ph.D., CPTM, is the director of training and development at Training Industry, Inc., where she oversees all processes related to Training Industry’s courses for training professionals, including program development and evaluation. Email Amy.

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SCIENCE OF LEARNING

SRINI PILLAY, M.D.

5 PRINCIPLES TO PRACTICE WHEN UPSKILLING YOURSELF AND YOUR BURNED OUT WORKFORCE The World Economic Forum estimates that, by 2025, 50% of all employees will need reskilling due to adopting new technology. The study also found that “Five years from now, over twothirds of skills considered important in today’s job requirements will change.” However, when your employees need to learn a new skill while feeling burned out, experiencing productivity pressure and feeling a little derailed and exhausted from all the change — this can be challenging. How do you set up a system of learning that takes these challenges into account? And what does the brain have to do with this? Here are five work-based principles that learning leaders can practice when upskilling themselves and their workforce:

THE INTERNET HAS BECOME AN EXTENSION OF OUR MEMORIES.

our memories, so rather than resisting technology, think of it as an extension of yourself that may help you feel less stressed and more fluent.

and upskilling. Often, when you upskill, you must let go of the past.

2. INTEGRATE TECHNOLOGY INTO YOUR WORKFLOW

The feeling of being burned out is contagious because we have mirror neurons that mirror the emotions of others. While the actual contagion is likely more complex, know that you can sometimes automatically pick up the burnout emotions such as anger from others. It’s important to let people become aware of this and to also allow for a contagion of positive emotions like group laughter.

Integrate new technology into your workflow but do not offload your decision-making capacity. When you integrate new technology into your workflow, it becomes less disruptive. This requires asking yourself not just how you will use new technology, but when you will use this. Even if you’re using technology to take a meaningful break while upskilling, like Reulay, Calm or Headspace, ask yourself, “How much learning can I tolerate before I need to take a break and give my brain a chance to absorb and integrate what I have learned?” Many people forget about this integration time, which is crucial to learning. Good decision-making requires breaks. 3. ACCEPT CHANGE AS PART OF HEALTHFUL LIVING

4. DETACH FROM THE NEGATIVE COLLECTIVE NARRATIVE

5. ENCOURAGE PEOPLE TO TAKE AN ACTIVE ROLE The most important navigator for you is the possibility you imagine for yourself. This is the way to keep from being distracted by constant change. Ask, “How do I make the change serve me, rather than simply serving it by upskilling? This is a subtle mindset shift, but it can make all the difference in the world.

We need to re-contextualize change by thinking of it as part of healthful living. Rather than change management programs, consider change leverage programs, which can allow you to immerse yourself in change more productively. For example, I teach a program on “positive disintegration,” which is based on mindset changes that you need to employ to “come apart” in a productive and successful manner. The self-circuits in the brain are built for change. It’s a much more positive way to think about change

Dr. Srini Pillay is the CEO of NeuroBusiness Group. He is a Harvardtrained psychiatrist and neuroscientist, on the Consortium for Learning Innovation at McKinsey & Company, and author of “Tinker Dabble Doodle Try.” Srini is also co-founder, chief medical officer and chief learning officer of Reulay. Email Srini.

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1. THINK OF TECHNOLOGY AS AN EXTENSION OF YOURSELF Ask people to think of technology such as artificial intelligence (AI) as an extension of themselves. Your brain has evolved such that when people expect to have future access to information through a search engine, they have lower rates of recall of the information itself and enhanced recall instead for where to access it. The internet has become an extension of

By starting with this simple self-talk and team communication, upskilling can become that much less cumbersome.

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CAREER DEVELOPMENT

JULIE WINKLE GIULIONI

LIFE IS A PILOT: EMBRACING FAILURE AND EXPERIMENTATION The most transformative role I ever held was as a member of the Zenger Miller product development team. Those who’ve been in the learning and development field for a while will recognize the name. Founded by Jack Zenger, the organization was at the forefront of commercial leadership and management training, offering an extensive library of modules based upon behavior modeling methodology. The product development team was charged with developing this training —to exceptionally high standards. Each module had to work for anyone, at any level of leadership, in any function or industry, in any part of the world. And it had to be delivered by internal client facilitators. We used to joke about “Fisher Pricing” the product, so it was fundamentally unbreakable under any circumstance.

MY MENTOR FREQUENTLY SAID, “THERE’S NO SUCH THING AS A BAD PILOT.” As you can imagine, the testing process was intense. We went from pilot to pilot, always experimenting to discover what worked, what didn’t and how to continually refine our efforts. My mentor at the time frequently said, “There’s no such thing as a bad pilot,” because even when the content or activity didn’t land as expected, you still learned something. In those cases, we had proactively teased out a problem and were given the opportunity to fix it. These were considered the best pilots because of the rich learning they provided.

Enter me: a Type A overachiever who’d developed a fixed mindset. This role represented my own personal brand of hell: Being expected to make mistakes in a public setting. But a funny thing happened after a couple of rounds: My internal critic gave way to greater curiosity. Rather than cringing in the back of the room when part of my design fell flat, I soaked up every detail of the participants’ reactions and formulated follow-up questions. This sort of orientation toward experimentation, failure and improvement is what most leaders aspire to encourage among their team members. And yet, it’s all too rare in most workplaces. But maybe it doesn’t have to be. Looking back on my piloting life, I can now recognize some of the elements that came together to make it work — elements that can be replicated. • Respect for everyone’s expertise and perspective: We genuinely held each other in high esteem. No one had anything to prove, beyond meeting our shared goal of delivering the best possible training to clients. • Mutual skin in the game: Each team member was running their own experiments. We were similarly vulnerable and psychologically exposed.

— always with a focus first on what worked, followed by highlevel questions or concerns. Then, we moved on to the nittygritty details, focusing on specific observations. But here’s the twist: With each observation about what might not have worked optimally came a constructive suggestion. “What if …” or “How about …” preceded countless great ideas that consistently contributed to a stronger next version. • Active post-pilot support: After our feedback sessions, we’d share notes, huddle for short brainstorming sessions and test prototypes on each other. We knew that we weren’t in the process alone. This team — and the processes that evolved to support it — instilled a distinct mindset. We understood that our job was to try, test, fall short and improve. That’s how we measured our success. And that’s how we created products that managers and leaders continue to rely upon today. I recently spoke with one of my team members from those days and we reflected upon the experience. She asked, “Wouldn’t it be great if everyone could enjoy that experience of experimentation?” Wouldn’t it just? Because, after all, life is just one big pilot.

• A structured, predictable feedback process: This might have been the most important tactic. Feedback began with global observations

Julie Winkle Giulioni is the author of the bestselling books, “Promotions Are SO Yesterday” and “Help Them Grow or Watch Them Go.” Email Julie.

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UPSKILLING

L&D’S ROLE IN SUPPORTING WORKPLACE NEURODIVERSITY BY SARAH DANZL

Most of us want to build and work for organizations that value diversity and inclusion — places that celebrate our differences and enable us to achieve our best work because we feel empowered to bring our entire selves to work. One area gaining more recent traction is improving the workplace experience for neurodivergent individuals, who make up about 10-20% of the global population. BUILDING AN INCLUSIVE WORKPLACE Making sure that people have what they need to be successful at work should be considered good management, not an accommodation. The reality? We all fall between some level of neurodivergent. As neurodivergent activist and speaker Ellie Middleton explains, “All of us have different brains that work in different ways, and neurodiversity refers to all of the unique and different ways in which people can exist, think, process, feel, and act. There are neurotypical people, whose functioning falls within societal standards and “‘norms,”’ and those whose functioning falls outside of those norms.” This includes individuals with dyslexia, dyscalculia, ADHD, Tourette’s Syndrome, and autism.   No two individuals are exactly alike — neurodivergent or not. The opportunity is to tap into the unique skills and talents every person brings to the workplace.

Let’s examine how virtual skills development can fit into a more equitable and accessible learning and development (L&D) strategy that sets neurodiverse employees up for success. THE HOLISTIC APPROACH THAT LOOKS AT THE INDIVIDUAL A holistic approach to onboarding, career development, upskilling and reskilling is needed to build a truly accepting and supportive workplace. That’s where various virtual skill development options can make a clear difference, providing a personal yet scalable way of getting everyone on the same page.

CLARITY IS CRITICAL, WITH SUCCESS METRICS COMMUNICATED WITH SPECIFIC EXPECTATIONS AND TIMINGS.

employees, a tailored plan is essential to their long-term success and engagement. If they have everything mapped out clearly to them from the start, including career opportunities, skills they need to build and associated learning resources, they can see the big picture and a path to success. Some neurodivergent individuals feel overwhelmed when only provided with piecemeal information. PROVIDING CLEAR GOALS AND CELEBRATING SUCCESSES Clarity is critical, with success metrics communicated with specific expectations and timing. In a virtual learning plan, this level of detail can help employees keep track of their manager’s deadlines and goals. This is especially helpful when they are starting a new job. Virtual skills training can also include tailored assessments that allow employees to showcase their skills without having to describe or “prove” them verbally. They can choose how to demonstrate their skills, for example, using a simulation, filming a video or completing an assignment. This gives validation to both managers and employees, with greater confidence that the individual can apply their skills to the job.

Ideally, everyone has a career plan and development options tailored to their unique needs, goals, aspirations and interests. For neurodiverse

Many neurodivergent employees find it difficult to know if they are succeeding in a role and if their manager is satisfied with their performance. Candidly, this isn’t just an experience for neurodiverse

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IMPROVING SKILLS GAPS AT WELLS FARGO Major financial institution Wells Fargo has a program to hire and support employees with neurodiverse cognitive profiles. The program began in April 2020 as part of a wider diversity and inclusion effort focused on increasing the talent pipeline. To date, nearly 260 neurodiverse individuals have been hired. As Stephen A. DeStefani, a Wells Fargo senior vice president who oversees their neurodiversity inclusion program, explains, “There was deep recognition of the disproportionately unemployed and underserved nature of that community. We’re focused on improving representation across as many lines of business and as many critical skills as we can accomplish. We’re seeing skills gaps close. We’re seeing higher employee satisfaction.” Neurodivergent employee Laura Rogers describes the impact the program has had on her, “The biggest thing is just having people be understanding and not judge me based on neurotypical standards. That has really helped me thrive.”

people — many workers don’t get regular insights or guidance. So, alongside regular feedback sessions, providing skills training can demonstrate progression through badging, completed assessments, certificates and more. It can contribute to a sense of achievement and pride as they move higher up a skill’s mastery level. IMPROVING ACCESS TO TRAINING Of course, because virtual skills training is delivered anywhere with an internet connection, it gives individuals the freedom to choose where and how to engage with it. This allows someone to select the time, place and pace best suited to their needs, ultimately getting the best results from them. Hands-on learning opportunities can further broaden access for people who prefer practical elements in their skill-building. In a way, that’s true for everyone since you cannot effectively master a skill without applying it — we wouldn’t let a learner driver get a full license without a practical test, nor allow a surgeon to operate without hours of hands-on training. Still, for those who struggle with writing or reading, offering virtual hands-on learning in the form of experiences and performance-based learning experiences can be precisely what they need to keep pace with changing business needs. 18

BUILDING THE RIGHT SKILLS No two people are the same, which means they require different types of support to be successful. The kind of skills that neurodivergent individuals might need to work on will differ, too. Of course, every employee has their strengths and areas for improvement. Yet, some neurodiverse candidates may feel they’ll benefit from dedicated communications and social skills training that will help them navigate workplace etiquette. At SAP, for example, a “soft skills” module proved popular with neurodiverse candidates who had never worked in a professional environment. Such skills are not taught effectively through theoretical knowledge alone. Individuals will need opportunities to practice their skills in a safe environment, whether this is via an online peer learning group or a simulated experience. Indeed, some early research into the use of mixed and virtual reality is showing positive results for teaching communication and social interaction skills to children with autism. TRAIN YOUR MANAGERS, TOO Providing training to employees is only half of the equation. Training managers to provide inclusive team environments is essential if you want your employees to thrive and remain. Managers leading by example is

a crucial step — they must build a psychologically safe environment to support the growth of employees. Inclusivity training offers some basic skills, like how to create a culture of safety, celebrate individual differences and advocate for others. More specific neurodiverse training can include communicating clearly, setting detailed goals, providing constructive feedback and coaching. These skills

NO TWO PEOPLE ARE THE SAME, WHICH MEANS THEY REQUIRE DIFFERENT TYPES OF SUPPORT TO BE SUCCESSFUL.

will require a practical element to learn through a live, hands-on challenge or online assignment, for instance. SMALL CHANGES, BIG IMPACT Making small changes to your existing workforce practices and learning strategy can make a world of difference to neurodiverse individuals. The solutions you put in place to cater to the unique needs of neurodivergent professionals can spill over to your entire culture, creating the kind of safe, inclusive workplace that suits people from all walks of life. Sarah Danzl serves as chief marketing officer, focused on global marketing and go-to-market strategies for Skillable. Most recently, Sarah was communications officer and vice president of customer marketing at Degreed. She has been actively involved in the learning space for 15 years, leading marketing and communications efforts in both corporate and startup capacities. Email Sarah.

THE BENEFITS OF A NEURODIVERSE WORKPLACE Building a workplace that suits an individual’s needs is good for business. Research shows that the different perspectives and thinking styles of neurodiverse employees bring greater innovation, problem-solving and creativity to workplaces. The same research shows that teams with neurodivergent professionals are around 30% more productive than those without them. Having your culture, processes and technology set up to cater to people of different abilities prepares your workplace to accommodate as wide a variety of workers as possible, likely giving you a leg up on the competition in terms of attracting new talent. Need inspiration? Many organizations, including Microsoft, SAP, Willis Towers Watson, Ford and EY, embrace practices to improve workplace conditions for neurodiverse individuals.

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HOW-TO

HOW DO YOU GET YOUR EMPLOYEES TO TAKE OWNERSHIP OF THEIR LEARNING? BY DANIELLE HART AND JOHN CLEAVE

The value of learning and development (L&D) has soared as leaders seek to keep pace with rapid change, futureproof their organizations and retain great people. The ways people learn on the job (and outside of the job) have steadily shifted from formal training programs to on-demand, just-in-time resources: video, microlearning, instant messaging or ad hoc sessions with colleagues and so on. How and what people decide to learn is as unique as they are, and, given the right circumstances, they’ll follow their instincts and seek out learning through their own volition. And yet, they’re not seeking it out — or not as much as leaders would like. “We want our people to take ownership for their own learning” is a common refrain in L&D. As the conversation around “creating a culture of learning” (one of the top challenges reported in our L&D trends survey year over year) evolves, there’s growing frustration and an increasing tendency to blame learners for their lack of motivation, even to imply the root cause is laziness. This is not accurate or helpful. Instead, executive, human resources (HR) and learning leaders should seek to foster an environment where a spark of curiosity can ignite into a sustaining flame of discipline and perseverance required to learn nextlevel skills. It is a complex challenge: People have very little time for training and managers may be more focused on productivity than on development (not to mention they 20

are busy as well). Often, the training being offered simply doesn’t inspire learners to take the time to benefit from it. The solution lies at the heart of the problem: The uniqueness of every individual. We each have different motivations, and if training doesn’t tap into them, it won’t work — and if learners get enough experience with training that doesn’t work, they will eventually avoid it whenever they can. To establish and enhance a culture of learning, the training you offer needs to connect with your learners and offer them (and their managers) high value for their limited time.

How is this accomplished? By centering learning design on the learner, with empathy and a genuine desire to understand them. We believe that training, in any form, has to meet these seven learner-centered design (LCD) criteria to be successful:

1. EFFECTIVE Training is a means to improve performance, so simply put, it must improve performance. Learners should feel that training contributes to improved performance, positively impacting their careers and lives, which motivates them to take and complete the training.

3 TIPS FOR DESIGNING LEARNER-CENTERED TRAINING Include learners in the design process: Empathy interviews and testing prototypes are great ways to start. Build checks into the process: Use the criteria to measure the goodness of a learning design. Evaluate, evaluate, evaluate: Make time to share lessons learned and drive continuous improvement in learning design.

2. RELEVANT Training should be relatable and immediately applicable to learners’ jobs and lives, which facilitates transfer and increases motivation.

3. ADAPTIVE Each of us has differing needs, skills, tendencies, identities, responsibilities and interests, and effective training adapts to them.

4. INTUITIVE Training should make sense to learners and work the way they expect it to work. It should minimize cognitive load by being a frictionless experience all around — user interface, visuals, content and flow.

WE EACH HAVE DIFFERENT MOTIVATIONS, AND IF TRAINING DOESN’T TAP INTO THEM, IT WON’T WORK.

reports, to identify how to make training sufficiently effective, relevant and adaptive. These criteria can also be measured as a learning experience is designed and deployed (e.g., in a pilot), ensuring it meets the mark. With these criteria as a premise, how can companies foster selfdirected learning? For people to take ownership of their own learning, they need to have:

5. EFFICIENT We are all busy and have precious little time to devote to becoming more proficient. Training should have minimal to no wasted time or effort — just enough provided at the right time.

6. EMPOWERING We learn when we want to learn, not because we were forced to watch a video or click through an eLearning course. Training should recognize learners’ agency so they remain in control.

7. SOCIAL Humans as a species are social, and most of what we’ve learned in life we learned from others. Training should provide opportunities for coaching, asking questions and providing feedback, human-to-human. FOSTERING SELF-DIRECTED LEARNING An L&D team can use these seven criteria to drive needs analysis, using surveys, observation or manager

CENTER LEARNING DESIGN ON THE LEARNER, WITH EMPATHY AND A GENUINE DESIRE TO UNDERSTAND THEM.

• Access to training that fits the LCD criteria, either developed by the organization (internally or with vendor partners) or available through external resources. Apply these criteria to every training in an organization’s catalog. • Managers who are both interested and skilled in having career and skills growth conversations with their people (e.g., Ikigai model, etc.). Managers play a key role in the growth of employees.

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• A clear message from top leadership that this is a priority (e.g., everyone is granted sufficient time, with no meetings or distracting responsibilities, to allow for L&D). The organization must recognize the value of training and carve out space for learners to engage in it. • Culture, systems and technology to make it easy for learners and their managers to access training relevant to their jobs, to track progress and to support them in moving forward in their career goals (e.g., credentialing). This includes tying training and application of new skills to compensation, recognition and succession planning. In her book, “Atlas of the Heart,” Brené Brown writes, “Blaming is one of the reasons we miss our opportunities for empathy.” Creating a vibrant culture of learning starts with a mindset shift to understanding and putting ourselves in the learners’ shoes. We need to understand their differences, desires and challenges, and provide training that reduces friction, increases their confidence and values their time. Foster an environment that rewards curiosity and self-improvement — and it will serve your people and your business. Danielle Hart collects and shares stories about effective learning experience design and learning trends as chief brand officer at SweetRush. John Cleave, senior learning engineer at SweetRush, has helped develop over 300 learning solutions in his three-decade L&D career. Email the authors. 21

UPSKILLING IN

THE TIME OF AI BY SEMIH KUMLUK

ifty years ago, a typical business professional did not use a computer at work. Fast forward to today, and computer competency has become a hygiene factor, a given fundamental skill in the workplace. Much like computer literacy, a new evolution of skill sets focusing on artificial intelligence (AI) skills is emerging. The change is similar, but the pace of it is exponential. While we cannot predict exactly how AI will change the skill sets of professionals, we do know with near certainty that the shift is happening. The businesses that will succeed in the coming years will be those that are prepared with the right skills and knowledge. The buzz around generative AI is not simply a trend or a passing fad. AI is quickly becoming mainstream. OpenAI’s ChatGPT has democratized AI, making it accessible to individuals, irrespective of their age, education or existing skill set. With all eyes on this technology, many businesses are considering how they can use it to benefit, transform or disrupt their business models. AI will be a game-changer for countless industries, potentially contributing up to $15.7 trillion to the global economy by 2030, according to a PwC study. One of the main attractions of this technology is its ability to

increase efficiency and productivity, with PwC estimating that $6.6 trillion is likely to come from productivity gains alone. We’ve already seen how ChatGPT has started this process, as generative AI skills have been proven to increase productivity in businesses by up to 37% while using software-based AI.

What Does it Mean to be AI-Ready? The discipline of AI has been around since 1956, but its progress has been sporadic. While big tech has embraced it over the decades, extensive and industry-wide adoption and innovation is relatively recent. The burning question is whether it will replace or assist jobs. While there is much optimism around AI, there is also a degree of wariness, given that the extent of AI transformation is unknown. The debate also differs from one industry to another. For instance, retail, health care, automotive and finance stand to gain the most: AI can predict customer demand, personalize designs and aid diagnoses. Modern generative AI and other technologies also have the capability to ease tasks that currently occupy 60 to 70% of employees’ working hours.

AI can allow individuals to focus on higher-value strategic thinking.

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As these new capabilities develop, a new set of personnel will be required to build, maintain, operate and regulate them — creating a whole new workforce. New positions will also be required, many of which wouldn’t have existed without AI. Much like previous generations before us, the job roles of tomorrow are still unknown.

Upskilling is not an option: It’s a necessity.

One way or the other, job roles will inevitably be disrupted. Sectors that rely heavily on repetition or rule-based tasks such as data entry, customer service and preliminary research are at risk of job replacement by AI. Roles such as marketing and content generation are seeing a transformation — a new way of doing things thanks to AI. The adoption is relatively new, and on a daily basis, we are seeing new use cases for AI creating new job roles and potentially new industries. The accelerated pace of change is altering the fundamental nature of how we live and work, and this change means that almost continually upskilling will be critical.

What Skills are Needed? Across all levels, and much like computer literacy, basic AI knowledge, and knowledge of common AI tools will become essential. For employees at all levels, the key lies in adapting and leveraging AI tools within their roles. Whether optimizing tasks to support sales, generating marketing copy or identifying upselling opportunities, AI can allow individuals to focus on higher-value strategic thinking. This necessitates developing data literacy, learning basic coding languages and enhancing collaboration skills — all crucial for navigating the evolving AI landscape. Regardless of age or the organizational level, AI will influence roles. With the right upskilling, it can also help to shape and redefine career paths. Consider the follow roles as an example: • Chief experience officers (CXOs) can begin by understanding the value of AI in the business. AI can offer transformative opportunities for an organization or offer a chance to reimagine how things can be done. A CXO can increase the productivity of

its workforce or use the technology to help inform financial decisions. They can do this by: • Understanding and utilizing AIdriven insights to predict and respond to learner needs. • Learning about the ethical and responsible use of AI, including the concerns about bias, transparency and privacy. • Staying up to date: The field of AI is constantly evolving, so CXOs will need to continuously work to stay abreast of new advances. • Management and professionals need to know how to adapt and use AI tools within their roles. AI can be used to optimize tasks, whether that’s to support a sales pitch draft, create

marketing copy or identify upselling opportunities, allowing the team to be freed up for higher value, intellectual and strategic activities. They can do this by: • Improving their data literacy skills. Understanding the specifics of how AI works to collect, analyze and interpret data will prove essential to individual contributors and managers, not just informing how they apply the technology but how they interpret the results they generate. • Learning basic coding languages like Python or R will help employees contribute directly to the automation process, as well as enabling them to better understand and correct the output they’re getting from AI.

• Developing collaboration skills. As AI continues to be integrated with more and more platforms, some employees may benefit from highlevel training on how best to work with AI. After all, AI is more applicable for some tasks than others, but this distinction is not always clear if you’re new to the subject.

What Role Does AI Play in Upskilling? AI is not only changing how we work but also how we learn. Like many other industries, the L&D sector is expected to be disrupted by the emergence of AI, with innovative features that will revolutionize how, where and what we learn. Some of the most important ways in which AI can enable upskilling and improve the learning experience include: • Analyzing user behaviors and preferences: AI can be used to automate the process of gathering data from various sources, including web-based platforms, mobile apps,

online surveys and more. AI can then clean, organize and aggregate this data into a unified format, greatly reducing the time and effort it takes for learning leaders to analyze learner data. • Creating interactive simulations and learning experiences: AI can help your training design transcend linear learning paths by generating branching narratives that adapt to individual choices and actions. AI can also help create 3D environments that mimic real-world scenarios, allowing learners to explore complex machinery from the inside, practice high-stakes processes in a low-stakes environment and more. • Language translation and localization: AI has brought a level of contextual awareness to text translation that was sorely lacking in tools like Google Translate. AI can enable you to translate learning content in real time, helping to make training events accessible to all attendees, regardless of language or culture.

THE ROLE OF AI IN UPSKILLING • Analyzing user behaviors and preferences. • Creating interactive simulations and

learning experiences.

• Language translation and localization. • Personalizing learning content.

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• Personalizing learning content: Training managers can use AI to generate tailored learning paths that take individual learners’ skills, preferences and backgrounds into account. AI tools can also automatically adjust the difficulty level and pace of learning content based on the individual learner’s progress and understanding, ensuring that learners are challenged at an appropriate level to maintain engagement. In a time when self-paced learning is critical to continuous learning and professional development, individuals can utilize tools like ChatGPT and avatars as private tutors to enhance their learning experience. The roles of trainers and educators may lean more toward mentors or guides, while the future of examinations and qualifications will also take a more personalized path, away from standardized testing to individuals learning what they want and however they want. AI is rapidly changing our world. To remain at the forefront of this revolution, upskilling is not an option: It’s a necessity. The choice of how to upskill is deeply personal and tailored to unique learning preferences, industry demands, current roles and future aspirations. Adapting to this change doesn’t have to be a burden — it’s a new way of life and an opportunity to thrive in an AI-driven era. Accepting this reality today isn’t just about survival, it’s about seizing AI’s endless opportunities. The future belongs to those who adapt, learn and grow alongside AI, shaping a promising tomorrow through continuous upskilling. Semih Kumluk is a well-versed leader with work experience spanning over 12 years in FMCG, telecommunications and consultancy. His core expertise lies in business management, data analytics and strategy. Prior to joining PwC’s Academy, the talent and skills development business of PwC Middle East, Semih worked as a senior corporate segment marketing and pricing manager in Turkey’s leading GSM operator, Turkcell. Email Semih.

DRIVE REAL IMPACT WITH A CULTURE OF

LEARNING EXPERIMENTATION By Helen Marshall

In 2020, Harvard Business Review featured an article about how Booking.com had adopted a culture of experimentation across its entire business and saw dramatic differences. But it doesn’t just come from one team — experimentation is a mindset embedded in the way Booking.com employees approach their work. This translates to: No matter who you are or what role you have, you’re able to experiment freely. It’s widely reported that a culture of experimentation actually drives business growth — it’s demonstrated by companies like Booking.com, Amazon, Apple and Google. In fact, Hélène Duval, who leads growth marketing for Google APAC, shared an article on experimentation in growth marketing,

and the thing that stood out here was how laser-focused her team had become on sharing lessons learned: the highs and the lows. And this is one of the reasons why many companies struggle to adopt this mindset: Culture. Shifting culture does not come easily or quickly. You need to think about both the macro and micro cultures present within your organization. Changing the culture of an entire business takes time and effort and is the result of recognizing all the smaller cultures that exist within it: teams, communities, departments — whatever scale they take. The magic happens when the connections made between cultural hotspots create an overarching sense of culture that

aligns to the business values and mission more broadly. Bear in mind that experimentation is about recognizing your ideas and assumptions are hypotheses to be tested, and until you try to prove yourself right or wrong, your assumptions remain just that: hypotheses. In a recent interview on “Diary of a CLO,” Danny Seals, experience design guru, shared: “The first rule to a good experiment is to acknowledge that you’re wrong. Anything you have at [the beginning] is solution seduction or massively biased. It always starts with that mindset, yet it’s the thing that always gets overlooked.” If you want to embrace an experimental attitude that helps to drive impact, there

EXPERIMENTATION IS ABOUT RECOGNIZING YOUR IDEAS AND ASSUMPTIONS ARE HYPOTHESES TO BE TESTED.

are some fundamental steps you can take to help drive the experimentation conversation across your business. The key skill needed here is problem-solving. Plus, a sprinkling of getting comfortable stepping outside your safety net and embracing cross-company exploration. There are four core points you need to consider here: • Cross-business alignment. • Clarity in communication. • Ask why more frequently. • Start small to get bigger. Plus, underpinning them all: Acknowledge that you’re probably wrong.

What is an Experimental Mindset? An experimental mindset is an approach to thinking and working that is characterized by a willingness to try new things, learn from failure and adapt to change. It is a mindset that is open to new ideas and possibilities, and that sees failure as an opportunity to learn and grow. People with an experimental mindset are constantly looking for ways to improve their work and the world around them. They are not afraid to take risks or to make mistakes. They know that failure is a natural part of the learning process and they are willing to learn from their mistakes.

On a more practical level, adopting an experimental mindset means you’re constantly looking for ways to verify your approach and do things differently. Running experiments means that you’re likely to fail a lot, but when you succeed, the impact outweighs the cost of those failures. Being able to prove that any failure is worth the risk is a core component of adopting this mindset, and it’s why it’s even more important to build crossbusiness alignment.

Cross-Business Alignment Is Key

Before you can begin experimenting in earnest, you might need to spend some time shifting mindsets. But it might also be worth spending some time checking in on how well-aligned you really are with the wider business. Each of these things might take time and effort — but without taking these steps, you’re ultimately setting yourself up to fall down once the experiments start to fail. Without the knowledge that the point of experimentation is to test assumptions and fail, people will only see a lack of immediate impact. Mindset is everything here.

Clarity in Communication

It’s often said that L&D teams need to enhance their relationship-building skills across the business, but this is even more important when you want to start thinking differently about how you do things. Forging relationships with different teams can bring fresh perspective, but also allows you to dig into some of the challenges other teams are facing and ask questions about how that could change.

If you’re trying to convince senior executives of the value in experimentation, you need to be really clear in what and how you’re communicating. This means being able to answer the “why” and the “how” easily:

In turn, this allows you to identify relationships you can leverage to drive your vision forward, but also provides the chance to highlight individuals who may be resistant to change. Marketing your efforts via key relationships can help to strengthen your sway within the business. If you’re all working towards a similar goal, there will be opportunities to strengthen the culture change needed.

• How will we deliver on this?

Earlier in 2023, the CIPD reported that 67% of L&D teams agree their strategy is well aligned to their organizational and people priorities. While this seems like a relatively positive statistic, it is 10% lower than in 2021, where 77% of teams felt they were well aligned. There has been recent scrutiny into L&D team business alignment, so although it might seem obvious that there is a clear decrease, what might actually be visible is the result of teams thinking more critically (and rightfully so) about how well aligned they really are with wider business priorities. The same can be said for the recognition of the impact L&D teams are having and how they contribute business value to the organization.

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• Why should we do this? • Why should we open ourselves to risk?

• How much investment is required? Building on from cross-business alignment where relationship building is key, this takes it one step further so you can bring people on board by providing them with enough information to make informed decisions. A focus on business performance is essential here. The other skill you’ll need to develop in this situation is storytelling, as it allows you to build empathy and create relationships between where you are now and where you would like to get to. Ultimately, humans are social creatures. Stories allow us to experience a sense of connection. Different techniques can trigger different emotions in us. Awareness of this impact shouldn’t be overlooked when you’re trying to gain buy-in or shift mindsets. It’s one of the reasons PwC labeled storytelling as the missing link for HR transformation. Helping people to share your vision in a way that means something to them is hugely impactful.

Asking Why You may be prepared to answer “why” to your senior executives, but you also need to get comfortable asking “why” more frequently and to more people. Part of experimentation is not taking things at face value. The “five whys” get spoken about a lot. But really, the key is continuing to question until you’re satisfied you can test something against the right goal. L&D teams should be problem-solvers at the core. This means thinking critically and creatively about what’s in front of you. Part of problem-solving effectively is breaking down larger scenarios into smaller, easier to manage parts. One way to do this is to question effectively. Using a framework such as the “five whys” could be useful here, but it doesn’t need to be rigorously adhered to. It’s simply a good reminder to keep digging until you get to the root cause of a perceived problem.

L&D TEAMS SHOULD BE PROBLEM-SOLVERS AT THE CORE.

useful exercise to uncover bias and reframe expectations.

Starting Small to Get Bigger Mindsets are shifting, you’re asking “why” more frequently and you’re prepared to bring people along on the journey. But that doesn’t mean you need to go after everything at once or start with the biggest experiment you can think of. Experimentation usually works best when you’re testing lots of small assumptions concurrently, just like Booking.com does in its business. Starting with smaller, less risky experiments also means you can test the waters and get more comfortable before exploring larger challenges. It might also be sensible to partner with an external provider to help guide you on the first steps to take and ease you into carrying out experiments. If you want to edge toward a culture of experimentation, it means that you’re having to change people’s habits and expectations. It will happen faster if you introduce numerous small experiments that are less risky, with lower cost, and allow feedback to be shared more rapidly. It’s a win-win: Testing the waters and bringing people along for the ride.

Shifting Culture There’s always a starting point for what we think the problems are, but as we start to dig deeper, we end up in a very different place. Once teams have been able to identify the root cause of problems, they will then be able to create experiments that tackle the most pertinent things. At least at this point, the experiments will be focused on the right areas and the opportunity to target impact is magnified.

It takes time. By its very nature, experimentation means there is an element of the unknown in what you’re doing. But adopting an experimental mindset has become crucial for L&D teams to stay ahead of the curve. This mindset encourages a willingness to try new approaches, embrace failure as a learning opportunity and continuously refine strategies based on insights gained from experimentation.

Overall, asking why requires you to be curious and open minded, but when it comes to experimentation, it’s always useful to think about how your opinions are often biased based on your own experiences. If each of your team takes the time to list out their own predictions at the start, reviewing them can be a

Helen Marshall is chief learning officer at Thrive, an all-in-one learning management system (LMS) and content solution. Helen has spent over a decade vendor-side, has a background in learning experience design and is currently leading the vision of what good learning looks like for Thrive. Email Helen.

ADDITIONAL RESOURCES If you’re thinking about how to begin your experimentation journey, here are some book recommendations to get you started: • “The Insightful Innovator” By Danny Seals • “The Future Ready L&D Professional” By Ross Thornley • “Atomic Habits” By James Clear

Make your training right for everyone Adapt your content for language and culture Does your training content need to be understood by people with differing languages and cultures? At RWS, our mission is to ensure your content resonates with everyone, everywhere. Our world-class tech-enabled translation and localization expertise delivers content that is tailored for all your learners, their preferred languages, and unique cultural environments. Ensure your content delivers improved understanding and learning experiences.

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Developing Your L&D Plan Around Upskilling By Parker Donnafield, CPTM

rganizations are constantly in need of skilled talent that can meet the changing demands of projects, stakeholders and entire industries. With so much change occurring regularly, it is easy for organizations to blindly follow methods of bringing new talent in because it’s what they have always done. In fact, organizations with 1,000 to 2,500 employees reported an average recruiting budget in 2022 of $143,000, according to a NACE report, with larger organizations spending even more. This, on top of onboarding costs, is a steep price to pay for changes when it’s not the only answer to this growing problem. If organizations want to find talent for new ventures, they should start internally. Utilizing employees who already understand the mission to support new functions is a huge benefit to organizations looking for time, cost or turnover reductions in their recruiting practices. While looking internally is an important starting point, the question soon becomes: How do you prepare employees to grow, learn and develop the skills needed to take on new projects? The answer lies in how you support upskilling in your organization. Learning functions have the unique opportunity to develop strategies around this key concept in the employee learning lifecycle.

What is Upskilling? Upskilling is “the process of building upon employees’ existing skills and strengths to enhance their skill sets.” Put simply, it is giving employees the chance to be the best they can be in their roles. This is a very flexible definition as upskilling is an individual journey employees take based on their personal motivations and organizational support.

Work with organizational leaders to integrate upskilling into your existing structures.

At its core, upskilling is an employeedriven initiative with the organization’s backing. Leaders cannot force employees to prioritize their own skill development, which is a common pitfall of failed learning and development (L&D) initiatives. When designing upskilling programs, it is crucial that all resources are streamlined and made clear for employees. These resources can include: • Job shadowing opportunities. • Mentorship programs. • Formal educational offerings/discounts. • Microlearning sessions. • Partnerships with other organizations. • Webinars.

This concept drives value within organizations as well — with an average skill lifespan of roughly 2.5 years, the need for employees to consistently improve their knowledge, skills and abilities to do their roles with increased efficiency is essential to continued growth. However, with significant enhancements in digital technologies and responsibility shifts in recent years, the idea of upskilling has become a buzzword that can leave organizations confused about where upskilling efforts should be focused.

There are many other options that give employees the ability to enhance their skills and become the best they can be in their roles. By providing a “one-stopshop” for upskilling, organizations put actionable items behind their programs that allow learners to get involved at their own pace, which is a clear sign of their commitment to supporting employee development. When L&D functions emphasize these commitments in their various programs, the entire culture of the organization shifts in a beneficial way.

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L&D can utilize business acumen to justify learning investment to organizational leaders.

as tuition reimbursement, role-specific classes, massive online open courses (MOOCs) and dedicated in-role learning time among many others. Through this interwoven approach of business and learning, upskilling becomes a pillar for the organization that employees maintain, improve and bond over as the program develops. A critical aspect of bringing upskilling into your L&D plan through your culture is to ensure it is equitable in how it is offered. By promoting a fair approach to learning, organizational silos can be removed, which further demonstrates the value of upskilling. To do so, learning leaders should emphasize resources that:

When upskilling turns into a normal part of operations in an organization, the foundation of a learning culture is created and cultivated by its most active participants. Learning cultures speak volumes to the importance of upskilling because employees are encouraged to take control of their own learning. While upskilling is a uniquely personal journey that employees take, organizations can provide structure in how they upskill. This can include a wide arrangement of offerings, such

Utilize Existing Structures and Systems

• Bring people together for discussion/ group application.

Do you already utilize a learning management system (LMS)? If not, are there current structures in place for learners to access required trainings like compliance? Do you have a resource bank that learners can turn to for inrole support? These questions, and others like them, should be asked when determining where upskilling is found in your organization. An obstacle that turns many learning functions away from robust upskilling is that they feel they must bring something brand new to the table to get people excited about it. But that simply isn’t the case!

Each of these elements ensures the upskilling initiative supports the culture of the organization through connection, collaboration and content relevance. This brings about another benefit that organizations can easily capitalize on — sustainability. Embedding stable and consistent upskilling offerings into an organization ensures that despite change occurring, learning is a priority for your workplace’s people and culture. This makes investment justifications easier for learning leaders because the desire for

Because of the flexible nature of upskilling, it should not be a standalone item that employees must seek out to reap the benefits of. Instead, learning functions should work with organizational leaders to integrate upskilling into their existing structures and systems to create a streamlined approach that drives excitement and participation. This has a significant impact on how upskilling is viewed and organically grown through the culture because the opportunity to learn is readily accessible.

• Offer varying modalities of learning for similar content.

Incorporating Upskilling Into Your Culture

learning doesn’t come solely from them, but rather it comes from all employees looking to upskill and improve. However, this does not mean that learning functions can stop here.

• Provide clear direction on how the content applies to the learner’s role.

Using Business Language to Communicate the Value of Upskilling When adding upskilling investments to your L&D plan, communicating their value in a way that stakeholders can recognize is essential. This presents a common pitfall that many learning professionals face as they speak in a “learning language” that business leaders do not understand, meaning they do not receive buy-in. To prevent this: • Demonstrate the employee skill cycle and opportunity costs of lost skills. • Provide metrics that demonstrate financial value. • Use your employees as upskilling advocates. • Offer both structured programs and independently driven options that support in-role needs. Using these techniques will highlight the benefit of upskilling in a way that all stakeholders will want to take action on.

Don’t count out the use of automation for parts of upskilling, either! There is lots of potential with artificial intelligence (AI) when it comes to scenarios, content development and reporting with enhancements constantly being offered. At the end of the day, the easier the upskilling opportunities are to find and access, the more likely people will be to get on board quickly — meaning that if automation brings the options closer to learners, use it! A recent Gallup study found that over 50% of employees want to upskill, with up to 48% of Americans willing to switch companies for more upskilling opportunities. Making the chance to improve skills readily available is of the utmost importance to your L&D plan.

Business Acumen: The Core of L&D Buy-In As is the case with all initiatives, upskilling needs to garner organizational buy-in before learning teams can put them into place. This buy-in often comes from differing business units with varying needs and expectations, so making sure that there is a pitch for upskilling that highlights its benefits while addressing concerns is critical. In doing so, learning teams use business acumen to speak the language of the organization to justify the investment in skill development. Business acumen, as defined by Training Industry, is an “understanding of how an organization makes and uses money strategically.” By speaking about

Learning Cultures in Action In organizations of all sizes, employees are looking for the opportunity to upskill, yet fail to utilize the resources available to them. To combat this, one of the largest organizations in the United States is putting the spotlight on learning in both their culture and investments. McDonald’s has expanded its upskilling options for employees to include “the chance to earn a high school diploma, receive upfront college tuition assistance … and learn English as a second language,” through its Archways to Opportunity Program. These innovative solutions aim to meet employees where they are on their upskilling journeys. While this is a huge investment for McDonald’s, its culture emphasizes learning in a way that ensures this will have a significant return on investment.

upskilling as an investment in people, a tool to reduce turnover and a strategy for agile team development, learning leaders showcase their understanding of business continuity using the framework that other units rely on to get things done.

Putting Upskilling Initiatives Into An L&D Plan With a concrete understanding of upskilling and its applications, learning professionals will find that L&D plans must include it as a feasible way to support learners and organizations alike. By offering skills development opportunities to all employees, learning teams become more strategic partners in organizations and easily demonstrate the value in emphasizing upskilling.

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An initial investment in upskilling occurs within the culture of the organization when employees are motivated to take their development into their own hands, using systems and structures already found in dayto-day operations. With this, learning teams should utilize business acumen to justify the investment to leaders within the organization. Developing an L&D plan around upskilling occurs naturally when the framework for sustainable skills enhancement is in place within organizational cultures, structures and conversations.

Parker Donnafield is a CPTM and MHRM candidate focused on providing learning functions with the tools necessary for successful upskilling and analytics programs. Email Parker. 33

Ask anyone in learning and development (L&D) where they believe learning is heading and you’ll find that many of us want to bring learning and work closer together and to create more learning in the flow of work. One great way to accomplish this is to design blended learning journeys that reflect the way people actually work — spaced over time, collaborative and in many integrated modes and channels. So, how do we achieve this? Let’s explore the four foundational steps to great blended and journey-based learning design — the critical elements that make your learning engaging and strategies for measuring success.

1. Work Your Existing Ecosystem Your learning ecosystem is the set of learning tools, content, event channels and modes you have in place. If you don’t have a mature learning ecosystem, you have an opportunity to build the exact architecture and tools you need from the ground up.

Measurement drives long-term success.

Be sure to include the core functions for effective learning: motivation; access and acquisition; collaboration; assessment; practice and application; reflection; and support. With your systems for these in place, take the time to consider designing potential learn-and-work touchpoints into your journey. Are there any nonlearning systems and interactions that play an important role in your business that you should consider? How can you involve managers or other stakeholders in support or mentoring roles during the journey? Finally, consider external content, channels and networks that your learners may be using during and outside of work that could be integrated into the journey you are building.

2. Gather Insights and Metrics As with any piece of learning design, you should start with a set of insights that will enable you to create the solution and the results you need. Understanding your audience and their learning environment is key to this.

You should also consider key performance indicators (KPIs) and behaviors you need to see. Ask yourself questions like: •

What success measures do we need from the learner? What does good look like?

•

What KPIs do we want to shift in the business?

•

How would a shift in learner performance behaviors manifest itself in our workplace?

•

What other contextual considerations could affect the learning journey? Could the industry, culture or even the personal career paths of learners impact the learning experience?

Each engagement, event and task that learners experience is a touchpoint.

insights and goals in mind, keep your design pragmatic and ruthlessly relevant and be careful not to overcomplicate it. Test and iterate as often as you can and be ready and willing to change your ideas based on feedback.

that endures and sets new standards for learning in your organization.

Key Themes for an Exceptional Learning Journey

Meaning and mission: Understanding the meaning and mission of their learning deepens learners’ engagement. Define the golden thread that links learning experiences together, present it clearly to your learner at the start and always keep it at the heart of your journey.

A key risk in the delivery of learning journeys is losing your learners’ engagement over time. As you develop your journey and touchpoint maps, consider the following themes. They can take you from a solution that broadly meets your needs to one

Context: To ensure continued commitment, your learners should understand how each component, activity and touchpoint contributes to the overall goal whole journey. Make sure the value of each task is made clear to them.

3. Design the Journey With the core components of the ecosystem and an understanding of your goals in place, the next step is to design the headline journey arc that’ll take your learners from where they are now to where you need them to be. There are many approaches to this, and they are all based on building a structured practical growth journey that puts the key enabling skills, knowledge and attitudes in place for success. The journey arc needs to deliver foundational information to learners, let them consider it, have them use it and have them engage in hands-on practice. A designer will often develop a learning experience by layering, building complexity and challenge to promote a learner’s confidence as they move through each learning touchpoint.

4. Map the Learning Touchpoints This is where you connect your existing learning ecosystem to your emerging journey map. Each engagement, event and task that learners experience is a touchpoint. These touchpoints could be any learning component: a live workshop, a digital microlearning moment, an onthe-job assignment, a cohort tutorial or a journaling exercise. Each touchpoint should bring specific value to your learner by delivering context, introducing new skills or putting knowledge into practice. As you develop learner touchpoints, your original journey arc may take a new direction. Be careful to keep your initial

10 Components of an Effective Learning Ecosystem Inspired by the work of Professor Diana Laurillard and adapted by many years of practice, these 10 foundations of an effective learning ecosystem describe the full range of components we believe are critical to an effective learning ecosystem: 1. Learner engagement and motivation: What approaches will you use to engage and motivate learners? 2. Acquisition: What learning events, content and touchpoints will be the core part of your journeys? 3. Inquiry and search: How will you respond to the immediate needs of learners? 4. Discussion: What kind of conversations can you build in to support the learning? 5. Collaboration: What integrated tools can support cooperation, creativity and problem-solving? 6. Reflection: What strategies can promote reflection and content review? 7. Practice: How will you give your learners the opportunity to try out their new skills? 8. Application: How will you translate the learning into real-world behaviors to build confidence? 9. Assessment: What systems do you have in place to understand and record your learners’ new capabilities? 10. Support: What support do you have in place for your learners as they learn?

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Layering: Think about how your content and experience will be layered. What is the core goal of the learning journey? What components could be elective or additional? For continued commitment from your learners, it’s important to give them a degree of choice and agency. Scaffolding: This term describes how an instructor gradually removes guidance so that learners eventually work on their own. This structured and intentional handholding is the glue of the learning journey. Pace: Think about how you build out the flow of high-energy or highemotion experiences (such as collaborative workshops or video scenarios) alongside lower-intensity or more practical learning events (such as report writing or journaling). Developing a regular pace and depth of these learning experiences is key to maintaining engagement. Narrative and perspectives: As with all learning design, consider how you can use the power of storytelling to expose perspectives and support your learning experience. Action: Every touchpoint should involve action from your learners. The action can be a specific deliverable (like participating in a discussion post) or a transition to the next event (like considering a question before the next module begins).

Collaboration: Shared or social learning experiences are powerful engagement and performancebuilding opportunities. Consider how your learners can develop in collaborative cohorts. Working together and sharing their journeys can create a sense of community and positive social pressure. Personalization: Think through how to develop journeys that can flex to fit an individual’s specific needs. Many platforms and tools can deliver adaptive and personalized. But even without these, you can personalize coaching moments for individual learners. Support: How will you support your learners on their journey? From a list of frequently asked questions to a chatbot or even a live tutor, effective support is critical to keeping your learners committed.

Drive Long-Term Success With Measurement As with all learning, measurement drives long-term success. However, in the context of learning journeys, we can use this fundamental design tool to create an ever more effective blended solution. You should evaluate individual touchpoints and develop a view of their success as single events. Also, be sure to maintain an understanding of how each touchpoint

contributes to the success of the learning journey. Most importantly, look at ways you can measure your learners’ performance behaviors in practice — the specific behaviors that you identified when you began designing the journey. Evaluating the extent to which your learners are practicing their new skills provides the key evidence you need to show the journey’s success.

The Power of a Journey-Based Learning Design In a world where continuous learning and adaptation are crucial, this blueprint for journey-based learning design offers a strategic approach to integrate learning seamlessly into the flow of work. Keep reviewing how your learners are working, how they connect with one another and how they develop their own skills on a day-to-day basis. By following these steps and embracing these elements, organizations can continue to bring the experience of learning and working closer together. Doing so results in a more effective and relevant learning experience for all. Andrew Joly leads the strategy and consulting faculty in GP Strategies’ Learning Experience team, which is at the frontline of delivering creative, innovative and effective learning solutions. Email Andrew.

Measuring the Impact of Training L&D professionals often struggle to prove the efficacy of learning programs. Sometimes we don’t know quite what to measure, but usually, we just don’t know how to measure our impact. Check out “Curiosity and Critical Thinking: Unveiling the Science of Measuring Learning Impact” to learn how to approach measurement like scientists do.

STEPPING OUTSIDE THE CLASSROOM:

Driving successful

Skills transfer | 38

By Vivan Rohleder, M.A

Learning and development (L&D) aims to change behavior — eliminate old, unwanted habits and apply newly taught knowledge, skills and abilities. This is a tall order for learning programs challenged to deliver results with limited instructional time. Learning and mastering a skill takes time, dedication and deliberate practice in a supportive learning environment. As a result, learning programs must extend outside of the formal learning event to facilitate effective knowledge, skills and abilities attainment and transfer. A successful learning program creates a rich environment with clear performance standards and ample time to practice, boosting confidence in learners’ ability to perform, planning implementation, opportunities for feedback and reflection, robust resources and tools to continue learning and applying skills and a system for accountability. This learning ecosystem is focused on driving learners’ successful skills transfer and behavior change. Through this framework, the timeframe to attain the desired performance levels is extended beyond the formal learning event.

Setting Clear Performance Standards It is essential for all stakeholders to have a common vision of what successful performance looks like. Stakeholders encompass all impacted groups, including learners, facilitators, managers and organizational leaders. This alignment should take place during the needs assessment and learning development phases. Through this lens, learning objectives and outcomes define successful performance and build a roadmap for skills transfer. Further, the program will focus on transferring skills learned in one context to real-world application. Leveraging these targets

and timetables, learners can have a clear path to grow their skills from practice to application and execution. Defining a clear timeline for new performance standards, breaking it down into manageable steps and tying performance back to organizational expectations will ensure the success of the program.

Continuous Improvement Through Practice and Application Practice and application should be elevated to become cornerstones of the learning program. Learners need opportunities to deliberately focus on specific aspects of the skill and — and they should have extensive chances to apply the skill in different environments. Proficiency is achieved through consistent practice. Simulations, games, case studies and role-plays are excellent methods to begin exposing learners to focused practice. Programs can increase exposure through gradually progressing skills practice and application to the real-world environment by leveraging projects and capstone assignments. Communities of practice are valuable resources to consider adopting into learning programs. Fostering a community of practice not only drives adoption, it also holds learners accountable and on track. Similarly, strategically creating cohorts can embed a robust support system into the learning experience. These social learning experiences allow learners to grow their skills, brainstorm with one another and find solutions to challenges they may be experiencing. These experiences offer an invaluable resource for learners to leverage as they adopt new skills. Learning embrace learning,

environments should collaboration and peer offering opportunities

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for learners to work together on projects, share their knowledge and expertise and encourage one another. This fosters a collaborative and supportive learning environment rich with opportunities for continued discussion and exploration, compelling learners to grow.

Building confidence in a learner’s ability to perform the skills is critical in ensuring they devote time to apply it.

Reflection, Self-Assessment and Feedback Early on, learners need opportunities to assess their current knowledge, skill and ability level against the new performance standards. Selfassessment not only allows learners to identify areas for improvement, when provided at regular intervals, it also becomes a tool to measure progress, target areas in need of additional practice and encourage continued growth. Reflection activities, interlocked with self-assessments, enable time to process past performance and explore opportunities for behavior change. Reflection exercises aid learners in charting their path toward effective skills transfer. While some learners are intrinsically motivated to reflect as part of their routine, incorporating it explicitly prompts all learners to reflect. Feedback touchpoints enrich learning programs by facilitating performance awareness. This could be achieved through leveraging instructors, experts, managers, mentors or peers to provide guidance, support and feedback as learners begin to perform the skill. In addition, others offer an outside, constructive perspective, help ideate to drive performance improvement and encourage learners to stay motivated. An important aspect of reflection, self-assessment and feedback is the ability to incorporate recognition for accomplishments and achievements. Having a structured mechanism to reflect and continue to chart a path toward skills adoption will

enable learners to hold themselves accountable and continue growing.

preparing learners to apply the skill and leverage available resources outside of the classroom.

Building Learner Confidence Change takes place because we believe we can accomplish the goal we have set. This “can do” mindset is heavily influenced by the learning environment. Starting at the learning event, the program must encourage learners and build their confidence to continue applying the skill outside the classroom. Skills transfer takes time, and it can be easy to lose motivation along the way. The learning experience must strategically build the learner’s confidence by balancing learning, practice and assessment efforts to facilitate behavior change instead of discouraging learners. Focus on maintaining motivation and building confidence by setting rewards for achieving milestones and fostering a community of learners who are working toward the same objective. Building confidence in a learner’s ability to perform the skills is critical in ensuring they devote time to apply it. The instructional content should focus on building confidence,

Recall and Continued Learning There needs to be opportunities to gradually build skill mastery and retrieve the knowledge recently gained. A successful program will encourage learners to adopt a growth mindset, prioritize their L&D and view challenges as opportunities for growth and improvement. Classroom time is limited, driving the need to continue learning and reinforcing the concepts outside of the classroom. Guiding the post-course experience ensures that learners have direction and relevant pathways to progress. Readily accessible tools, job aids and guides help learners retrieve concepts and review in preparation for performing new skills. Similarly, developing brief modules to refresh concepts will assist learners in growing their knowledge and skills over time. The objective after the learning event is to assist learners in remembering key concepts and continuing to consider new opportunities to apply the skills.

A critical role of the facilitator at this stage is to effectively prepare learners for possible challenges and roadblocks. The program should guide learners to develop a plan to overcome these and offer tools and resources to leverage in the event the learner faces challenges in applying the skill.

Embedding a System of Accountability

Planning How to Implement Change Identifying the skills to develop and planning to integrate these into dayto-day performance is just as critical as preparing to eliminate bad habits. Action planning helps participants set clear and specific personal goals and helps track progress toward desired performance. This exercise should guide learners to break the skill down into smaller, more manageable components, following SMART goal principles. It can be overwhelming to begin performing to a new standard overnight. Instead, the program should build a timeline to meet critical points at an adequate pace. This directs your focus toward practicing and incorporating specific aspects of the skill and makes it easier to track progress. At times, learners should be encouraged to set challenging goals that enable them to stretch themselves and develop new skills. Setting goals that are achievable but require effort and commitment ensures learners stay motivated and engaged throughout their learning journey. Facilitators must manage expectations and define checkpoints and timelines that encourage consistent application, aligned to the organization.

It takes time to incorporate a new behavior into an established routine or process. First, through conscious practice and adoption, and later consistent performance. Learning professionals face the challenge of creating an environment that is rich with continued opportunities for skills transfer. Embedding reminders, communication campaigns and checkpoints ensures the skills remain top-of-mind. The program should focus on creating learner commitment to continue adopting new skills and practicing outside of the classroom. To drive adoption, the program must leverage partnerships and incorporate additional stakeholders invested in reaching the new performance expectations. These stakeholders can

Learners need to incorporate newly gained skills into their practice in a consistent and deliberate way.

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aid in facilitating communications, sending reminders and setting expectations for learners aligned to organizational timelines. Building a strong post-learning program ensures learners successfully transfer the skills they learned to their roles. Learning programs benefit from focusing on skills transfer and tracking performance outcomes to produce results. Our focus is to support learners’ growth over time and design a learning environment that accommodates their needs as they attain the desired performance levels. The aim is to create opportunities for incremental practice and application, helping learners acquire new skills, expand their knowledge and stay engaged and motivated. Learning programs must enable an environment geared toward behavior change. Learners need to incorporate newly gained skills into their practice in a consistent and deliberate way. With time and practice, those skills can become effortless to apply. Allow learners to gain insight into their current performance and progress by incorporating feedback from others into the learning experience. A robust post-learning strategy prepares learners to master a new skill and change. It’s important to remember that mastery takes time and dedication — but with patience and persistence, learners can achieve their goals and perform effectively. This shift in focus will ensure successful learning transfer and skill mastery, guarantee programs meet their intended objectives and deliver organizational results. Vivian Rohleder holds M.A. degrees in organizational development and counseling and focuses on the intersection between learning and organizational development. She leads global learning and development functions aimed at building inclusive learning programs. Email Vivian.

Applying AI to the ADDIE Model

By Jenessa Jacobs, CPTM In the beginning … There was learning. And the companies liked learning, but they wanted development, too. So, in the beginning, there was some learning and some development, but there was no budget. And so, the learning and development (L&D) teams went to their creators and said, “I have no budget, I have no process and I’m lonely.” And their creators said, “Figure it out and have it done by Wednesday.” And so the L&D department could not add people without a budget, and they could not fix the budget without a process, so they created the process. Of course, the real story is a little more complicated than that.

What is ADDIE? Initially developed for the U.S. Army at Florida State University in 1975, 42

the ADDIE model is a linear, step-bystep process to produce great training content. One of the more common L&D frameworks, ADDIE is an acronym for the five phases of this design approach: analyze, design, develop, implement and evaluate (see sidebar). However, L&D professionals rarely live and work in an environment where they have the time, budget, staff or alignment to work through this process every time they design content. So, whether a designer is using ADDIE, SAM, Agile or their mom’s best advice, this article will examine how artificial intelligence (AI) can help training professionals save time and deliver great content.

What is AI? AI isn’t all about robots scheming world domination (not yet anyway). Imagine having a super-smart digital friend who can chat, brainstorm ideas and learn from human input. But AI thrives on

human input. It’s powered by ideas and creativity. Without this, it’s just a bunch of code. Many L&D teams are a department of one or even less. This is one reason AI can help with content development. Let’s look at some ways that AI like ChatGPT, Bing AI or CoPilot can create more capacity and add value to content creation.

AI can help ensure that your content is more accessible.

The ADDIE Model

A D D I Interpretation AI tools like ChatGPT can be used to help report the findings after interviewing, surveying or observing individuals to identify skills gaps by generating clear and concise reports. Here’s how:

Analyze: Identify and detail the instructional challenge of the course, including your learning objectives and issues such as learners’ current skill levels. Design: Address a variety of concerns to achieve optimal courseware design and program development, including learning objectives, content, assessment methods, exercises, subject matter analysis, lesson planning and media. Develop: Create training content following the blueprint you created during the design phase, including storyboards and graphics, as well as integrating eLearning. Implement: Develop procedures for training the facilitators and the learners. Facilitator training should explain the curriculum, learning outcomes, method of delivery and testing procedures. Student preparation includes training on the use of new software and hardware, as well as how to register. Evaluate: This phase should be ongoing throughout the design process. Its purpose is to ensure that all learning goals will meet the specified business needs.

→ Data Compilation

Gather all the data collected through interviews, surveys or observations. This could include transcripts, survey responses, notes and any other relevant information.

→ Summarize Key Points

Provide ChatGPT with a summary of the key points, themes and trends that you’ve identified from the data. Ask it to help organize the information into distinct categories.

→ Generate Insights

Request ChatGPT to generate insights and observations based on the data. Ask it to identify common skills gaps, challenges and areas where improvement is needed.

Project Scopes AI can be used to help you create a project scope document by generating sections, descriptions and details based on the project requirements. Here’s how:

→ Timeline and Milestones

Ask AI to help outline the project timeline, including major milestones, deadlines and key phases of the project.

→ Risks and Constraints

Request AI to help identify potential risks, challenges and constraints that could affect the project.

Design Outlines AI can help generate instructional content such as lesson plans, course outlines and learning objectives. Provide the topic and desired learning outcomes and AI can assist in structuring the content. Here’s how:

→ Outline Objectives

Ask AI to help define clear and measurable training objectives. These objectives should outline what outcomes to achieve through content creation.

tool to offer insights and suggestions that align with the organization’s unique goals, values and challenges.

→ Adaptive Learning Paths

AI can help design adaptive learning paths based on individual students’ progress and needs. It can suggest personalized content or assessments to optimize the learning experience.

Applying AI to Development Leveraging AI technologies such as ChatGPT for text creation, proofreading and editing in various languages enhances L&D capabilities. This application ensures that content is more accessible, fostering inclusive workspaces and facilitating effective learning experiences. Here’s how:

→ Text Creation Proofing and Editing

In other words, give the why behind the what in the outline. Customize interactions with AI by providing context about the organization. This allows the

Type in sentences that need some extra love and ask the AI to revise based on your audience demographics. AI technologies can streamline the proofreading and editing process, helping ensure that learning materials are error-free and polished to perfection.

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→ Project Statement or Overview Provide AI with a brief overview of the project, including its goals, objectives and why it’s important to the organization.

→ Brainstorm OrganizationalSpecific Considerations

→ Language Translation

Ask AI to translate into a different language. AI-powered translation services can enhance accessibility by creating multilingual text, captions and role-play scenarios, catering to a diverse global workforce and fostering inclusivity.

→ Content Expansion

Ask AI to generate additional activities, role-play scenarios, scripts and content as needed, allowing for scalability and ongoing content support.

Gamification Gamification in L&D refers to the incorporation of game elements and design techniques into non-game contexts, such as educational or training programs. Here’s how AI can help:

→ Design a Completion Leaderboard

Ask AI how to design and implement a completion leaderboard to track learners’ progress.

→ Design Digital Badges or Certifications

Ask AI to assist in designing titles or text to place in another AI to create visually appealing digital badges and certifications with wording to acknowledge learners’ accomplishments.

→ Suggest Ways to Engage Ask AI to suggest external interactive activities, such as quizzes, simulations, discussions or collaborative projects, learners can participate in, ensuring ongoing active participation and knowledge retention.

Using AI to Evaluate Learning Data We now have innovative tools at our disposal to streamline and enhance the evaluation process.

→ Surveys

One of the simple applications of AI to the evaluation phase is the creation and analysis of surveys. AI can assist in designing surveys that are more engaging and user-friendly, improving response rates and data quality. Moreover, it can help in automating survey data analysis by quickly identifying patterns, trends and significant insights from the responses, saving instructional designers valuable time.

→ Crafting Engaging Surveys

To create engaging surveys using ChatGPT, provide clear instructions and questions related to the evaluation goals. ChatGPT can help design surveys that are user-friendly, ensuring higher response rates and quality data.

→ Automating Data Analysis

Automate survey data analysis with ChatGPT by inputting responses into the model. ChatGPT will swiftly identify patterns, trends and significant insights, saving you time and offering valuable information for data-driven decisionmaking in the evaluation phase.

AI can aid in the development of more precise and automated measurement systems. By leveraging natural language processing capabilities, AI can interpret and analyze data from various sources, such as pre- and post-assessments, learning analytics and user feedback. Here’s how:

→ Precision in Measurement Systems

Ask AI to assist in creating precise and automated measurement systems by harnessing natural language processing capabilities. It enables the development of tailored assessments, helping ensure accurate evaluation of learner progress and performance.

→ Data Interpretation and Analysis

Ask AI to interpret and analyze data from diverse sources, including pre- and post-assessments, learning analytics and user feedback.

→ Enhanced Understanding and Adjustment

Ask AI for valuable insights into learner performance, facilitating a deeper understanding of areas that require adjustments in the instructional approach.

Conclusion Streamlining Evaluation Processes Utilize AI to streamline the evaluation process by asking for a timeline, approach or model that would best serve to achieve the desired response outcomes.

L&D professionals rarely have the time, budget, staff or alignment to work through the ADDIE model every time they design content.

→ Measurements

Integrating AI into your ADDIE model offers a dynamic and interactive learning experience. By incorporating these elements, L&D can create engaging and effective content and environments. Leveraging AI’s capabilities not only enhances learner engagement but also revolutionizes the way education and training are delivered, ensuring learners are motivated, informed and empowered throughout their learning journey and saving work-life balance. Jenessa Jacobs, CPTM, is an executive L&D professional, author and speaker with extensive success in redesigning newhire experiences to give organizations a strategic and competitive edge. She has worked in the health care, manufacturing and realty industries and loves to volunteer her time helping other L&D professionals excel in their careers. Email Jenessa.

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in 2024 In difficult times, learning and growth are shining lights. We thank you for helping your people upskill and move forward, and for helping the wheels of commerce flourish so we can all thrive. Our “rainbow heart” brand is known for caring, respect, commitment, and innovation and we’re hoping we can collaborate with you and do remarkable things together in 2024.

Allow us to show you custom L&D solution design and development as it should be. Our team’s one agenda is to make you a success. Your peers agree— demonstrated by our remarkable array of awards and our loyal clients.

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We’re here to help you help others…and we can all feel good about that. So, reach out and together let’s make the best of 2024! info@sweetrush.com www.sweetrush.com/get-in-touch © 2023 SweetRush, Inc. All Rights Reserved.

STRATEGIES

EMPOWERING PERFORMANCE EXCELLENCE: CRAFTING REVIEWS THAT INSPIRE AND DRIVE RESULTS BY MICKEY FITCH-COLLINS, PH.D.

Why do supervisors dread writing performance reviews? Often seen as a necessary but difficult part of the organizational landscape, performance reviews are pivotal to employee growth and organizational success. These discussions and their accompanying documentation are far more than a formality — they are an opportunity to inspire and empower your teams. Focusing on engagement and motivation in the written portion can unlock your employees’ potential and create an experience you and they enjoy more. THE SIGNIFICANCE OF FOCUSING ON ENGAGEMENT AND MOTIVATION IN WRITTEN REVIEWS Situated at a crossroads where the past and future meet, performance reviews provide an occasion to reflect on past accomplishments and chart a course toward future goals and professional growth. They’re a unique opportunity to catalyze organizational success by focusing on engagement (an employee’s commitment to their work and organization) and motivation (the driving force behind employee behavior and effort). Priming the pump of engagement and motivation in a performance review’s written document opens the floodgate to fully interactive performance review conversations. Here’s why this is significant: • Improved employee performance: Writing reviews that are both constructive and encouraging engenders better performance reviews. This, in turn,

leads to increased performance and productivity. Motivated employees are driven to excel, and engaged employees are more invested in their organization’s success. • Enhanced employee engagement and retention: When employees feel valued and recognized for their contributions, they are more likely to feel connected to their work and the organization. This leads to improved retention rates, as employees are more likely to stay in a company that invests in their growth and development.

AN ENGAGING AND MOTIVATING PERFORMANCE REVIEW IS A DETAILED ONE.

• Strengthened feedback culture: Focusing on the art of constructive feedback and positive language fosters a culture of open, transparent communication and continuous improvement within an organization. Managers and employees who understand how to deliver written feedback effectively create a safe and supportive environment for ongoing discussions about performance and development.

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• Enhanced leadership skills: Learning to write inspiring performance reviews can also develop leadership abilities. By understanding the impact of feedback and recognition on employee motivation, leaders can better guide their teams, improve team dynamics and cultivate a positive work culture. • Increased professional development: Crafting meaningful written performance reviews that include specific performance and professional development goals drives employees’ personal growth. When employees see a clear path for their development within the organization, they are more likely to be proactive in enhancing their skills and capabilities. • Adoption of performance management technology: Leveraging technology for performance excellence drives organizations to adopt performance management software and data analytics tools. These technologies can streamline the review process, provide valuable insights and facilitate continuous feedback and coaching throughout a year-long cycle. • Alignment with L&D initiatives: Empowering performance excellence aligns well with learning and development initiatives. Organizations may integrate performance reviews into broader training programs, emphasizing the importance of feedback and coaching as integral components of employee growth.

THE DO’S AND DON’TS OF WRITING REVIEWS Don’t Write

Do Write

Bob has good communication skills.

During planning meetings, Bob actively listens to his co-workers without disruption and, when appropriate, shares his position respectfully.

Jessica’s sales numbers last quarter were very good.

Last quarter, Jessica exceeded her projected sales by 18%.

Ron is always late to meetings.

Ron has been late to four of the past five team meetings. When Ron joins late, it causes the team to use valuable time to recap. I recommend Ron and I have a conversation to discuss how he can prioritize attending meetings on time for next quarter.

• Positive organizational impact: Ultimately, a well-structured performance review process that inspires and drives results has a positive impact on the overall organizational culture. Employees who feel motivated, supported and valued are more likely to be committed to the organization’s success and contribute to its growth and profitability. Crafting engaging and motivating performance reviews is pivotal to the success of your organization. Let’s delve into how to write them. THE TWO-FOLD EXPERIENCE OF THE WRITTEN PERFORMANCE REVIEW Performance reviews are not just an annual meeting between a manager and an employee. They contain two interconnected aspects: self-assessment of the past and planning for growth in the future. • Self-assessment (looking at the past): For some, the only focus of a performance review is to look at the past and tally accomplishments and struggles. This is only half the game. To create a holistic view, engage in both individual selfreflection and a manager-driven review of the past. • Planning for growth (look to the future): What is most critical in performance reviews is to sow the 48

seeds of the future in the written document. While noting past accomplishments and obstacles is important, what is more critical is to help set goals and landmarks for growth and future success.

• Upskilling: Many employees seek opportunities for professional growth and development. They appreciate a performance review that includes information about their career path within the organization.

Understanding this two-fold experience is crucial. A review only recounting the past 12 months is two-dimensional if it doesn’t also tee up opportunities for gains and successes in the future.

Having established the importance of engagement and motivation in performance reviews and gained a clear understanding of the review process and employee expectations, let’s explore how to write reviews that engage and motivate.

EMPLOYEE EXPECTATIONS IN PERFORMANCE REVIEWS Understanding what employees expect from the performance review process is essential to creating an engaging and motivating experience. Here are some common employee expectations: • Feedback and recognition: Employees want both positive feedback and guidance on their performance. They also desire recognition for their achievements and getting it can boost motivation. • SMART goal setting: SMART goals have been an integral part of performance reviews for 40-plus years because they are comprehensive and detailed, allowing employees and employers to set clear and achievable performance goals. This not only gives them direction but also motivates them to strive for improvement.

4 KEYS TO WRITING REVIEWS THAT ENGAGE AND MOTIVATE Be Comprehensive An engaging and motivating performance review is a detailed one. It should provide a comprehensive overview of an employee’s performance throughout the review period. Avoid recency bias! Include specific examples of their achievements, contributions and areas for improvement. A comprehensive written review provides enough detail to be actionable while also building a solid foundation for the forthcoming discussion. Be Specific Generalizations in performance reviews do more harm than good. Be specific in your feedback and comments. Instead of saying, “You did a good job on the project,”

say, “Your attention to detail and creative problem-solving in the XYZ project led to a 15% increase in customer satisfaction, and your initiative to streamline the process saved the team 20 hours per week.” Specific feedback reinforces the employee’s actions and highlights their value to the organization. It also shows you have been paying attention! Keep It Positive While it’s essential to address areas for improvement, it’s equally important to highlight the positive aspects of an employee’s performance. Celebrate their achievements and acknowledge their hard work. Positivity breeds motivation and a sense of accomplishment. A review that focuses solely on obstacles and shortcomings is demoralizing. Check Your Language The language you use in a performance review influences its impact. Avoid overly critical or harsh language. Instead, opt for constructive and supportive language. Use phrases like “growth opportunities” instead of “weaknesses,” and substitute ones like “you need to improve” with “here’s how you

can develop further.” Include action verbs like “solve,” “advocate” and “listen” so you are being specific about the behaviors and actions you want to see. Similarly, avoid using “always and never” because such absolutes are rarely true.

EMBRACE THE DUAL REFLECTIVE AND FORWARDLOOKING NATURE OF REVIEWS.

Writing performance reviews that engage and motivate is a critical skill for people leaders to build and enhance to ensure elevated levels of satisfaction and engagement in their teams.

ANNOUNCING THE TRAINING INDUSTRY

These summative written documents serve as platforms to springboard growth-oriented performance review discussions as part of the overall performance management process. By focusing on engagement and motivation in the written portion of performance reviews, you will have set your team up for success into the next year. CONCLUSION Performance reviews serve a vital role in employee retention and organizational success, but few managers (and perhaps even fewer employees) look forward to them as the opportunities they are. By embracing the dual reflective and forwardlooking nature of reviews, employee expectations and four keys to crafting written reviews, you will set the stage for developmental conversations that increase employee engagement and motivation and unlock your team’s potential. Mickey Fitch-Collins, Ph.D., (she/her) is an instructor for Learnit, a global leader in corporate training solutions that has upskilled more than 1.8 million professionals over the last nearly 30 years. Email Mickey.

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PERSPECTIVES

OVERCOMING THE CHALLENGES OF IMPLEMENTING VIRTUAL REALITY TRAINING BY DR. YOGINI JOGLEKAR

If you’ve ever endured an online training session with endless slideshows, you know how quickly it can become disengaging and dull. You might run through the training at 2X speed and multitask — or just switch off mentally — while it runs in the background. After a brief test, your training is complete, and you forget everything minutes later as your mind shifts to other tasks. The consensus is clear: traditional online training can be inefficient and uninspiring. This is precisely why immersive technology, specifically virtual reality (VR), is gaining ground. Immersive technology doesn’t just make you an observer, it brings you into the learning experience. VR, along with augmented reality (AR) and mixed reality (MR), collectively known as extended reality (XR), offers a new dimension of “switched-on” learning. GROWING POPULARITY OF VR

and customer service have adopted VR training for various reasons, including safety concerns, cost savings and the ability to create diverse training scenarios without real-world logistics.

IMMERSIVE TECHNOLOGY DOESN’T JUST MAKE YOU AN OBSERVER, IT BRINGS YOU INTO THE LEARNING EXPERIENCE.

ADVANTAGES OF VR TRAINING

VR training is probably historically known best in the case of flight simulation. Organizations like NASA, the United States Air Force and Boeing have long used VR flight simulators to train pilots, driven by the immense cost of real aircraft and the high stakes involved in pilot training.

Before delving into the challenges, it’s essential to understand why organizations are turning to VR training despite the obstacles. VR’s primary advantage is engagement. When you put on a VR headset, you’re fully immersed in the training experience, free from external distractions.

Health care is another field where VR training has flourished. Medical students can practice surgical procedures on virtual patients, offering a risk-free environment for learning. Other industries, such as firefighting, the military, manufacturing

VR enables instructors to use experiential learning, teaching through practice rather than passive memorization. This aligns with adult learning theory, which emphasizes “learning by doing” through role-playing and simulations.

From an organizational perspective, the most significant advantage of VR training is efficiency. Experiential learning reduces training hours. According to PwC research, VR training can be up to four times faster than traditional classroom training, ensuring employees get back to their tasks sooner. CHALLENGES AND SOLUTIONS OF IMPLEMENTING VIRTUAL REALITY TRAINING While there are many benefits, it’s the challenges that can quickly derail your efforts to add VR to your training programs. Let’s examine five challenges and solutions. Challenge 1: Employee Familiarity and Resistance It is true the popularity of VR has grown over the years, but a large section of the working population has never tried it. Human beings are naturally hesitant about new technology. Adding VR as a new training tool may worry some of your employees rather than excite them. Overcoming this challenge is all about a gradual addition that can help prepare your workforce. Rather than changing your entire program, consider adding a 15-minute simulation to the tail-end of a training session. Robust instructional design considering the “why” behind implementing this new technology goes a long way in making VR-enhanced training palatable.

Challenge 2: Measuring ROI

Challenge 4: Content Creation and Customization

Justifying investment in a new way of training can be challenging. Nevertheless, VR’s inherent capabilities can help learning and development (L&D) and human resources (HR) professionals champion its implementation.

The extent of content customization can influence costs significantly. Some organizations require simple, off-the-shelf simulations or shared virtual spaces. Others opt for highly customized experiences, such as teambuilding activities or virtual replicas of company headquarters.

VR training reduces training time, often dramatically. When Walmart first implemented VR into its training program, the most dramatic reduction they saw was a 30- to 45-minute training session becoming only a 3- to 5-minute VR simulation. In addition, VR technology can track user engagement, providing insights into which parts of the training are effective, making return on investment (ROI) measurement more straightforward. Highlight learning metrics, such as faster speed to skill, greater knowledge retention and self-efficacy, and greater engagement, which improves the bottom line. Challenge 3: Initial Costs Adding VR to your training sessions, like any other upgrade, has an upfront cost. You’ll have to purchase headsets, get them set up and secured and develop simulations or virtual environments for live training sessions. The benefit is that the biggest portion of this cost is front-loaded. The longer you keep the program going and the more areas of your company participate, the less it costs you in the long run. Bringing all your employees together for coaching or training sessions is costly. According to PwC, at only 375 learners, using VR reached cost parity with inperson training. Above that number and you’re saving a substantial amount of money over annual or quarterly inperson sessions. When looking at upfront costs of deploying new technology, consider the economies of scale: VR helps you deliver and scale training faster and cheaper.

If you’re only experimenting with VR in your training, you would be better off trying a simple implementation to start. Begin with a readily available, or “off-the-shelf,” simulation. You can also have your team enter an existing teambuilding activity.

whose disability makes VR participation impossible. To accommodate users with disabilities, adjustments such as altering the visual spectrum and providing audio notifications can help. Bottom line: Despite how much you may champion VR, you will need an alternative to ensure your company remains an inclusive place of business. Make sure your VR solution provides options for accommodating hearing, vision and other kinds of disability, both while using the headset and creating an inclusive non-headset option for participating. FINAL THOUGHTS

Remember, it’s not enough to just have a VR platform without thinking through content. Use existing off-the-shelf VR training solutions and build internal capacity for upskilling on VR-enhanced instructional design.

All indications point to our world moving toward a mixed reality experience in which we interact with digital objects and spaces even while in our physical space. This is already visible in advertising, product testing and commuting.

Challenge 5: Inclusivity Limitations People with disabilities should have every opportunity to work and thrive in a positive environment that celebrates our differences. VR as we know it today requires vision and various levels of mobility. Can VR meet ADA compliance requirements?

Corporate training is also moving in this direction. Companies like Walmart, Liberty Financial, and Bank of America are already implementing VR in their training programs. The benefits of using virtual reality in L&D are clear but in order to successfully implement VR in training, your company must be aware of the challenges and plan ways of overcoming these hurdles.

According to the CDC, up to 1 in 4 adults in the United States have some form of disability. While implementing VR, we must understand how it can adjust to disabilities or provide an alternative for people

Dr. Yogini Joglekar is the chief operating officer of Edstutia, serving enterprise and educational clients with VR instructional design consulting, learning content development and delivery. Email Dr. Yogini.

PEOPLE WITH DISABILITIES SHOULD HAVE EVERY OPPORTUNITY TO WORK AND THRIVE IN A POSITIVE ENVIRONMENT THAT CELEBRATES OUR DIFFERENCES.

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DIVERSITY AND INCLUSION

DR. KRISTAL WALKER, CPTM

WHAT TRAINING MANAGERS AND DEI PRACTITIONERS HAVE IN COMMON As organizations continue on their journey toward inclusive excellence, two roles stand out as catalysts for positive change: the training manager and the diversity, equity and inclusion (DEI) practitioner. While seemingly distinct in titles, these two roles share a remarkable synergy that can revolutionize the way companies approach learning and inclusivity. Both roles partner with business leaders to support strategic initiatives, create tools and resources for a wide variety of employees and measure the outcomes of their efforts. Read on for additional insight and best practices on offering better support, creating better tools and demonstrating better impact for your deliverables.

MEASURING DEI’S IMPACT IS CRUCIAL TO DEMONSTRATE THE VALUE OF L&D EFFORTS. SUPPORTING STRATEGIC INITIATIVES Training managers and DEI practitioners are at the forefront of supporting strategic initiatives because both roles require engaging with key decision-makers at all levels of the organization. While not always easy to establish, this collaboration enables them to align their efforts with the vision of the company and gain the necessary buy-in and support from those in positions of influence. Here are three tips to help build partnerships to support strategic initiatives: • Regularly engage in open and honest conversations, listening to the perspectives and insights of leaders and stakeholders before designing any program.

their input and involvement in shaping D&I initiatives. • Demonstrate expertise and knowledge in the areas that impact the business the most. Building strong partnerships with leaders and stakeholders allows both training managers and DEI practitioners to have a significant influence on the success of strategic initiatives because both roles are best positioned to leverage their power and influence to create partnerships in a way that makes others feel valued and supported. CREATING TOOLS AND RESOURCES FOR DIVERSE AUDIENCES The biggest hurdle here can often be assuming a one-size-fits-all approach. If every employee brings a different level of cultural diversity to the work experience, then chances are their approach to getting a specific job done will also differ. One approach to correct this misconception would be to create tools and resources in a way that is inclusive and accessible to all employees. This might include considering different learner preferences, cultural backgrounds and abilities when designing training materials. Here are three tips to help create better tools and resources for diverse audiences: • Incorporate diverse perspectives and representation in the content to empower individuals from all walks of life to fully engage in the learning process. • Leverage technology to allow employees to access training materials at their own pace and convenience.

This unique approach acknowledges and respects the individuality of employees, empowering them to fully participate and excel in their professional development. MEASURING THE IMPACT OF DELIVERABLES Measuring the impact of training and DEI initiatives is crucial to demonstrate the value and effectiveness of these efforts. In fact, measurement is the single most important element that determines whether an initiative was even worth the work. The challenge often revolves around what to measure and who values that information. Here are three tips to measurement best practices:

support

• Measure changes in employee behavior, knowledge acquisition and organizational performance indicators. • Gather feedback and insight from employees, leaders and stakeholders to assess the perceived impact and effectiveness of the initiatives. • Utilize quantitative and qualitative data to capture both tangible and intangible outcomes, such as increased employee satisfaction. Training managers and DEI practitioners have more in common than one might imagine. Both roles have a multitude of ways to contribute to creating an inclusive work culture. Applying the above tips could unlock immense potential to drive positive change within the day-to-day operations of any organization.

• Provide customizable options and flexibility in your tools and resources, including language offerings and interactive elements.

Dr. Kristal Walker, CPTM, SHRM-CP, is the senior vice president of human resources at Sweetwater Sound. Kristal is also a facilitator for Training Industry’s Certified Professional in Training Management (CPTM) program. Email Kristal.

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• Take the initiative to reach out to leaders and stakeholders, seeking

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BUILDING LEADERS

SAM SHRIVER & MARSHALL GOLDSMITH

ANALYSIS AND EGO: THE DRIVING FORCES OF UPSKILLING AND RESKILLING Years ago, the CEO of an industry-leading We would suggest that our mutual friend, former CEO of Boeing Alan Mulally, is a generational talent. So, when we sit down and try to draft a few words intended to aid practicing leaders in a world bursting with formidable challenges, we routinely reflect upon the driving forces behind his unmitigated success at Boeing and Ford.

will be the fulcrum around which organizations will revolve in the future. Net-net? Upskilling and reskilling, at every level of the organization, are indeed challenges of contemporary significance! So, how should leaders in those organizations respond?

And, under the umbrella of all that constitutes upskilling or reskilling talent, two forces we would call to your attention are analysis and ego.

When leaders respond to an identified challenge, they traditionally dive in, figure out a solution and orchestrate its implementation, right? With Alan’s experience on the world’s biggest stages and under its brightest lights as our guide … not so fast, my friend!

ANALYSIS In Alan’s own words: “Facts will set you free!” Here are a few on the upskilling/ reskilling front: • The half-life of a skill in this day and age is five years and dropping quickly. • More than 1 billion jobs, almost onethird of all jobs worldwide, are likely to be transformed by technology in the next decade. • 34% of employees left their previous employers because they were seeking better career development opportunities. We could go on and on here with more of the same, but it would only confirm the reality that sophisticated organizational upskilling and reskilling initiatives are an essential element of survival moving forward.

EGO

Next-level leaders understand the critical importance of putting their personal egos aside (regardless of how smart they are), and empowering employees to step up and solve problems of significance for themselves. We would suggest this is especially the case when the problem is rooted within their own valueproducing capabilities. We have addressed the challenges organizations have faced over the years with employee engagement in previous columns, but believe it is worth repeating. For decades, employee engagement across industry has hovered at or around 30%. How many corporate-sponsored engagement initiatives have come and gone since you first heard the term? Answer: Too many! The problem with most of those initiatives is that the wrong people were driving them. Who knows better than the employees themselves how their engagement could be enhanced?

those leaders need to establish and cultivate a culture that recognizes and supports employees for proactively taking charge of their own upskilling and reskilling needs. First and foremost, this means putting their egos to the side and taking themselves out of the problemsolving, decision-making equation. Mulally was famous at Ford for referencing his Boeing experience and saying things like, “Don’t look at me. I’m an airplane guy!” He then facilitated development of an action plan generated by those that would actually be doing the work. It wasn’t his plan that they were implementing; it was theirs. They owned it, they took pride in it and they saw it through.

NEXT-LEVEL LEADERS UNDERSTAND THE CRITICAL IMPORTANCE OF PUTTING THEIR PERSONAL EGOS ASIDE. When you lead from a predisposition that openly acknowledges that employees have the answers to their skill gap challenges, your path forward illuminates almost immediately. And, while putting that ball firmly in their hands takes courage, it also builds trust, enhances workplace dignity and serves to thoughtfully address a gnarly problem that isn’t going anywhere anytime soon!

Too many leaders think it’s their job to figure everything out: It isn’t! Like Alan,

Marshall Goldsmith is the world authority in helping successful leaders get even better. Sam Shriver is the executive vice president at The Center for Leadership Studies. Email Marshall and Sam.

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Add to this the related trend expertly documented by Ravin Jesuthasan and John W. Boudreau in their book, “Work Without Jobs.” Skills, not jobs,

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WHAT’S NEXT IN TECH

DR. NABEEL AHMAD

USE AN UPSKILLING FRAMEWORK BEFORE TECHNOLOGY We are living in an ever-changing labor market with many technologies that claim to solve your upskilling challenges. It’s time-consuming to figure out what is best for your organization. While it’s tempting to start by assessing technology platforms, consider focusing first on the outcomes you want to achieve. Learn how you can approach upskilling (and reskilling) in the age of artificial intelligence (AI). WHO HAS IN-DEMAND SKILLS? UPSKILL PEOPLE YOU CAN KEEP Assess your organization’s willingness and readiness to change. Evaluate the current state of skills your organization has today. Then work towards understanding what skills your organization will need in the future. Identify the people best suited to develop those skills. Organizations that plan and take part in upskilling initiatives are better suited to deal with the outcomes of rapid change, as well as reap their benefits. Tech Tip: Consider using an external tool to build a skills inventory that uses industry benchmarks and maps to your organization’s competency framework. This helps you understand how skills in your workforce compare to the market.

This also improves your organization’s reputation in the job market. Tech Tip: Connect transitioning employees to job marketplaces that map their current skills to labor market insight for the best outplacement opportunities. Organizations can provide an outgoing employee with a data export of their skills, how they are valued in the market, how they compare to others and where to upskill to be competitive. FOCUS FORWARD WITH FEEDBACK AT SCALE As part of your upskilling and reskilling plan, identify roles and individuals to get feedback from, such as people who find new roles, people who don’t, managers with new employees and organizational leaders. Get qualitative and quantitative feedback from those transitioning to a new role or whose role has been eliminated. Before the move, gather sentiment about the transition. After the move, track employee engagement and debrief about the transition. Ensure the feedback influences communications and decision-making. Implement feedback systems at scale to help your organization understand employee interests and desires.

A POSITIVE EMPLOYEE EXPERIENCE Measure internal and external brand reputation, as well as how your organization is perceived, to measure the success of your upskilling strategy. Your organization’s reputation is greatly affected by current and former employees. For transitioning employees, a smooth offboarding process can have a significant impact on recruiting and customer perception. Tech Tip: Use eNPS (employee net promoter score) to better understand employee satisfaction in your organization. Use eNPS with other employee engagement metrics, such as employee performance and customer happiness, to get a comprehensive view of your organization’s employee experience. MORE WAYS TO USE AI It’s becoming common to use AI for researching in-demand skills, summarizing meetings and generating images. Organizations can boost their upskilling efforts with AI by leveraging chatbots to provide career coaching guidance and create tailored learning paths for every employee. The best use of technology combines personalization and scalability. As AI is increasingly used in the workplace, it’s rarely an out-of-the-box solution. AI needs to be configured and adapted to the upskilling needs of an organization. Only then can its true power be unleashed.

Tech Tip: Use natural language processing, a form of AI and machine learning, for sentiment analysis to gather qualitative insight at scale in the form of employee listening. Balance solicited feedback from surveys with observational and behavioral feedback from systems employees already use to do work, such as task management, messaging and customer relationship tools.

Dr. Nabeel Ahmad is an authority on learning sciences and technology. He leads the People & Organization practice at changeforce.ai, authors the Four Minute University and teaches at Columbia University. Email Nabeel.

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UPSKILL PEOPLE YOU CAN’T KEEP Not everyone in an organization can be upskilled and retained. Identify the most at-risk people affected by upcoming changes and develop a transition plan. Those who develop future-focused skills can remain competitive, even if at another organization, allowing them greater flexibility and increased options.

CONGRATULATIONS

CPTM GRADUATES!

Congratulations to all of those who became Certified Professionals in Training Management (CPTMs™) in the past year. We would like to recognize 351 graduates from diverse industries and roles around the world. Your accomplishment places you amongst an elite group of learning and development professionals. We cannot wait to see how you will lead the change!

Congrats to these graduates from the same company! Cisco Systems Inc Christy Ford Lee Ann Tharrington Mary Kathleen Bryant CPS Aimee Hess Johanna Rocher

Exness Ishmam Mahmud Kiratiya Pitisant Forward Thinking Technology Solutions Bradley Fleisher Joel Frain

Cruise Benjamin Alisuag Benjamin Tackett Brandon Tyler Honeycutt Kim Singleton Laurie Klein Nick Wedge Nilou Derakhshan

FreeWheel Cheryl Viviano Timothy Morel Traci Brandon

DCI Software Kristen Ziegler Stephanie Smith

Graeter’s Ice Cream Shanna Martin-Gornall Tiffany Barber Tiffany Young

DFPS Texas Cecilia Ojeda Amber Brown Juando Morales Lawandra Smith Sandra Balderas

General Motors Blake Miglio Brendan Wilk

HHS Texas Lesley Williams Tamara Hansen

Adam Alvis IEA

Alicia Haynes Georgia United Credit Union

Aidelisa Gutiérrez Navvis

Alicia Spears Mediavine

Aimee Avalon Avalon Evolution, Inc.

Alyssa Myers Indica Labs, Inc.

Aimee Sheehan Cooperative Response Center Inc.

Amanda Herder Westmont Hospitality Group

Alex Hoener CHAS Health Alexandrea Clark Allstate Canada Alice Brésez Arcondis AG

Amanda Pollard Mental Health Cooperative Amy Brown Cogency Global Inc. Amy Matlock Apple

Internal Revenue Service Christopher de Wolfe Keven Haley Randi Bulla Steven Martin Itel Mario Lopez Shervon Alexander MD Financial Management Ana-Maria Perez Lyndsay Massey Marie-Helene Heroux Vlada Gorodskov

ProAssurance Brie Brown Katie Hall Sagitec Solutions Amy Schroeder Theresa Schiefert STCU Cindy Hancock Sara Spurlock Teladoc Health Jaime Stratton Melissa Ahern

Nestlé Purina Pet Care Amanda Proctor Teresa Wing

University of Colorado Gwendolyn D’Elia Kristina Mendez

New Vista of the Bluegrass Kristin Jones Sarah Bell

USAA Dennis Turriff Sherri Harrelson Valerie Bryant

PointClickCare Technologies Hope Atkinson Jenna Sorat

Amy Ryan CenterWell Home Health, part of Humana Amy Sanders North Texas Behavioral Health Authority Andrea Doyle GSA FEDSIM Andrew Galindo BILL Operations LLC Angie Branum The Toro Company Animesh Koya RWE Renewables

University of Tennessee Chandra McPherson Yolanda Dillard

Anthony Seabrooke Answers in Genesis Artrell Williams Sumitomo Rubber USA Artrina Carter CKC Consulting Ashley Orth Johnson Matthey Austin Underwood Utah Community Credit Union Barbara Hawkins Queensborough Bank Beckie Bursey Streamsong

Benjamin Wittman Sweetwater Sound

Cijaye DePradine Best Buy Canada

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CASEBOOK

HOW DENNY’S UPSKILLS FOR WELL-BEING AND DEI

BY MIKE ALLEN, CPTM

Diversity, equity and inclusion (DEI) in the workplace is changing at an accelerated pace. There are more generations working together than ever before and greater representation of previously underrepresented identities in the corporate world. Organizations must work to foster more inclusive and equitable workplaces, leading many companies to invest in upskilling initiatives to address skill gaps in areas like cultural awareness, recognizing and mitigating unconscious bias and collaborating with diverse team members. Like many global organizations, Denny’s recognizes the need to address these challenges and develop a new DEI and wellness training strategy. This is imperative not only to keep employees and management engaged and to build a more equitable and inclusive workplace, but also to ensure that frontline workers and managers have the skills they need to better serve Denny’s diverse clientele. But with franchise locations across the globe and over 50,000 employees, the Denny’s learning and development (L&D) team knew that creating a new DEI and wellness training strategy would be no simple matter. Spearheaded by Fasika Melaku Peterson, senior vice president of human resources and chief learning officer, and Raila Roinisalo, director of leadership development, Denny’s set out to develop a multi-year strategy for culture change. 62

Peterson and Roinisalo recognize the need for ongoing, systemic and substantive DEI and well-being efforts. “The fact is, most of these initiatives traditionally involve one- or two-day workshops,” Peterson says. “Unfortunately, this approach does not truly create awareness or generate an authentic change in mindset or behavior. We know we need to work together at all levels of the brand to plan and build training that embraces our diverse characteristics, creates equitable outcomes for all and promotes employee well-being.” DENNY’S RULES TO LIVE BY “It is paramount that everyone who dines and works here feels respected and treated fairly. No matter your department or role, we are all responsible for making Denny’s a place where everyone feels welcomed, all voices are heard and inclusion is championed,” Peterson says. “The Denny’s culture journey is comprised of several elements that support each other,” she continues. “A foundational part of the training, aimed at our front-line staff, is learning and embodying Denny’s ‘Rules to Live By.’ Our Rules to Live By are the foundational expectations that inform how team members treat Denny’s guests and how they treat one another.” The Rules to Live By are three nonnegotiable rules that ensure all

Denny’s guests and team members are welcomed, respected and valued. These rules are taught in the form of interactive webinars and eLearning for restaurant team members and include points on both how employees should treat one another and how guests are to be treated. The Rules to Live By emphasize individual contributors in championing inclusion and treating guests with kindness and respect. TRAINING AT THE CORPORATE LEVEL At the corporate level, Roinisalo and Peterson rolled out experience-based learning through the Go Beyond Challenge. “The Go Beyond Challenge is a month-long, experience-focused program designed to invite and engage Denny’s corporate team members in a collaborative manner for a sustained period of 30 days,” Roinisalo says. The Go Beyond Challenge is designed to encourage compassionate curiosity, self-reflection and exploration of the lived experiences of others. The challenges are aimed at equipping organizational leaders with tools to help actively flex their empathy muscles. “Employees are encouraged to ‘go beyond’ their individual experiences, beliefs, biases and attitudes with compassion and curiosity to understand their thoughts, actions and relationships,” Roinisalo says. The Go Beyond Challenge is broken down into themed daily challenges, with topics like appearance discrimination

and minimizing bias. In addition to these reflective techniques, Roinisalo says that the training is about “how to create safe spaces for collaborative learning.” L&D can play a major role in fostering safe learning environments by establishing norms and expectations to hold people accountable, encourage constructive feedback and regularly provide learners with up-to-date resources. Team leaders discuss and reflect on challenge topics in meetings. The experience also incorporates elements of gamification, with raffles and giveaways, including a grand prize of two round-trip tickets to anywhere in the continental United States. To make the training more accessible, additional learning was designed to “give participants room to integrate learning in their work at their own pace,” Roinisalo says. Their goal was to meet learners where they are in their personal journeys toward inclusion and equity skills. Denny’s survey data indicates that they were successful. Approximately 73% of participants agreed that Go Beyond helped them grow as individuals and 74% would recommend Denny’s as an employer, in large part because of initiatives like this. The Denny’s DEI Council, led by April Kelly-Drummond, vice president of diversity, equity and inclusion, together with the Denny’s business resource groups (BRGs), champions the Go Beyond Challenge. TRAINING FOR LEADERSHIP “Developing leaders and change makers across the organization is an essential part of this upskilling strategy,” Peterson says. The L&D team created the Championing Humanity program, aimed at Denny’s leaders, culture carriers and change makers — starting with the executive leadership team. Championing Humanity intends to upskill leaders with active allyship skills that they can carry over into their interactions with people at all levels of the organization. Skills like designing for equity, active allyship and sharing power are essential to ensure organizational leaders are equipped to champion a successful DEI initiative.

THE BUSINESS CASE FOR DEI Improving the DEI and well-being of Denny’s employees has proved not just to be a moral imperative, but also a strategic one. “Beyond creating an inclusive and welcoming workplace, investing in DEI will improve employee engagement, reduce absenteeism and turnover and increase innovation, all of which positively impacts overall financial performance,” Roinisalo says. Improving employee well-being skills also contributes to measurable business outcomes, lowering health care costs, increasing productivity and improving overall financial outcomes. The training is essential not just for the way it enables front-line workers to interact with guests, but also for the way it helps team members establish a community where everyone feels valued and empowered. “With the current working world marked by unprecedented cultural shifts, Denny’s L&D is at the forefront of navigating new complexities. We’re faced with immense challenges of fostering a learning environment that resonates with employees across generations and diverse identities, as well as enabling them to advocate

for and protect their own well-being. Denny’s journey through a multi-year strategy can serve as an example on how to create organization-wide change,” Peterson says. From foundational expectations communicated through webinars and eLearning for front-line staff to corporate-level programs like the Go Beyond Challenge and the Championing Humanity initiative, Denny’s’ approach is holistic and impactful. Roinisalo and Peterson’s programming demonstrates a positive impact on employee engagement and is a testament to the fact that investing in creating an inclusive workplace through L&D can lead to real, measurable business outcomes. By embracing comprehensive, ongoing and substantive DEI and well-being efforts that go beyond the surface, Denny’s has been able to foster a workplace where everyone feels valued and empowered. Mike Allen, CPTM, is an editor at Training Industry. Mike’s areas of focus include B2B marketing for the corporate training sector and editing Training Industry Magazine. Email the author.

4 LESSONS LEARNED FROM THE DENNY’S GO BEYOND CHALLENGE 1. Change starts at the top: DEI strategy and culture work is successful when it’s visibly led by the CEO. Additionally, get full buy-in from all key executives as culture movement makers. 2. Assess your current culture: Understand the culture you are starting with and envision the future state. Without a clear idea of where you stand now, it’s much harder to define the skills you’ll need to progress. 3. Leaders must have the right skills: Establishing trust and psychological safety for employees is led and built by leaders who care. 4. Be mindful of your employees: Respect where they are in their lives and work, and make sure they understand the personal and business benefits of the training.

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CLOSING DEALS LEARNING OPERATIONS, SIMPLIFIED: HOW COGNOTA IS STREAMLINING LEARNING ADMINISTRATION SERVICES BY SARAH GALLO, CPTM

Effective learning administration services — a group of processes that includes course scheduling, registration, instructor management, tracking and reporting, and other support functions — are essential for great training. In fact, Training Industry research found that administrative services is a key process capability of great training organizations.

learners who are struggling to find their pre-work before logging in to a course.

However, the training organizations that excel in this area are few and far between: The research also found that only 18% of organizations surveyed have “optimized” their learning administration processes. It’s also worth noting that administrative services is one of the few process capabilities that has seen significant growth in terms of how people rate its importance over the past 10 years.

Many training operations are siloed, with some L&D teams using a combination of 3-8 disparate tools, Austin says. This leads to a lack of data and visibility. “The concept of LearnOps software is to bring all these different work processes into one platform, removing the silos so you can get access to operational data analytics.”

The need for effective learning administration is reflected in Cognota’s recent $5.5M Series A funding round, which comes off the heels of its $1.9M funding round in January 2023. Ryan Austin, Cognota’s CEO, says that securing the Series A funding as a startup wasn’t easy, and that Cognota’s ability to do so in an uncertain economy validates the industry’s need for learning operations support. Here, we’ll consider how Cognota is streamlining learning administration services and create a community of learning and development (L&D) professionals in the process. FROM SILOED TO STREAMLINED Learning administration sets the tone for the learner experience. Ineffective administration can frustrate learners when things inevitably go awry, whether it’s an instructor who didn’t get the memo about an updated course time or 64

Learning leaders need to be “agile, strategic growth drivers” for the training function to move away from being seen as a cost center, Austin says. “That’s when we started thinking about the framework of LearnOps.”

The LearnOps platform offers increased visibility into training intake requests, project planning and progress, resource management, data and metrics, and more. These insights enable L&D leaders to “become better decision-makers on how to prioritize, how to resource and how to execute learning programs,” and to “ultimately, be able to do more with less,” Austin says. BUILDING AND SUPPORTING THE LEARNOPS COMMUNITY Cognota’s mission is to power learning operations for enterprises globally. Although Cognota is “first and foremost a software company,” they’re doubling down on providing support to help L&D professionals “become more of a catalyst to business growth,” Austin says. Cognota was the first technology provider to sponsor the LearnOps Community, an online forum for L&D professionals looking to connect, collaborate and grow their skills. “Our intentions are really to build this for the industry and to help move the ecosystem forward,” Austin says. “If

there’s a residual benefit of people trusting us and learning about us over time … that’s great, but that’s really not why we’re doing these things.” The LearnOps community currently has around 5,000 members and is expected to reach 10,000 members in 2024. WHAT’S NEXT? In terms of what’s next for Cognota, Austin says to stay tuned for: • LearnOps Academy: A free certification program for members that will offer access to accredited content and will pair learners with a chief learning officer for supplemental coaching and support. • The LearnOps Roadshow: Cognota is hosting a series of in-person and virtual workshops in its first-ever roadshow. • Continued Software Innovations: The recent funding round will support continued software advancements and innovations. • Career Support: Recently launching LearnOps 360™ Cognota will remain focused on helping L&D professionals find jobs and navigate career transitions moving forward. Doing things that are mission- driven takes time, Austin says. “But we’re in this for the long run. We’re being very patient, but are also being very aggressive in helping to push the industry in the right direction with the right people [and] the right thought leaders — so that we can do it together.” Sarah Gallo, CPTM, is a senior editor at Training Industry, Inc., and co-host of “The Business of Learning,” the Training Industry podcast. Email Sarah.

COMPANY NEWS

ACQUISITIONS AND PARTNERSHIPS 360Learning, the global collaborative learning SaaS leader that solves talent shortages by empowering companies to upskill from within, acquired eLamp, a disruptor in the artificial intelligence (AI)-powered skills platform industry. The acquisition advances 360Learning’s mission to be the ultimate platform for global businesses looking to reskill and upskill their teams from within.

edX, the global online learning platform from 2U, Inc., and Degreed, the pioneering learning platform, announced an expansion of their strategic partnership to provide organizations with educational content and platform solutions. The expanded partnership of edX and Degreed will enable organizations to drive more impactful learning and development programs.

Udemy, the company dedicated to improving lives through learning, announced a partnership with Docker, the collaborative application development platform. The partnership will help developers gain the skills they need to build, share and run applications. The move will give more than 20 million developers access to the skills they need to stay ahead.

Valamis, the global leader in digital learning technology and workforce development, announced a strategic partnership with iAM Learning, the trusted destination for captivating and engaging eLearning. iAM Learning specializes in cutting-edge animation and storytelling. The partnership is set to expand Valamis’s offerings by adding access to iAM’s extensive learning library.

Cognota, the leading provider of solutions for learning and development (L&D), announced the acquisition of LearningOperations.com. The acquisition supports the launch of LearnOps 360, a free job board dedicated to connecting L&D professionals with new career opportunities while also continuously supporting their growth and professional development through the LearnOps community.

Litmos, the global leader that provides solutions to over 4,000 companies and 20 million active learners, announced new global resale partners including The Gavdi Group, HR Strategies Consulting, i-Grow Consulting and more. The growing list of partners represents expanded access to Litmos’ LMS, content libraries and more for professionals working in a diverse array of industries.

INDUSTRY NEWS MAKING ORGANIZATIONS AI-READY ELB Learning, the market leader that delivers a suite of learning products and services worldwide, announced the launch of its AI services, including AI IQ, AI Discovery and AI Create. The offerings, which span areas like consulting, development and training services, will enhance organizations’ AI capabilities with ELB Learning’s comprehensive insights and tools. NEW COURSES TO SUPPORT LEADERS The Center for Leadership Studies, the global home of the Situational Leadership Model, announced the release of four new courses in its performance curriculum. The new courses are designed to support leaders by providing them with the skills to overcome critical business challenges,

including topics like onboarding for performance, effective one-on-ones, team meetings and remote leadership. AI-POWERED COURSE CREATION iSpring Solutions, the eLearning software and service company, introduced iSpring AI, a smart assistant for agile course creation in iSpring Page and iSpring Space, the company’s collaboration and cloud solutions. The smart assistant will allow users to build engaging eLearning courses faster, by leveraging AI suggestions for content generation and course design optimization. GENERATIVE AI IN LEARNING PERSONALIZATION CYPHER Learning, the provider of the leading modern learning platform

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for business and academic settings, announced AI 360 with CYPHER Copilot, a full suite of content creation and delivery tools powered by generative AI. The suite is the first platform with unified content development and delivery capabilities, leveraging AI to create and deliver personalized learning.

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