Embracing A Fluidic Workforce By 2020: The CLOs’ Challenge

The CLOs' Challenge To Embrace A Fluidic Workforce By 2020 

Digital is now mainstream with every business. While technology is the big enabler of digital enterprises, it is highly-skilled people that define the success of an enterprise. Learning and Development teams have been very successful in procuring a seat at the decision tables. A larger challenge lurks close, mostly unseen and unprecedented.

Intuit Inc., and Emergent Research, in a study, estimated 7.6 million professionals will work in the on-demand markets by 2020. This is more than double the current total of 3.2 million on-demand professionals. 43% of the US workforce will be freelancers by 2020. Hence the emergence of Upwork, Peopleperhour, and more.

CLO teams are pressed to prepare highly skilled and digitally evolved professionals connected to the internet. Sounds like a strange scenario? Well, it's knocking the door. Speculations aside, but the benefits of this shift are immense. Enterprises can now access a smarter, competitive, promising, and fluidic workforce, or Fluidforce, if we may say.

CLOs are challenged more than ever to evolve from a classic learning and development team to a high-engagement “apparatus” that can connect, engage, and empower a Fluidforce. 4 priorities that can help CLOs stay ahead of the game and avoid a digital shock are:

  1. Perform a skill-gap analysis and identify one high-demand role where it is difficult to fill positions.
    Develop a new learning curriculum and deliver it to a pilot group of existing employees.
  2. Use this to understand how to make it more fluidic, i.e., available and omni-channel.
    Consider MOOCs, BYOD, social, and collaborative learning options.
  3. Determine your organization’s training capabilities and how to expand it to accommodate diverse channels.
    Adding new channels to your training infrastructure continuously improves the training outreach.
  4. Finally, create a plan to scale the pilot project across the organization.
    Formalize the training outreach program to make it ready for freelancers and contractors.

CLO teams need to step and pledge to offer an engaging and hassle-free experience to employees and students. Learning and development need to go customer-centric. According to Forrester Data, “If you don’t understand their emotions, you don’t understand your customers”. Managed learning services are key to Learning and Development transformation.

It is exciting to understand what our fraternity colleagues think of this upcoming shift in a digitally connected, fluidic workforce. Comments are highly appreciated.

This post was first published on eLearning Industry.

Top 16 Leadership Books For Chief Learning Officers In 2015

Top Leadership Books For CLOs

Here is the top 16 of leadership books for Chief Learning Officers in 2015:

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1. The 7 Habits Of Highly Effective People 

Author: Stephen R. Covey

Summary: If you haven’t already read this book, then you have certainly been missing out. The 7 Habits of Highly Effective People is a must for your leadership book library and vital to your leadership growth. This book discusses how you are the creator of your life and how you can focus your time and energy on the things that you can control. It is a top seller with over 15 million copies sold.

What You’ll Learn: This book will teach you the 7 vital habits that every person must possess in order to become an effective and successful leader.

Link: http://amzn.to/1Ir0G4M

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2. Leadership And Self Deception 

Author: The Arbinger Institute

Summary: If you learn well from parables and examples, then this book is perfect for you. Leadership and Self-Deception explains the differences between being “in the box” and being “out of the box”, which can symbolize viewing others as objects vs. viewing them as people.

What You’ll Learn: This book will help you learn how to “get out of the box”. You’ll learn how to view the world and others in a different light. Understanding yourself and others will come easier through reading this book.

Link: http://amzn.to/1zUemAP

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3. Good To Great 

Author: Jim Collins

Summary: Good To Great  brilliantly discusses why and how most businesses remain “good” and how you can take the leap to become great. Collins begins the book explaining how good is the enemy of great and how 11 elite companies managed to take the courageous leap and how they kept their greatness.

What You’ll Learn: This book will teach you how to take your business from merely “good” to great. Learn how to define your company’s strength and how to focus your time and efforts on that.

Link: http://amzn.to/1yBjlLn

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4. Man’s Search For Meaning 

Author: Viktor E. Frankl

Summary: Man’s Search For Meaning  is written as an autobiography about Frankl’s experiences from his imprisonment in a Nazi concentration camp. Frankl discusses how to discover self worth and personal fulfillment even in the darkest times in your life.

What You’ll Learn: Through reading this book, you will learn how to find the worth in life, no matter what situation life seems to put you in. You will learn that joy and suffering can coexist and each individual has the ability to choose who they will become both spiritually and mentally.

Link: http://amzn.to/1BM22Fo

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5. Drive 

Author: Daniel H. Pink

Summary: Find out how to successfully motivate not only yourself, but others as well. Drive  dives into four decades worth of scientific research on human motivation and explains the most effective ways to motivate those you work with.

What You’ll Learn: You will learn how to motivate yourself and others without using money or other material items. These new and successful ideas will change the way you think and work with others.

Link: http://amzn.to/1BMfYiz

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6. Emotional Intelligence 2.0 

Author: Travis Bradberry & Jean Greaves

Summary: This book helps you understand the importance of having emotional intelligence in the work place. The strategies discussed will help you develop these skills for you to practice in your life.

What You’ll Learn: Learn how to identify your emotions and how to work with them to benefit you. You will be able to identify which strategies work for you in order to build your own emotional intelligence skills.

Link: http://amzn.to/1xSfcjf

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7. Principle-Centered Leadership 

Author: Stephen R. Covey

Summary: Principle-Centered Leadership  is the perfect tool to help you identify your authentic core. Covey argues that effective leadership is designed with a strong internal core and he explains what characteristics a principle-centered leader has.

What You’ll Learn: You will be able to understand what it is that makes a leader a principle-centered leader. Learn how to obtain these qualities and improve your leadership skills.

Link: http://amzn.to/1HOozoA

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8. The Speed Of Trust 

Author: Stephen R. Covey

Summary: It’s been said that trust is one of the greatest and most admired qualities in a leader. In this book you will see how to build and restore trust in others. Covey insists, “The ability to establish, extend, and restore trust with all stakeholders -customers, business partners, investors and coworkers- is the key leadership competency of the new, global economy”.

What You’ll Learn: You will learn how to build and strengthen trust in those you associate with, as well as restore trust with who have lost it. You will realize how important trust is in every relationship you have.

Link: http://amzn.to/1xG2hCG

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9. Influencer 

Authors: Joseph Grenny, Kerry Patterson, David Maxfield, Ron McMillan, Al Switzler

Summary: Leading others can be a challenge in an of itself, but leading a team through change can bring a whole new world of challenge. Change is inevitable, which is why this book will help you to understand how to lead during those hard times of change.

What You’ll Learn: You will learn how to successfully lead a team through change. You will understand the meaning of “influence” and why it’s better to strive to influence others.

Link: http://amzn.to/1AGf74K

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10. The 5 Levels Of Leadership 

Author: John C. Maxwell

Summary: Leadership is much more than your position or title. According to Maxwell, your title is only the first of five levels of leadership. Leadership merely begins with your title and where you go from there determines what kind of leader you really are.

What You’ll Learn: You will learn the five distinct levels of leadership, how to get from one level to the next and how to become the ultimate leader.

Link: http://amzn.to/1BIOmKW

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11. Crucial Conversations 

Authors: Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler

Summary: There are several ways to confront and hand any and all crucial conversations. However, Crucial Conversations  discusses the best way to approach these crucial conversations that everyone finds themselves in.

What You’ll Learn: Learn how to successfully enter a crucial conversation and leave it feeling accomplished.

Link: http://amzn.to/145Xa29

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12. How Will You Measure Your Life? 

Author: Clayton M. Christensen

Summary: This book asks one of life’s greatest and deepest questions. How will you measure your life? Christensen, a Harvard business-school professor, reminds his readers to remember the family while getting caught up in our fast-paced world.

What You’ll Learn: You will learn what really makes you tick, what your purpose is, and how to balance everything you do in your life.

Link: http://amzn.to/14zfOAB

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13. The Advantage 

Author: Patrick Lencioni

Summary: Your company may be smart, but is your company healthy? The Advantage  discusses how vital it is for a company to be healthy and exactly what traits to focus on in order to become successfully healthy.

What You’ll Learn: Learn how to make your company healthy by developing the right skills and traits. You will come to understand which areas you need to work on and improve in your company to make it a more healthy workplace.

Link: http://amzn.to/1HUUNP2

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14. On Leadership 

Author: HBR

Summary: This book is a must read, made up of different articles on leadership from the Harvard Business Review.

What You’ll Learn: These articles will help you go from a boss to an exceptional leader. Learn from the best how to make these transitions.

Link: http://amzn.to/1tQWOsR

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15. The 4 Disciplines Of Execution 

Author: Chris McChesney, Sean Covey, Jim Huling

Summary: Have you ever made a goal and merely watched it disappear without it being accomplished? The 4 Disciplines Of Execution  will lead you down the path of successful execution to all your goals and initiatives.

What You’ll Learn: Learn how to understand why your goals aren't being accomplished and how to implement these proven practices into your company.

Link: http://amzn.to/1FumfoU

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16. The 5 Dysfunctions Of A Team 

Author: Patrick Lencioni

Summary: Written in fable form, this book discusses which dysfunctions are most detrimental to a team’s success. There are vital traits that every team must possess, but often overlook. Get to know these principles and how to implement them into your team.

What You’ll Learn: This book will help you understand what issues may arise in a team that will hurt your performance. Learn how to avoid or overcome these issues.

Link: http://amzn.to/1wZhGIX

This post was first published on eLearning Industry.

Are Women Better Bosses? Definitely!

Why Are Women Better Bosses?

In the corporate environment, the battle of sexes is a bourgeois, and before I am taken to be a feminist, let me put forth the perspective with some facts.

As per the recent studies, women in the workplace have been rated higher than men on parameters such as: “taking initiatives”, “practicing self development and developing others”, “honesty and integrity”, “building relations, team-work and collaboration”. In that case, the first popping question that comes to our mind, is that why are we not in a capacity to engage and fully employ these consummate women leaders? A probable explanation could be barefaced discrimination, as is apparent.

The Inc. World has men as its majority of leaders (64%), and the higher we go on the corporate ladder; we find an increased percentage of men on senior positions. If we look at medium or small enterprises, there are more men than women bosses. However, according to a recent study by Gallup, 41% of female managers are found to be better engaged at work, compared to 35% of male managers. Since female executives are more engaged and more engaging, it’s apparent that they will cultivate and promote a high-performing environment. The research also brought forward that 33% of executives who work for female managers are better engaged at work, as compared to 27% of those who have male supervisors.

The study also concluded that organizations with women in their board committees make decisions that benefit all the stakeholders and not just the directors, therefore women in the boardroom not only serve the gender equity, but also serve the overall business purpose.

Here are 3C’s that make women more competent bosses than men, and a go-getter tip on leadership skills:

  1. Communicators.
    Women are better listeners than men, and this is the most critical for managing employees and customers. The author Louann Brizendine of the book “The Female Brain”, published in 2006, says that the brain size is irrelevant to an individual’s intellect or communication skills. The deciding factor is “connections” and particularly in this concern, the female brain has more “connections” between the two hemispheres of the brain. The book also says that females have brain cells higher than males by more than 10% in the area of the brain called the planum temporale, which is engaged in perceiving and processing language. According to Dr. Susan Sherwood, women are more discussion oriented in comparison to men who want to just take action. The stakeholders want managers to tune in and give attention to their problems and perspectives and to empathize with them, being a better communicator helps in building stronger relationships based on trust and loyalty.
  2. Community Builders.
    Women are better accord generators and don’t have a high degree of requisite to direct everyone, unlike men. According to a 2013 research involving more than 600 board directors, women are more likely to empathize, consider the rights of others and take a symbiotic approach to decision-making. Dana Ardi, the author of The Fall of the Alphas, speaks of how the traditional top down structure and male chauvinistic authoritarian leader is being substituted by a more collaborative and associated manager. Women have an edge over the men in today's work- place culture, they demonstrate traits like coaching, mentoring, teamwork, empowering employees, sharing information and responsibility, motivating and consulting thus they can be relied on for greater business success.
  3. Composure.
    Women are found to be more composed and patient with employees as compared to men. They take time in analyzing the situation and are less likely to make a prompt decision or take action too soon. A research by a UK-based mobile operator found that men are less patient than women, queuing for just 3 minutes 23 seconds - compared to women at 3 minutes 39 seconds. Another study commissioned in the same regard showed that women are willing to wait longer for a desired result. Generally most small businesses take 5 to 7 years for the so called “overnight success”. Those who can manage composure and be patient enough to take actions, and wait for results, make their journey to victory.

Previous researches have also shown that organizations with women in the boardroom perform better and are less likely to go bankrupt. So WOMEN move out and do wonders!

This post was first published on eLearning Industry.

6 Rapid eLearning Job Interview Questions You Should Be Able To Answer

Career in eLearning

eLearning refers to using digital media for education and offers advantages of convenience and flexibility. The eLearning industry is booming and career opportunities in eLearning companies have increased as they are developing training modules on different topics for global clients.

Those planning a career in this industry do not necessarily have an educational background in IT. People with a background in English Literature, Communication, or Fine Arts can also find promising career profiles as instructional designers, visualizers, and instructional writers.

Can You Answer These Rapid eLearning Job Interview Questions?

  1. What is Rapid eLearning?
    Rapid Learning, also known as Rapid eLearning Development is defined as the production process to create eLearning courses effectively with involving the use of complicated programming or software techniques. With the changing technology, eLearning is continuously evolving to cater to the needs of the users. Today, it has become much easier to create and publish eLearning courses. In other words, rapid eLearning has empowered a wide range of organizations and democratized the market to create their content and serve niche markets.  Such courses are concise for learners and are suitable options to provide training to others on new products, system upgrades, or policy changes.
  2. Do Rapid E-Learning tools build Click & Read Courses?
    Click-and-read courses actually existed before the evolution of rapid eLearning. These courses are usually not the ideal solution; however, these are a viable option in several cases. Rapid eLearning makes the creation of click-and-read courses easier.
  3. What Does Rapid Mean for Instructional Design?
    If you are up to an instructional designer job interview, you must understand the ‘rapid’ part of Rapid eLearning and should know how to answer this question. Undoubtedly, today’s eLearning tools are rapid and do not require any team to build a course. However, easier tools and authoring does not mean that one can skip instructional design.  Nowadays, eLearning is more than just putting content courses online. The demand is to make instructional design to be intentional and that is where the scope of opportunity lies. Rapid eLearning tools offer reusable interactivity and shortcuts to pre-built different instructional sound interactions.
  4. How Can You Judge if You are Building the Right Course?
    You can definitely judge this easily. All you need to do is to determine if you are still receiving a paycheck. If yes, then you are in the right direction of building a right type of course. To deliver the right course, it is imperative to understand the requirement of clients. Some may need the course to share information, while others would want the type of course to change behavior.
  5. What is your idea of building a better eLearning?
    Three elements ensure a better eLearning course: 1) "What the course needs to look like?" 2) "What type of content should be included in the course?", and 3) "How the learner would get to use this information?" The way your course looks has to do with how it can affect your course effectiveness. Deciding on the type of content to be included is vital to ensure a great eLearning experience. Also, presenting information is nothing new. However, you can make it more useful for the users to build a better eLearning course.
  6. What advantage does the basic architecture provide for rapid development?
    Firstly, basic architecture allows the e-learners to move around, get what they need, go in & out randomly, and select must-learn content type for their immediate use. Secondly, basic architecture offers focused content or ‘must learns’. Last, but not the least, it helps to organize and gather content from Subject Matter Experts (SMEs) efficiently. By reducing the quantity of content to more focused “must learn”, basic architecture helps in reducing the cost and meeting the needs of the e-learners.

There is a lot you can explore in a career in the eLearning industry, regardless of the tools you know and use. To ace your eLearning job interview, the key to success is understanding these basic rapid eLearning job interview questions. So, once you have an answer for these questions, you are ready to nail that rapid eLearning job interview.

This post was first published on eLearning Industry.

Savvy Transition: An Online Program To Help Leaders Excel In Their Roles

Savvy TransitionTraditionally, leadership development coaching has been an expensive service reserved for only an organization’s senior-most executives. E-Learning is changing this paradigm by making cost-effective leadership development programs available to leaders at all levels of the organization.

Savvy Transition was developed by the transformation and change experts at Emergent, based on their years of experience working with leaders at Fortune 500 and mid-market companies. The program represents the collective wisdom of highly experienced executive coaches, leadership development professionals, and researchers who have studied the characteristics of successful leaders.

Savvy Transition: An Online Playbook and Toolkit For Leaders In Transition

Savvy Transition is an online structured six-month program of coaching and tools designed to help a leader excel in his/her new or expanded role. The program engages the leader in collaborative efforts with supervisors, peers, direct reports, clients or customers, and key stakeholders. Because a leader’s success depends on forging constructive relationships with these stakeholders, you will find that the program continually directs the leader toward others — for information exchange, alliance building, and visioning work.

Designed for leaders at all levels of the organization, Savvy Transition is specifically targeted to:

  • Existing leaders taking on expanded responsibilities
  • Individuals newly appointed to a leadership role
  • Individuals just hired into a leadership role

The program content enables leaders to more quickly integrate into their roles, and achieve higher performance in a shorter period of time.

Savvy Transition: performance comparison

Savvy Transition Program Content

Savvy Transition is a six-month online program organized around 4 Transition Phases, 6 Focus Areas, 21 Transition Activities, and is supported by 40+ Transition Tools to help leaders be successful.

Transition Phases

  • Taking Hold (Month 1) focuses on clarifying the leader’s role, building relationships, paving the way for necessary changes, and targeting specific factors affecting the leader’s success.
  • Immersion (Month 2) focuses on building awareness of strengths and needs of the leader and key stakeholders. The leader learns to leverage insights about the organization’s systems, politics, and culture.
  • Reshaping (Months 3-4) focuses on assessing team competencies and development needs, managing conflicting agendas, promoting an inclusive culture, creating a vision for the future and securing buy-in for that vision.
  • Consolidation (Months 5-6) focuses on future challenges and opportunities. The leader repairs and enhances stakeholder relationships, builds support for the vision, and measures progress to date and charts the path forward.

Transition Activities Tools

  • The four phases are supported by 21 transition activities designed to help leaders develop practices that they can use the rest of their career. The activities enable leaders to learn and understand core leadership concepts, skills, and techniques, and then incorporate them into their thinking and daily work routines.
  • Embedded in the transition activities are 40+ tools to help leaders analyze, plan, and execute their transitions. Tools are downloadable in MS Word and Excel formats and can be easily customized.
  • A Dashboard provides a snapshot view of the leader’s progress against the 21 transition activities.

Focus Areas

  • Six focus areas help leaders identify critical objectives, work with teams, develop relationships, build self-awareness, understand the organization, and partner with supervisors.

Savvy Transition: dashboard

Savvy Transition Benefits

Savvy Transition provides benefits at three levels – to individual leaders (users of the system), the leaders’ supervisors, and leadership development professionals.

For Leaders

  • Identify critical steps you must take to maximize your success
  • Negotiate with key stakeholders to achieve results-oriented, rewarding, interdependent business relationships
  • Build high-performing coalitions of people who achieve business results
  • Communicate successfully from a strong leadership platform
  • Assess the organization’s culture, your learning needs, and achieve your learning goals

For Supervisors of Leaders

  • Avoid the most common mistakes of leaders
  • Engage effectively with you and other key stakeholders
  • Learn practical skills and techniques that really work
  • Resolve conflict in a professional and productive manner

For Leadership Development Professionals

  • Provide an affordable turnkey solution for your leaders
  • Enable leaders to more quickly integrate into their roles
  • Build a strong foundation for long-term success of your leaders
  • Increase employee engagement and performance by cultivating high-quality leaders

More Information

Learn more by visiting the Savvy Transition website at: SavvyTransition.com. There you will find screenshots and a video overview.

If you are an internal leadership development/HR/L&D professional and would like to request a demo, you may sign-up here: Savvy Transition: Demo Request

This post was first published on eLearning Industry.

7 Tips To Evaluate eLearning Professionals

How To Evaluate eLearning Professionals

Whether you are looking for an eLearning professional to expand your Learning and Development team, or an eLearning freelancer to develop an online training event for your organization, evaluating eLearning candidates is of the utmost importance. Here are a few key evaluation tips you'll want to keep in mind when you need to evaluate eLearning professionals.

  1. Do they have work samples?
    Even if some eLearning professionals may have never completed a paid project, they should still have work samples on hand, as a result of a volunteer or an intern work. Often these work samples will be included in a portfolio that also features their bio, skills, and references or reviews from past clients. When you're reviewing these work samples, there are a handful of things that you'll want to pay close attention to, such as the design and the overall presentation. You may also want to lookout for work samples that are more creative or innovative than others, like an inventive layout or case studies that feature stunning graphic design elements or interactive multimedia and eLearning games. Last, but not least, make sure that the portfolio and/or the work samples are free of any spelling and formatting errors.
  2. Do they have the experience you need?
    While the eLearning candidates may have a degree and an in depth understanding of eLearning design and development, if they don't have much experience under their belt then this may be an issue. Experience can come in the form of internships, volunteer work, or past eLearning projects. If you cannot gauge their experience based upon their online portfolio, then ask about past eLearning projects that may have required the skill sets or talents that you are looking for.
  3. Are they personable?
    While their qualifications and skills are important, you will also want to determine if the perfect eLearning candidate is someone you would actually want to work with. Do they have a good personality? Are they friendly and polite? How did you feel when you were around them, and do you think that they have the character and personality you are looking for in a new hire? These may be the most significant intangible qualities that the eLearning candidates possess, as there are no work samples or case studies to back them up, but it also happens to be of great importance.
  4. Do they really fit in?
    One of the most overlooked aspects of eLearning candidates is analyzing how they will mesh with your current staff. The person you will ultimately hire should fit seamlessly into your team. So, when you're conducting the interview, you'll want to assess whether they have the traits and the overall personality that will mesh with your existing staff. Also, in terms of your company culture, how well do you think the eLearning candidate will fit in? For example, if an eLearning candidate seems like someone who always plays by the book and isn't very flexible, then he/she may not be a good fit for an organization who prides itself on innovation and “outside-the-box” thinking. By considering this all important question when you evaluate eLearning professionals, you can ensure that everyone will have an enjoyable and productive work experience.
  5. Will there be a steep learning curve?
    If an eLearning candidate is new to the world of eLearning or may not be familiar with the tools and technologies that your organization uses, you'll want to consider whether it's really worth the investment of time and training resources. How much time will the eLearning candidate need in order to be on the same page with the rest of your team, and does he/she really know enough about the subject matter? While some eLearning candidates may be skilled and talented enough to make training a worthwhile expense, others may need to gain more experience before they are a good match for your organization.
  6. Do they have a passion for their profession?
    Are they excited about eLearning? Do you get the sense that they are truly passionate about their eLearning career? Are they enthusiastic about the position that you are interviewing them for? Ultimately, the person you will hire should be passionate about educating your target audience and excited about the idea of diving right into a project and working with your team. This is one of the key qualities of a successful eLearning professional. Another thing you'll want to consider is whether they have a passion for the pursuit of knowledge. Are they willing and ready to learn all they can about Instructional Design theories and models by taking additional courses, reading books, and visiting forums?
  7. Ask for references.
    It's completely acceptable and advisable to ask for references from your eLearning candidates. Be sure that all of the contact information is up to date and feel free to follow up by reaching out to their references via email or phone. Ask them if they were happy with the work that was produced by the eLearning candidate. You could also ask about  the overall experience working with the eLearning candidate in the past. If the reference is a client, ask if they are still working with the eLearning candidate and if they are not, ask if they would hire them again and why. All of this invaluable information can give you insight into how it would be to have this individual on your team, and determine which skills, talents, and work ethics he/she can offer to your organization.

Use these tips to evaluate eLearning professionals and to find the perfect eLearning candidate who can offer you the experience and expertise you need to create effective eLearning courses and online training events for your organization.

Asking the right questions during an interview can help you to gain insight into what an eLearning candidate has to offer to your organization. Read the article 6 Tips On Interviewing eLearning Professionals to know what questions you should ask, and how you can insure that you will get the most out of the interviewing process with eLearning professionals.

Want to learn more about the skills you should be looking for in an eLearning professional? The article Top 10 eLearning Skills That eLearning Professionals Should Have features the top 10 eLearning skills that eLearning professionals should have to be successful and stand out.

Are you currently looking for the ideal eLearning professional? You can search for eLearning Professionals' resumes or upload your job request for free, at eLearning JobsThe Leading Source for eLearning Jobs - Free eLearning Job posting!

This post was first published on eLearning Industry.

6 Tips On Interviewing eLearning Professionals

Interviewing eLearning Professionals

Whether you're a Fortune 500 company who is looking for an eLearning professional to develop your compliance training, or a small eLearning firm who needs an eLearning freelancer to work on a contractual basis, conducting an interview is a time consuming, but necessary, task that will help you to choose the ideal candidate. However, there are some tips on interviewing eLearning professionals that can make the process much more productive and less stressful for everyone involved.

  1. Always ask to see their eLearning portfolio.
    First and foremost, you should always ask to see a candidate's eLearning portfolio, as this will give you a good indication of his/her skill sets and talents. Candidates may say that they are well versed in a particular topic, or that they are familiar with a specific eLearning authoring tool. However, their work samples are going to tell you if this is really the case. Many eLearning professionals are now putting their portfolio online, so ask them for the web address in order to view it before the interview.
  2. Discuss their previous use of eLearning software.
    eLearning professionals have to wear many hats these days, and having professionals on your team who know their way around a variety of eLearning software will give you the upper hand. Ideally, the perfect candidate should be up to date with emerging technologies and tools, and have an understanding of at least a handful of eLearning authoring tools and Learning Management Systems. Even if a candidate is not familiar with the eLearning software your company uses, the fact that he/she is willing and able to learn about new eLearning tools is a big plus.
  3. Encourage them to discuss recent eLearning projects.
    Even if the candidates have written out all of the past experience in their resume, you should still ask them about it during the interview to gain more insight into their experience and previous job responsibilities. Inquire about the eLearning software they used, the challenges they faced, and the goals they achieved during the eLearning design and development process. In addition to the eLearning projects they've recently completed, you may also want to give them a hypothetical project to see if they can come up with a strategy then and there. For example, if a candidate states on his resume that he plays guitar, you can ask him to define the top five things a learner would need to know in order to start playing guitar. In addition, you can ask her/him which eLearning authoring tools and instructional design theories she/he would use to design an eLearning deliverable based upon this specific subject matter. By doing this you not only learn more about their eLearning development process, but also about how effectively they can communicate their thoughts and ideas.
  4. Have them develop learning objectives and goals on the spot.
    There are probably a number of candidates on your interview list who can create content and design multimedia components. However, creating effective learning objectives and learning goals is an entirely different story. As such, you will want to make sure that your new hire can craft learning goals and objectives by asking them to do so, on the spot. Give them a list of key points and ideas regarding a specific topic, and then have them design two or three key objectives and learning outcomes based upon the information provided.
  5. Don't forget about teamwork and collaboration!
    There are two aspects to this particular tip. Firstly, you'll want to learn about their collaboration skills to see if they are effective team players. Secondly, you will want to know if they are effective project managers. Collaboration is essential in both roles, so hiring a candidate who can work in team environments and has a proven track record of doing so, is critical. Ask them about past eLearning projects that involved an eLearning design and development team, and then encourage them to talk about the obstacles they faced, how they overcame these obstacles, and what they learned from the experience. Inevitably, every experienced eLearning professional has had his/her fair share of challenges with subject matter experts. As such, you'll want to ask about any challenges they've faced in the past, regarding subject matter experts and how they came to a resolution. Encourage them to be specific, as it will give you a clear idea of their team-working and social skills. If they have not dealt with subject matter experts in the past, then ask them to tell you about a time when they've been in conflict with a colleague or peer and how it was resolved.
  6. Ask your short-list of candidates to complete a sample eLearning assignment.
    After you've created a list of candidates who you think might be a great addition to your team, why not ask them to complete an eLearning assignment that will make one stand out from the others. For instance, you could give them all the same topic- preferably one that isn't mentioned on any of their resumes or portfolios- and ask them to create a short eLearning course or module that features learning goals, multimedia elements, and learning activities. You can then review all of their submissions and determine who has the skills and talents you really need to create the most effective eLearning course for your organization.

Use these eLearning interview tips to determine if an eLearning professional is the ideal person for the job. Interviews only offer you a small glimpse into their qualifications, personality, and skill sets, so you'll need to ask the right questions to find the right eLearning professional.

Want to learn more about the skills you should be looking for in an eLearning professional? The article Top 10 eLearning Skills That eLearning Professionals Should Have features the top 10 eLearning skills that eLearning professionals should have to be successful and stand out.

In addition, the article Top 10 Instructional Designer Skills features the top 10 instructional designer skill sets that you may want to keep in mind when interviewing potential candidates.

Are you currently looking for the ideal eLearning professional? You can search for eLearning Professionals' resumes or upload your job request for free, at eLearning Jobs  “The Leading Source for eLearning Jobs - Free eLearning Job posting”!

This post was first published on eLearning Industry.

How The Chief Learning Officer (CLO) Got It’s Name

Have you ever wondered how the Chief Learning Officer got it's name?

Well, this legendary story starts at the University of Southern California (USC) in 1989 with Steve Kerr. No, not the basketball phenom, Steve Kerr but rather with the Chief Learning Officer, Steve Kerr. While bball Kerr was just starting his NBA career with the Phoenix Suns, our Steve Kerr was striking a deal with one of the greatest corporate leaders of the time, CEO of General Electric, Jack Welch. This 11-year journey began slowly but was then quick to change the face of corporate leadership development. The program that Steve worked on became the most prestigious Corporate Management Training program in the world. The “Aon Hewitt Top Companies for Leaders” has it ranked #1 in 2014.

Steve Kerr - The World's First Chief Learning Officer

Steve Kerr - The World's First Chief Learning Officer

Steve started on this voyage by accepting to consult 25 days a year with General Electric (GE) while still a tenured professor at USC. Steve was the only professor from the West put into GE’s Nuclear company to train on “Work-out” (GE’s Process Improvement and Organizational Change program). Because he was a professor and administrator at the time, Steve figured he only had 25 days to spare. In spite of the expectation from GE that Work-out would go poorly within Nuclear because it is in such a heavily-regulated industry, it succeeded and Steve was to thank for it. Because of this success, other businesses within GE started utilizing his services, including training on conflict resolution and dealing with people.

It took only two years before Steve’s services were in such demand (210 days/year) that he resigned his position at USC. He became part of the Michigan faculty to be closer to Crotonville and the work he was doing with GE. This is also the time that Steve became the personal outside consultant for Jack Welch. Although multiple offers were made, it took four years before Steve said yes and went from an outside consultant to the Vice President of Leadership Development at the legendary Crotonville, NY training facility.

One month into the new position, Steve did a "Work-out" session with some of the top brass. They suggested that Steve be the Chief Education Officer, or CEO, for all of GE. He had fun with this and went to Jack Welch saying, “I’m going to be a CEO just like you.” Jack gave a robust laugh and informed Steve that there can be only one CEO at GE. Instead Jack offered, “You can be chief learning officer.” And that is the origin of the Chief Learning Officer.

The New York Times wrote an article about how GE now had a CIO and CLO and contrasted the two relatively new positions. Steve says, “It was my 15 minutes of fame. Then I had to figure it out. My job became to identify the barriers. What is it about the way we organize work and build rewards? What is it that keeps people from wanting to communicate, and what adjustments in rewards, and norms, and so on would create more motivation?”

Steve is still working with Jack Welch but back in academia at Chancellor University in Ohio,

References:

This post was first published on eLearning Industry.