Description
Learner engagement is no secret to Blackboard, a company that for more than a decade has developed learning technology solutions for people aged five to 65.
ASTD’s professional partners share strategies for reaching Generation Y and driving innovation.
and
By Ann Pace
I
n
n
o
v
a
t
i
o
n
S
p
u
r
r
in
g
E
n
g
a
g
in
g
t
h
e
L
e
a
r
n
e
r
s
of the 2011 W
orkplace
64 SPECIAL AD SECTION
Photo by Veer
Blackboard
Learner engagement is no secret to Blackboard, a company that for more than a
decade has developed learning technology solutions for people aged five to 65.
Blackboard continues to design new products and services for its student and adult
audiences, including one of the largest generations of learners in the workplace—
the Millennials.
“To cater to Gen Y’s method of learning, training programs need to focus on a
continuous, real-time learning environment—synchronous and asynchronous—so
that learners have constant access to content and expertise,” says Tim Hill, presi-
dent, professional education division. “We developed Blackboard Learn so that
companies can deliver this continuous environment through the use of powerful
collaboration tools used to enhance both formal and informal learning programs.”
According to Blackboard, innovation is a result of effective collaboration and
teamwork. To understand how users define technology and what product and
service features they seek, Blackboard values the interaction that takes place at its
annual user conference, BbWorld, where Blackboard executives have the chance
to engage with the user community and users can network with each another.
“Through more than 150 client-led sessions, BbWorld offers opportunities for
users to share their unique experiences, innovations, and successes,” Hill says. “By
highlighting individuals and organizations, our community is able to define best
practices that help address important challenges in education today and guide us in
building targeted and innovative educational solutions.”
MHS
Emotional intelligence (EI) assessment provider MHS recently released its latest EI
tool, EQ-i 2.0. The EQ-i 2.0 experience merges technology and community engage-
ment to examine social and emotional competencies in areas including leadership
development with a new model, new reports, and a new online delivery platform.
The product is a revision of EQ-i, MHS’s original Emotional Quotient Inventory,
the first scientifically validated emotional intelligence assessment tool based on 20
years of global research.
“The new and improved EQ-i 2.0 portal gives certified administrators access to
invaluable resources, information, and learners with greater accessibility and ease
of use,” says Judy Lee, marketing specialist. This information-rich site will be con-
tinuously and frequently updated to provide the latest resources and information,
as well as the newest tools to connect with other emotional intelligence experts.
Millennial users who are avid social networkers will enjoy collaborating, con-
necting, and communicating with other users inside the portal—comparable to a
LinkedIn network experience. Additionally, MHS engages its global audience about
the latest on EI using the following social platforms:
• Twitter: @eiconnection
• LinkedIn: The Emotional Intelligence Connection
• Facebook: The Emotional Intelligence Connection
• The EI Insider blog: eiinsider.wordpress.com.
“Aside from technological advances, the EQ-i 2.0 team is a cross-functional one
with skill sets that are continuously pushed to achieve the very best in customer
service, research, and product development for predicting and improving human
performance,” Lee adds.
By Ann Pace
Millennials, Generation Y,
Gen Y or whatever you call
them—there is no doubt
you’re quite familiar with
them and their stereotypes.
The following ASTD pro-
fessional partners most
certainly are, and they have
designed products and
services with this specific
audience and their unique
preferences in mind. Read
on to learn how these
companies are actively
innovating today, for the
leaders of tomorrow.
65 SPECIAL AD SECTION
Learning Tree
Learning Tree International employs classroom, live online, and on-site train-
ing solutions that resonate with Gen Y learners because of their interactive
features; hands-on exercises; and live, online experiences coined “classrooms
without borders.” The company’s latest product, Learning Tree AnyWare, deliv-
ers instructor-led classroom training via an online platform. This integration of
formal and virtual training serves to meet the diverse preferences of multiple
generations represented in the workforce.
“New technologies such as AnyWare enable attendees to participate in
real time—interacting with their peers and the instructor—just as if they were
in the actual classroom,” says Don Berbary, president and general manager.
“Technology enables our expert instructors to transfer the most applicable
knowledge and skills across all generational and geographic boundaries.”
Beyond innovative learning technologies, Learning Tree works to create
dozens of new courses each year on the latest trends, and update content to
comply with current professional certifications. “New course topics are identi-
fied through research, instructor recommendations, student surveys, strategic
partnerships, and industry standards,” explains Berbary. “Learning Tree’s inno-
vative course development process is tightly synced with product launches and
updates, so [our] customers can be the first to learn new technologies that spark
their own innovation.”
In 2011 the product development team will work to expand Learning Tree’s
cloud computing curriculum, develop mobile offerings, and collaborate with
organizations such as Cisco and the Disney Institute.
Ashford University
Founded in 1918 and located in Clifton, Iowa, Ashford University offers both
campus and online degree programs for its adult learners. Academic programs
include business, behavioral sciences, communications, criminal justice,
education, healthcare, IT, liberal arts, and political science. The mission of the
liberal arts college is to “provide accessible, affordable, innovative, high-quality
learning opportunities and degree programs that meet the diverse needs of indi-
viduals pursuing integrity in their lives, professions, and communities.”
According to Ashford, to meet student needs—particularly those of tech-
savvy Generation Y—the university recently launched iPhone and Android
applications that allow students to log into their classrooms from their smart-
phones to check course assignments and participate in classroom discussions.
Outside of the classroom, Ashford continues to foster a sense of community for
campus and online students through its networks on Facebook, LinkedIn, and
YouTube.
The university’s online learning programs provide the flexibility many adult
learners require when balancing their jobs with coursework. Students can
earn Associate’s, Bachelor’s, or Master’s degrees at their convenience through
Ashford’s online asynchronous courses offered 24 hours a day. For undergradu-
ate students with their sights fixed on a Master’s degree, Ashford offers a Smart
Track; students can earn up to nine graduate level credits that also apply as elec-
tive credits for their Bachelor’s degree.
SVI
At organizational development
company SVI, Millennials represent
nearly half (43 percent) of the work-
force. SVI recognizes that the key to
engaging members of this growing
generation is to play to their strengths
and empower them to contribute to
the organization’s culture.
“We encourage employees to tweet,
Facebook, and blog throughout the
day—about their passions, frustra-
tions, and experiences,” says Stephen
Caldwell, director of learning experi-
ences at SVI. “Not surprisingly, their
contributions to the social media con-
versation often overlap with the needs
and concerns of others in our industry.”
Additionally, the company values
creativity and collaboration and works
hard to develop a culture where inno-
vation can thrive. “We have a huge glass
blackboard that covers a wall so people
can draw out their ideas with multi-
colored markers,” notes Caldwell.
“There’s an energy that comes from
an open-door, open-floor office
layout and an open-to-input approach
to business.”
SVI leverages its products to engage
the learner first, so that the learner
will embrace the content. Caldwell
explains that doing what works for the
learner is as important, and sometimes
more important, than staying ahead of
emerging technologies. “We’re always
assessing, evaluating, piloting, and
reviewing everything we do in light
of the way audiences think, feel, and
learn,” he says. “We have to show no
fear when it’s time to change directions
and create something different that will
capture the attention of the audience.”
66 SPECIAL AD SECTION
Knoodle
Knoodle infuses presentations with rich media and audience interactivity by
providing a cloud-based social presentation, training, and learning manage-
ment system in a single platform. Young in its own right, the company, founded
in 2009, creates products that are easily aligned with Generation Y’s preferred
work style.
“Generation Y essentially grew up in the digital age that allowed them to
communicate and collaborate using technologies that were not yet matured or
developed, and thus unavailable to previous generations when they were in the
same age range,” notes Tony Yang, director of marketing. “What this means for
us as a technology provider is that our product is built from the ground up on
functions and capabilities that align with how Gen Y is used to working—includ-
ing social media-rich features such as chat, discussion boards, built-in email
engine, user rating system, user-generated content, and so forth.”
More importantly, Yang adds, is the reality that many members of Gen Y
expect to use technology in every aspect of their work and personal lives, includ-
ing learning and training. By listening to their customers, gauging general
market trends, and valuing idea sharing, Knoodle continues to develop its solu-
tions to better support its clients. “We talk about being social and collaborative
in learning with our customers, but we also practice it within our company to
come up with innovative ideas,” says Yang.
Personal Strengths
Personal Strengths specializes in conflict-management and relationship-
building tools such as its Strength Deployment Inventory (SDI). The company
believes the brilliant hearts and minds of people are catalysts for innovation.
“People are more likely to be innovative and creative when they are feeling good
about themselves and are recognized for their core values,” says Tina Mertel,
senior associate, Personal Strengths USA.
Stuart Jackson, vice president of human resources at clothing company
Diesel USA, also sees innovation as a competency that can thrive within a trust-
ing workplace, and used the SDI to help create that atmosphere in his company.
“At Diesel, we focus on getting to know co-workers and what is important to
them,” he says. “The SDI helps them to determine the values that individuals
hold and keeps employees out of conflict and feeling good about themselves.”
Together, Personal Strengths and Diesel implemented high engagement and
experiential learning methods to train the predominantly Gen Y workforce in
relationship and project management skills. The training program incorporated
auditory, visual, and kinesthetic components that were relevant to the young
audience. It leveraged popular music, video clips, animation, and small, ad-like
booklets to deliver training, and the employees participated in several interac-
tive team-building exercises.
“Participants felt like they were in a reality TV show,” Jackson notes. “It was
fast moving, just-in-time learning where making a mistake was rewarded and
moving on was key.”
Blueline Simulations
With its global reputation for deliver-
ing “everything simulation,” Blueline
Simulations builds custom learning
visuals, classroom simulations and
games, e-learning, e-simulations,
mobile learning, virtual worlds, and
social media solutions.
Blueline’s Blueprint Learning Visuals
have been proven effective for engag-
ing Generation Y learners through their
use of dramatic artwork to depict client
challenges metaphorically, as well as
their ability to engage multiple learning
styles simultaneously.
“The true power of Blueline’s sig-
nature, table-sized discovery learning
visuals lies in the learning experience
itself,” says David Milliken, founder
and CEO. “As learners engage with the
Blueprint visual, they drive a generative
dialogue that produces new knowledge,
new mental models, and new opportu-
nities for change.”
Part of Blueline Simulations’s success
has been its ability to stay on the cut-
ting edge of e-learning innovation. The
company’s Level 4 immersive simula-
tions create interactive virtual worlds
that reflect reality by responding to
learner input and simulating complex
processes that incorporate software
systems, expensive machinery, and
interpersonal interactions.
“Imagine an onscreen character or
system that responds ‘naturally’ and
differently to each learner’s decisions,
with unpredictable ripple effects to
other parts of the simulation—just like
the real world,” describes Milliken.
“Many [users] are surprised to find that
these gains in robustness come with
increased flexibility. Because events and
activities are modular, content is easy to
add and delete, update, and maintain.”
67 SPECIAL AD SECTION
The National
Conference Center
Located outside of Washington, D.C.,
in Leesburg, Virginia, the National
Conference Center (NCC) is one of the
largest conference centers in the nation.
The 110-acre campus hosts training and
professional development events such
as conferences, meetings, planning ses-
sions, and executive education.
In a time when many learning experi-
ences are moving to online and mobile
platforms, NCC keeps its in-person edge
through new innovations that cater to
audience preferences. “Many of our
recent innovations have been driven by
our interest in engaging Gen Y,” says Eric
Whitson, director of sales and market-
ing. “We are constantly soliciting and
analyzing feedback from our trainees to
understand how to create an even better
learning environment.”
Some of these recent innova-
tions include NCC’s QR Code Green,
a self-guided tour by which guests
can learn about the campus’s latest
environmentally friendly features by fol-
lowing QR codes on their smartphones.
Additionally, NCC’s Farm to Table
program, a result of the company’s rela-
tionships with local farmers, provides
produce, meat, and dairy for the dining
room. NCC has also added several new
onsite activities to engage Millennial
guests, such as wine and scotch tastings
and Rock, Paper, Scissor tournaments.
“Our 2010 social media launch was
designed to directly engage Gen Y with
a daily blog that feeds to Facebook,
Twitter, and YouTube on such topics as
local food, meeting and event trends,
the environment, and technology in
meetings,” Whitson adds.
Center for Creative Leadership
The Center for Creative Leadership (CCL) offers education and research that
equips people around the world to use creative leadership to solve organiza-
tional challenges.
To target Millennial leaders, in March CCL launched a new open-enrollment
program called Leadership Fundamentals. “Young and emerging leaders are
often overlooked in executive education, with most opportunities going to the
middle manager level and higher,” says Stephen Martin, manager, global public
relations. “[The program] introduces members of Gen Y to the basics of effective
leadership, including building strong networks and relationships, influencing
colleagues and thinking creatively, and helping organizations bolster their talent
pipelines.”
In the past two years CCL has developed several new product offerings to
better meet clients’ changing needs. “Innovation starts with listening closely
to clients, so CCL continually solicits feedback from individuals and organiza-
tions about their leadership challenges and the tools they need to solve them,”
Martin says. “That information informs a product development process that
is grounded in extensive research and accelerated by rapid prototyping.” The
Innovation Leadership program, which helps organizations reframe and tackle
business problems, is one outcome of this process.
Additionally, CCL recently launched its WorkStyle Profile, a self-assessment
that empowers individuals to better manage the boundaries between their work
and personal lives. The 2010 title Boundary Spanning Leadership is based on a
decade of CCL’s global research and describes how leaders can create direction,
alignment, and commitment that span the boundaries of the 2011 workplace.
DDI
Generational stereotypes abound—especially when describing age groups in
the workplace—but Development Dimensions International (DDI), “the tal-
ent management expert,” believes that every generation wants to be inspired
through interactive learning. “The most important principle is that every learner
should be treated as an individual,” says Rich Wellins, senior vice president.
“Everyone has his own learning styles, abilities, and motivations, and it is
important to match training and development opportunities to those.”
For more than 40 years DDI has been helping corporations around the world
to close the gap between where their businesses need to go and the talent
required to take them there. DDI practices the values it teaches: The company
provides its associates with a unique development plan to ensure they’re pursu-
ing challenging opportunities for their personal career advancement and the
organization’s overall development.
Beyond individual employee evolution, DDI promotes organizational growth
through a culture of innovation that begins at the top. DDI’s approach empow-
ers its leaders to be ambassadors of innovation for their teams.
“An innovation mandate is not met by teaching creativity to leaders—
instead, leaders need to set and model ideal conditions for innovation,” Wellins
notes. “They must also support, promote, and maintain a workplace culture that
inspires and rewards teams for creating and implementing new and innovative
solutions.”
68 SPECIAL AD SECTION
Kenexa
Kenexa partners with organizations’ human resources and learning and devel-
opment functions to deliver business solutions in recruitment, employment
branding, employee assessments, talent management, compensation, employee
engagement, and leadership.
Part of Kenexa’s mission is to improve companies by enriching lives and to
enrich lives by improving companies. With this personal approach to employee
and organizational development, Kenexa focuses on engaging its clients at their
point of need.
For example, Kenexa designed a two-hour Spotlight on Generations course
for a global pharmaceutical client to address the needs of its Millennial employ-
ees, as well as those of the remaining four generations in the workplace. “In this
fast-paced and highly rated course, often delivered at national sales meetings
and the corporation’s headquarters, generational cohort groups brainstorm the
challenges they bump into while working with other generations,” says Scott
Horton, principle consultant, D&I.
These challenges often include communication, protocols, career pathways,
multitasking, and respect. The participants then form intergenerational working
groups, discuss their lists of challenges, and work together to resolve one. The
diverse groups learn how to merge their strengths to solve real workplace issues.
“This approach has proved to be a highly productive and effective method to
get people talking, solve problems, and meet the needs of Gen Y—and all other
generational groups,” Horton says.
Inscape Publishing
Inscape Publishing has been providing assessment-based learning products for
more than 30 years. During that time, the company has developed an extensive
product beta testing methodology to determine what end users want and expect
in their training products. “In response, we’ve made products with seamless
delivery systems, integrated technology, highly personalized profiles, experi-
ential group activities, and contemporary video that use humor and real-world
scenarios,” says Jeffrey Sugerman, president and CEO.
“We question everything,” Sugerman adds. “We’re constantly looking for
better ways to do things, and whether it’s a common sense solution or an off-
the-wall, adventurous idea, we evaluate every option and choose the path that
leads to success.”
Inscape involves its target audience in this innovative approach to prod-
uct development. Client organizations help to test new products in their beta
versions throughout the product development lifecycle. Inscape then applies
qualitative and quantitative user feedback to inform design improvements.
Allowing clients to guide product development requires a healthy dose
of courage and flexibility. “Based on the feedback we’ve received, we’ve
re-envisioned, re-tooled, and in several cases, thrown out the whole thing
and started over,” says Sugerman. “It’s a lot of work, and it’s not for the faint of
heart, but if you want to understand whether your product works, you have to
continuously ask questions—and then listen to the answers.
Pfeiffer/Wiley
Pfeiffer publishes resources that serve
the professional development needs of
training and human resources practitio-
ners, from new entrants into the field to
seasoned practitioners. The company is
familiar with emerging industry trends
and hot topics for all generations—the
latest being mobile and social learning
in the workplace.
“We recently released two books
that explore these topics, Designing
mLearning by Clark Quinn and Social
Media for Trainers by Jane Bozarth,”
says Lisa Shannon, associate publisher.
“We are also excited about learning and
performance support mobile apps and
the ways these new tools will influence
how leaders and managers integrate
practice into their daily routines like
never before.”
Pfeiffer recently launched
PfeifferCustom, a web-based applica-
tion developed as a result of customers’
requests. “At Pfeiffer we innovate by
listening closely to our customers
and understanding their pain points,”
explains Shannon. “When we are able
to create a product or service that sig-
nificantly reduces some of that pain
embedded in the trainer’s workflow, we
have created a true innovation.”
PfeifferCustom allows users to cre-
ate custom training facilitator guides,
participant workbooks, and presenta-
tion slides by combining Pfeiffer’s most
popular training packages and activities
with their own. “When we demonstrate
the website to trainers and consultants,
a typical response is, ‘Wow! This is so
easy…and it’s going to make me look
brilliant,’” notes Shannon. “That kind of
praise is very motivating to our team.”
Ann Pace is a writer/editor for ASTD;
[email protected].
69 SPECIAL AD SECTION
I would like to subscribe to T+D magazine—12 monthly issues
that keep me at the forefront of workplace learning and performance.
r Individual rate $150 ($216 outside the U.S.)
r Institutional rate $300 ($366 outside the U.S.)
YES!
Order Information
Name: _______________________________________________________________________
Title: ________________________________________ Company: ______________________________
Address: _____________________________________ City: ___________________________________
State/Province: ________________________________ Zip/Postal Code: _________________________
Country: _____________________________________ Email: __________________________________
Phone:_______________________________________ Fax: ____________________________________
Check One: $150 (Individual USA) $216 (Individual Outside the US)
$300 (Institutional USA) $366 (Institutional Outside the US)
VISA MasterCard Amex Discover Check (USD)
Card Number: ________________________________ Expiration Date: _________________________
Signature: ____________________________________________________________________________
0
9
0
9
3
8
.
6
3
2
5
0
TRAINING + DEVELOPMENT
(Payable to T+D)
T+D is published by the American Society for Training and Development (ASTD)
TD0833
Fax this form to 1.205.995.1588 OR Mail to:
American Society for Training & Development
Subscription Offce, P.O. Box 11806
Birmingham, Alabama 35202-1806, USA
Order online at store.astd.org
Phone: 1.866.802.7059
Orders processed within three business days.
If you have questions, please contact [email protected]
Prices valid through 12/31/2010. If you should wish to cancel your subscription for any reason,
you will receive a refund on all unmailed issues. Your subscription to T+D may be a tax deductible
business expense. Please allow 6 to 8 weeks to receive your frst issue.
doc_238954966.pdf
Learner engagement is no secret to Blackboard, a company that for more than a decade has developed learning technology solutions for people aged five to 65.
ASTD’s professional partners share strategies for reaching Generation Y and driving innovation.
and
By Ann Pace
I
n
n
o
v
a
t
i
o
n
S
p
u
r
r
in
g
E
n
g
a
g
in
g
t
h
e
L
e
a
r
n
e
r
s
of the 2011 W
orkplace
64 SPECIAL AD SECTION
Photo by Veer
Blackboard
Learner engagement is no secret to Blackboard, a company that for more than a
decade has developed learning technology solutions for people aged five to 65.
Blackboard continues to design new products and services for its student and adult
audiences, including one of the largest generations of learners in the workplace—
the Millennials.
“To cater to Gen Y’s method of learning, training programs need to focus on a
continuous, real-time learning environment—synchronous and asynchronous—so
that learners have constant access to content and expertise,” says Tim Hill, presi-
dent, professional education division. “We developed Blackboard Learn so that
companies can deliver this continuous environment through the use of powerful
collaboration tools used to enhance both formal and informal learning programs.”
According to Blackboard, innovation is a result of effective collaboration and
teamwork. To understand how users define technology and what product and
service features they seek, Blackboard values the interaction that takes place at its
annual user conference, BbWorld, where Blackboard executives have the chance
to engage with the user community and users can network with each another.
“Through more than 150 client-led sessions, BbWorld offers opportunities for
users to share their unique experiences, innovations, and successes,” Hill says. “By
highlighting individuals and organizations, our community is able to define best
practices that help address important challenges in education today and guide us in
building targeted and innovative educational solutions.”
MHS
Emotional intelligence (EI) assessment provider MHS recently released its latest EI
tool, EQ-i 2.0. The EQ-i 2.0 experience merges technology and community engage-
ment to examine social and emotional competencies in areas including leadership
development with a new model, new reports, and a new online delivery platform.
The product is a revision of EQ-i, MHS’s original Emotional Quotient Inventory,
the first scientifically validated emotional intelligence assessment tool based on 20
years of global research.
“The new and improved EQ-i 2.0 portal gives certified administrators access to
invaluable resources, information, and learners with greater accessibility and ease
of use,” says Judy Lee, marketing specialist. This information-rich site will be con-
tinuously and frequently updated to provide the latest resources and information,
as well as the newest tools to connect with other emotional intelligence experts.
Millennial users who are avid social networkers will enjoy collaborating, con-
necting, and communicating with other users inside the portal—comparable to a
LinkedIn network experience. Additionally, MHS engages its global audience about
the latest on EI using the following social platforms:
• Twitter: @eiconnection
• LinkedIn: The Emotional Intelligence Connection
• Facebook: The Emotional Intelligence Connection
• The EI Insider blog: eiinsider.wordpress.com.
“Aside from technological advances, the EQ-i 2.0 team is a cross-functional one
with skill sets that are continuously pushed to achieve the very best in customer
service, research, and product development for predicting and improving human
performance,” Lee adds.
By Ann Pace
Millennials, Generation Y,
Gen Y or whatever you call
them—there is no doubt
you’re quite familiar with
them and their stereotypes.
The following ASTD pro-
fessional partners most
certainly are, and they have
designed products and
services with this specific
audience and their unique
preferences in mind. Read
on to learn how these
companies are actively
innovating today, for the
leaders of tomorrow.
65 SPECIAL AD SECTION
Learning Tree
Learning Tree International employs classroom, live online, and on-site train-
ing solutions that resonate with Gen Y learners because of their interactive
features; hands-on exercises; and live, online experiences coined “classrooms
without borders.” The company’s latest product, Learning Tree AnyWare, deliv-
ers instructor-led classroom training via an online platform. This integration of
formal and virtual training serves to meet the diverse preferences of multiple
generations represented in the workforce.
“New technologies such as AnyWare enable attendees to participate in
real time—interacting with their peers and the instructor—just as if they were
in the actual classroom,” says Don Berbary, president and general manager.
“Technology enables our expert instructors to transfer the most applicable
knowledge and skills across all generational and geographic boundaries.”
Beyond innovative learning technologies, Learning Tree works to create
dozens of new courses each year on the latest trends, and update content to
comply with current professional certifications. “New course topics are identi-
fied through research, instructor recommendations, student surveys, strategic
partnerships, and industry standards,” explains Berbary. “Learning Tree’s inno-
vative course development process is tightly synced with product launches and
updates, so [our] customers can be the first to learn new technologies that spark
their own innovation.”
In 2011 the product development team will work to expand Learning Tree’s
cloud computing curriculum, develop mobile offerings, and collaborate with
organizations such as Cisco and the Disney Institute.
Ashford University
Founded in 1918 and located in Clifton, Iowa, Ashford University offers both
campus and online degree programs for its adult learners. Academic programs
include business, behavioral sciences, communications, criminal justice,
education, healthcare, IT, liberal arts, and political science. The mission of the
liberal arts college is to “provide accessible, affordable, innovative, high-quality
learning opportunities and degree programs that meet the diverse needs of indi-
viduals pursuing integrity in their lives, professions, and communities.”
According to Ashford, to meet student needs—particularly those of tech-
savvy Generation Y—the university recently launched iPhone and Android
applications that allow students to log into their classrooms from their smart-
phones to check course assignments and participate in classroom discussions.
Outside of the classroom, Ashford continues to foster a sense of community for
campus and online students through its networks on Facebook, LinkedIn, and
YouTube.
The university’s online learning programs provide the flexibility many adult
learners require when balancing their jobs with coursework. Students can
earn Associate’s, Bachelor’s, or Master’s degrees at their convenience through
Ashford’s online asynchronous courses offered 24 hours a day. For undergradu-
ate students with their sights fixed on a Master’s degree, Ashford offers a Smart
Track; students can earn up to nine graduate level credits that also apply as elec-
tive credits for their Bachelor’s degree.
SVI
At organizational development
company SVI, Millennials represent
nearly half (43 percent) of the work-
force. SVI recognizes that the key to
engaging members of this growing
generation is to play to their strengths
and empower them to contribute to
the organization’s culture.
“We encourage employees to tweet,
Facebook, and blog throughout the
day—about their passions, frustra-
tions, and experiences,” says Stephen
Caldwell, director of learning experi-
ences at SVI. “Not surprisingly, their
contributions to the social media con-
versation often overlap with the needs
and concerns of others in our industry.”
Additionally, the company values
creativity and collaboration and works
hard to develop a culture where inno-
vation can thrive. “We have a huge glass
blackboard that covers a wall so people
can draw out their ideas with multi-
colored markers,” notes Caldwell.
“There’s an energy that comes from
an open-door, open-floor office
layout and an open-to-input approach
to business.”
SVI leverages its products to engage
the learner first, so that the learner
will embrace the content. Caldwell
explains that doing what works for the
learner is as important, and sometimes
more important, than staying ahead of
emerging technologies. “We’re always
assessing, evaluating, piloting, and
reviewing everything we do in light
of the way audiences think, feel, and
learn,” he says. “We have to show no
fear when it’s time to change directions
and create something different that will
capture the attention of the audience.”
66 SPECIAL AD SECTION
Knoodle
Knoodle infuses presentations with rich media and audience interactivity by
providing a cloud-based social presentation, training, and learning manage-
ment system in a single platform. Young in its own right, the company, founded
in 2009, creates products that are easily aligned with Generation Y’s preferred
work style.
“Generation Y essentially grew up in the digital age that allowed them to
communicate and collaborate using technologies that were not yet matured or
developed, and thus unavailable to previous generations when they were in the
same age range,” notes Tony Yang, director of marketing. “What this means for
us as a technology provider is that our product is built from the ground up on
functions and capabilities that align with how Gen Y is used to working—includ-
ing social media-rich features such as chat, discussion boards, built-in email
engine, user rating system, user-generated content, and so forth.”
More importantly, Yang adds, is the reality that many members of Gen Y
expect to use technology in every aspect of their work and personal lives, includ-
ing learning and training. By listening to their customers, gauging general
market trends, and valuing idea sharing, Knoodle continues to develop its solu-
tions to better support its clients. “We talk about being social and collaborative
in learning with our customers, but we also practice it within our company to
come up with innovative ideas,” says Yang.
Personal Strengths
Personal Strengths specializes in conflict-management and relationship-
building tools such as its Strength Deployment Inventory (SDI). The company
believes the brilliant hearts and minds of people are catalysts for innovation.
“People are more likely to be innovative and creative when they are feeling good
about themselves and are recognized for their core values,” says Tina Mertel,
senior associate, Personal Strengths USA.
Stuart Jackson, vice president of human resources at clothing company
Diesel USA, also sees innovation as a competency that can thrive within a trust-
ing workplace, and used the SDI to help create that atmosphere in his company.
“At Diesel, we focus on getting to know co-workers and what is important to
them,” he says. “The SDI helps them to determine the values that individuals
hold and keeps employees out of conflict and feeling good about themselves.”
Together, Personal Strengths and Diesel implemented high engagement and
experiential learning methods to train the predominantly Gen Y workforce in
relationship and project management skills. The training program incorporated
auditory, visual, and kinesthetic components that were relevant to the young
audience. It leveraged popular music, video clips, animation, and small, ad-like
booklets to deliver training, and the employees participated in several interac-
tive team-building exercises.
“Participants felt like they were in a reality TV show,” Jackson notes. “It was
fast moving, just-in-time learning where making a mistake was rewarded and
moving on was key.”
Blueline Simulations
With its global reputation for deliver-
ing “everything simulation,” Blueline
Simulations builds custom learning
visuals, classroom simulations and
games, e-learning, e-simulations,
mobile learning, virtual worlds, and
social media solutions.
Blueline’s Blueprint Learning Visuals
have been proven effective for engag-
ing Generation Y learners through their
use of dramatic artwork to depict client
challenges metaphorically, as well as
their ability to engage multiple learning
styles simultaneously.
“The true power of Blueline’s sig-
nature, table-sized discovery learning
visuals lies in the learning experience
itself,” says David Milliken, founder
and CEO. “As learners engage with the
Blueprint visual, they drive a generative
dialogue that produces new knowledge,
new mental models, and new opportu-
nities for change.”
Part of Blueline Simulations’s success
has been its ability to stay on the cut-
ting edge of e-learning innovation. The
company’s Level 4 immersive simula-
tions create interactive virtual worlds
that reflect reality by responding to
learner input and simulating complex
processes that incorporate software
systems, expensive machinery, and
interpersonal interactions.
“Imagine an onscreen character or
system that responds ‘naturally’ and
differently to each learner’s decisions,
with unpredictable ripple effects to
other parts of the simulation—just like
the real world,” describes Milliken.
“Many [users] are surprised to find that
these gains in robustness come with
increased flexibility. Because events and
activities are modular, content is easy to
add and delete, update, and maintain.”
67 SPECIAL AD SECTION
The National
Conference Center
Located outside of Washington, D.C.,
in Leesburg, Virginia, the National
Conference Center (NCC) is one of the
largest conference centers in the nation.
The 110-acre campus hosts training and
professional development events such
as conferences, meetings, planning ses-
sions, and executive education.
In a time when many learning experi-
ences are moving to online and mobile
platforms, NCC keeps its in-person edge
through new innovations that cater to
audience preferences. “Many of our
recent innovations have been driven by
our interest in engaging Gen Y,” says Eric
Whitson, director of sales and market-
ing. “We are constantly soliciting and
analyzing feedback from our trainees to
understand how to create an even better
learning environment.”
Some of these recent innova-
tions include NCC’s QR Code Green,
a self-guided tour by which guests
can learn about the campus’s latest
environmentally friendly features by fol-
lowing QR codes on their smartphones.
Additionally, NCC’s Farm to Table
program, a result of the company’s rela-
tionships with local farmers, provides
produce, meat, and dairy for the dining
room. NCC has also added several new
onsite activities to engage Millennial
guests, such as wine and scotch tastings
and Rock, Paper, Scissor tournaments.
“Our 2010 social media launch was
designed to directly engage Gen Y with
a daily blog that feeds to Facebook,
Twitter, and YouTube on such topics as
local food, meeting and event trends,
the environment, and technology in
meetings,” Whitson adds.
Center for Creative Leadership
The Center for Creative Leadership (CCL) offers education and research that
equips people around the world to use creative leadership to solve organiza-
tional challenges.
To target Millennial leaders, in March CCL launched a new open-enrollment
program called Leadership Fundamentals. “Young and emerging leaders are
often overlooked in executive education, with most opportunities going to the
middle manager level and higher,” says Stephen Martin, manager, global public
relations. “[The program] introduces members of Gen Y to the basics of effective
leadership, including building strong networks and relationships, influencing
colleagues and thinking creatively, and helping organizations bolster their talent
pipelines.”
In the past two years CCL has developed several new product offerings to
better meet clients’ changing needs. “Innovation starts with listening closely
to clients, so CCL continually solicits feedback from individuals and organiza-
tions about their leadership challenges and the tools they need to solve them,”
Martin says. “That information informs a product development process that
is grounded in extensive research and accelerated by rapid prototyping.” The
Innovation Leadership program, which helps organizations reframe and tackle
business problems, is one outcome of this process.
Additionally, CCL recently launched its WorkStyle Profile, a self-assessment
that empowers individuals to better manage the boundaries between their work
and personal lives. The 2010 title Boundary Spanning Leadership is based on a
decade of CCL’s global research and describes how leaders can create direction,
alignment, and commitment that span the boundaries of the 2011 workplace.
DDI
Generational stereotypes abound—especially when describing age groups in
the workplace—but Development Dimensions International (DDI), “the tal-
ent management expert,” believes that every generation wants to be inspired
through interactive learning. “The most important principle is that every learner
should be treated as an individual,” says Rich Wellins, senior vice president.
“Everyone has his own learning styles, abilities, and motivations, and it is
important to match training and development opportunities to those.”
For more than 40 years DDI has been helping corporations around the world
to close the gap between where their businesses need to go and the talent
required to take them there. DDI practices the values it teaches: The company
provides its associates with a unique development plan to ensure they’re pursu-
ing challenging opportunities for their personal career advancement and the
organization’s overall development.
Beyond individual employee evolution, DDI promotes organizational growth
through a culture of innovation that begins at the top. DDI’s approach empow-
ers its leaders to be ambassadors of innovation for their teams.
“An innovation mandate is not met by teaching creativity to leaders—
instead, leaders need to set and model ideal conditions for innovation,” Wellins
notes. “They must also support, promote, and maintain a workplace culture that
inspires and rewards teams for creating and implementing new and innovative
solutions.”
68 SPECIAL AD SECTION
Kenexa
Kenexa partners with organizations’ human resources and learning and devel-
opment functions to deliver business solutions in recruitment, employment
branding, employee assessments, talent management, compensation, employee
engagement, and leadership.
Part of Kenexa’s mission is to improve companies by enriching lives and to
enrich lives by improving companies. With this personal approach to employee
and organizational development, Kenexa focuses on engaging its clients at their
point of need.
For example, Kenexa designed a two-hour Spotlight on Generations course
for a global pharmaceutical client to address the needs of its Millennial employ-
ees, as well as those of the remaining four generations in the workplace. “In this
fast-paced and highly rated course, often delivered at national sales meetings
and the corporation’s headquarters, generational cohort groups brainstorm the
challenges they bump into while working with other generations,” says Scott
Horton, principle consultant, D&I.
These challenges often include communication, protocols, career pathways,
multitasking, and respect. The participants then form intergenerational working
groups, discuss their lists of challenges, and work together to resolve one. The
diverse groups learn how to merge their strengths to solve real workplace issues.
“This approach has proved to be a highly productive and effective method to
get people talking, solve problems, and meet the needs of Gen Y—and all other
generational groups,” Horton says.
Inscape Publishing
Inscape Publishing has been providing assessment-based learning products for
more than 30 years. During that time, the company has developed an extensive
product beta testing methodology to determine what end users want and expect
in their training products. “In response, we’ve made products with seamless
delivery systems, integrated technology, highly personalized profiles, experi-
ential group activities, and contemporary video that use humor and real-world
scenarios,” says Jeffrey Sugerman, president and CEO.
“We question everything,” Sugerman adds. “We’re constantly looking for
better ways to do things, and whether it’s a common sense solution or an off-
the-wall, adventurous idea, we evaluate every option and choose the path that
leads to success.”
Inscape involves its target audience in this innovative approach to prod-
uct development. Client organizations help to test new products in their beta
versions throughout the product development lifecycle. Inscape then applies
qualitative and quantitative user feedback to inform design improvements.
Allowing clients to guide product development requires a healthy dose
of courage and flexibility. “Based on the feedback we’ve received, we’ve
re-envisioned, re-tooled, and in several cases, thrown out the whole thing
and started over,” says Sugerman. “It’s a lot of work, and it’s not for the faint of
heart, but if you want to understand whether your product works, you have to
continuously ask questions—and then listen to the answers.
Pfeiffer/Wiley
Pfeiffer publishes resources that serve
the professional development needs of
training and human resources practitio-
ners, from new entrants into the field to
seasoned practitioners. The company is
familiar with emerging industry trends
and hot topics for all generations—the
latest being mobile and social learning
in the workplace.
“We recently released two books
that explore these topics, Designing
mLearning by Clark Quinn and Social
Media for Trainers by Jane Bozarth,”
says Lisa Shannon, associate publisher.
“We are also excited about learning and
performance support mobile apps and
the ways these new tools will influence
how leaders and managers integrate
practice into their daily routines like
never before.”
Pfeiffer recently launched
PfeifferCustom, a web-based applica-
tion developed as a result of customers’
requests. “At Pfeiffer we innovate by
listening closely to our customers
and understanding their pain points,”
explains Shannon. “When we are able
to create a product or service that sig-
nificantly reduces some of that pain
embedded in the trainer’s workflow, we
have created a true innovation.”
PfeifferCustom allows users to cre-
ate custom training facilitator guides,
participant workbooks, and presenta-
tion slides by combining Pfeiffer’s most
popular training packages and activities
with their own. “When we demonstrate
the website to trainers and consultants,
a typical response is, ‘Wow! This is so
easy…and it’s going to make me look
brilliant,’” notes Shannon. “That kind of
praise is very motivating to our team.”
Ann Pace is a writer/editor for ASTD;
[email protected].
69 SPECIAL AD SECTION
I would like to subscribe to T+D magazine—12 monthly issues
that keep me at the forefront of workplace learning and performance.
r Individual rate $150 ($216 outside the U.S.)
r Institutional rate $300 ($366 outside the U.S.)
YES!
Order Information
Name: _______________________________________________________________________
Title: ________________________________________ Company: ______________________________
Address: _____________________________________ City: ___________________________________
State/Province: ________________________________ Zip/Postal Code: _________________________
Country: _____________________________________ Email: __________________________________
Phone:_______________________________________ Fax: ____________________________________
Check One: $150 (Individual USA) $216 (Individual Outside the US)
$300 (Institutional USA) $366 (Institutional Outside the US)
VISA MasterCard Amex Discover Check (USD)
Card Number: ________________________________ Expiration Date: _________________________
Signature: ____________________________________________________________________________
0
9
0
9
3
8
.
6
3
2
5
0
TRAINING + DEVELOPMENT
(Payable to T+D)
T+D is published by the American Society for Training and Development (ASTD)
TD0833
Fax this form to 1.205.995.1588 OR Mail to:
American Society for Training & Development
Subscription Offce, P.O. Box 11806
Birmingham, Alabama 35202-1806, USA
Order online at store.astd.org
Phone: 1.866.802.7059
Orders processed within three business days.
If you have questions, please contact [email protected]
Prices valid through 12/31/2010. If you should wish to cancel your subscription for any reason,
you will receive a refund on all unmailed issues. Your subscription to T+D may be a tax deductible
business expense. Please allow 6 to 8 weeks to receive your frst issue.
doc_238954966.pdf