The Digital Adoption Show | Upskilling the Future Digital Workforce

Ian Cook, vice president, of research and strategy at Visier Inc. has Broad experience in driving organizational growth working both as an external consultant and through internal leadership roles.

The latest episode of the Digital Adoption Show features Kevin McArdle, Director, of Enterprise Sales at Whatfix and Ian Cook on People Analytics and Traditional HR Practices – Bridging the Gap.

4:09 Why companies are separating people management from task management? And what role is that playing today?

• Driven by pressures, we're seeing organizations trying to rethink the role of a manager, It spans a bunch of different activities, and trying to put all of that onto one person, mostly in the software industry where people follow the agile methodology, organisations are switching to this approach where an individual runs the project or the daily flow of work
• And, the conversations around the relationship with the business, the compensation, Development, Opportunities, growth, durations, mentoring and the whole relationship element are handled by a different manager. Mostly, in cases where people are moving around a lot from project to project to task to task
• Businesses need to start thinking that way, management shouldn't be the only path to earning more money, but management skills should be valued for what they are. And recognising that, management is not doing more of what you're good at, it's doing something completely different

21:00 How can companies get better at gaining insights from what the employees are trying to tell them? And how does digital play a role in increasing the level of engagement? 

• We're in this wave three around the employee listening space, where some of our partner technologies do mass surveys, and they have an app where, after an experience, you can give it a star rating. After an experience, you can talk to your phone, they'll record that on a camera, they'll break that down into positive or negative sentiments, and they'll send that to the manager it belongs to
• With Digital learning, we don't have to have somebody push a button to send the survey, it can be triggered by an event. And you can have the technology process the answers, and give them to the people who need to understand them. So you're starting to be able to listen a lot more effectively and at a higher frequency
• An employer is not responsible for employee engagement, the employer can create the conditions through which you engage yourself. Now with some of the technologies that are available is this notion of aligning skills with tasks. A set of tasks can be offered and fulfilled by people with different skills, you can up somebody's engagement by giving them the choice to opt into new things to do. For me, if there's a way to make that more accessible to more people, without disrupting the business, that's one of the ways to help lift that connection to work for people

31:29 What areas of opportunity would be considered low-hanging fruit?

• The first step is to understand how people's data can be used to assist managers. This hasn't been a traditional practice. Over the last 10-15 years, a crew of people has built it up
• By educating yourself about what's possible, you'll be able to go far beyond what people think is possible. Here is how the experience level of your team has changed over the past quarter based on simple things as regular information feeds to managers
  
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Ross Stevenson is Head Of Learning at Trainline and Founder of Steal These Thoughts!

The latest episode of the Digital Adoption Show features Nabras Mohammed, Manager, Whatfix and Ross Stevenson on how organisations can modernize learning: 5 quick hacks to get started.
 

4:47 -What is the modern learning approach and how organizations can leverage it?

• The pandemic and actual acceleration of digital technology can be observed as a shared human collective experience. L&D needs to become more tech-centric and better at tech
• A modern learning approach should focus on having the right intention of technology and also the human experience around it. The focus should be on how to still have the human experience in the form of coaching and mentoring
• Technology is not a silver bullet, it's not going to replace everything we do in terms of having that connection, sharing experiences, and looking at doing what we've always done for millennia, which is sharing stories, which is what we do in all different ways

8:36 -How are companies ensuring a good learning experience with the human experience?

• Being a tech company, digital has its capacity to provide people with resources to help with in-the-moment problems; it is more long-term skill building or behavioural building, so intentional learning, where you can start somewhere on a digital journey
• For instance, if you want to coach someone or mentor them to become better at a particular skill, they can listen to a podcast or read a resource. But that gives them some theory, what they've learned in the resources, and then you should seek out people with human experience to mentor them or other companies from a leadership perspective that can give you context and content related to coaching
• Big tech companies take their people to a certain level in the digital space with course catalogues and on-demand content. Still, when it comes to “how do I apply this in my role at my company?” that's where you need the human, so as a part of that experience, they will connect you with other humans who are doing that role

17:45 -Organizations often talk about upskilling and reskilling their employees. Do you think this can be streamlined with the help of any framework?

• When we talk about upskilling or reskilling, the essential thing is, can you go into your organisation now? And can you find the five to ten shared skills that everyone needs to succeed in that organisation? and you'll find that many of them will probably be more human skills. So adaptability, resiliency, looking at the technical side with digital skills or going back to the human side of emotional intelligence, there are probably some core skills everyone needs
• The simple framework could be just going out to the organisation data that says what skills people feel like they're lacking today. And then, look at what you feel your organisation needs from a capability perspective, and most L&D teams will have some of that data already to say that these are the core skills everyone needs in any role to be capable
• Furthermore, data is your best friend in telling you the truth. People share opinions, and there's no data. So, can you get the data and understand how we can impact people? How can we give them value in these reskilling and upskilling opportunities? 
  
  
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“Let’s quit pretending that our clients just don’t understand e-learning or that they lack time to learn.”  David James.

David James is the Chief Learning Officer at 360Learning. With over 20 years of experience in people development, with experience as the Director of Talent, Learning, and Organisational Development for The Walt Disney Company across Europe, the Middle East, and Africa. 

The latest episode of the Digital Adoption Show features David James and Gokul Suresh, Head of Growth and Field Marketing at Whatfix, about The Secret to Building a Strong L&D Culture and Community.

08:19 -What do learning and training mean in your previous organizations?

• In conjunction with Disney, we ran a conference called Welcome to Disney, a day of presentations. The focus is not to explain everything that is happening within the organization but to paint a picture of what is going on and to let you know that it is an exciting time to join the company
• The goal was to make people feel that this was the right company for them, which in the earliest stages is all about engendering a sense of loyalty, but it is also the bedrock of engagement to ensure that people feel satisfied with their decision
• We had a mentoring programme, and we conducted a learning conference each year focused primarily on bringing ideas from outside Disney at the time

18:34 -How is L&D structured in a remote learning setup?

• When it comes to remote learning, the learning and development teams at all levels within the organization were deluded into believing that the online content would solve problems
• The biggest problem that learning and development professionals have with online learning platforms or remote learning solutions is most people do not use them. The reason is not that they lack knowledge of how to learn online, nor do they lack time
• The primary reason is people are aware that generic content can't deliver value, so there is no point in attempting to do so. We might focus on solving the problem rather than delivering a lot of content. Make sure it’s more engaging, which people want to consume it

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Peter Manniche Riber is Head of Digital Learning and Analytics at Novo Nordisk. He has been working with digital learning for more than 10 years and has a strong devotion to L&D and how to make it accountable.

The latest episode of the Digital Adoption Show features Gokul Suresh Head of Growth and Field Marketing at Whatfix and Peter Manniche Riber on The Secret Sauce to Learning Analytics.

2:27 -What is learning analytics and why do you think there is a huge need to evangelize it in the learning and HR community?

• Through learning analytics, you got some completion data on what people are learning in training, and what activities people are mostly engaging in, this probably might not be in the formal space. But also collect data on the informal stuff it's not really learning activities. But it's definitely things people do in the context of learning
• Most data are derived from Learning Management systems, learning experience platforms, or whatever systems you have to collect activity on what people are doing on the platform. But that's only going to be vanity metrics
• We need to go out and collect data on sales performance, safety, production efficiency and deviances in production, all sorts of business KPIs or indicators, telling us what performance is in the context of where people work, because when we correlate those two things and put them together, we will be able to say if there is a correlation, and we have to make sure that we separate correlation from causation

10:04 -Framework To Create an Effective Learning Analytics Strategy?

• You need a data lake, simply put a repository of learning data of training and activities, people data, and behavioural data. So how are people interacting with the systems in your company, like on teams or Yamm or Google suite? 
• Secondly, How are people accessing these systems, what are people searching on SharePoint, and what are people interested in? Now, analysis can give trends, and trending stuff on Yamm, and you can do all sorts of things that don't violate privacy but is kind of an analysis of what's going on
• You can access the data anonymously, and can still manage to identify areas where things are travelling better than others. Then you can ask some questions on whether can we see any patterns in training and learning that can help it already with the stuff we historically know. What do we need to design something that can change the rating from X to Y? Then, we should focus on working from there. That offset is much better than just the gut feeling around we need a leadership course
• Lori Niles-Hofmann is one of the people I will mention that you guys should follow. She's doing some of that work around data-informed/ data-driven Learning Design, where you can actually get insights from the sources to create your training, which is a different turnaround
   

26:33 -What are the skill sets required for learning analytics positions? 

• It requires fundamental strategic skills but the hands-on thing that is super underrated is collecting data. if you're starting all over and need some data proficiency, you need to know what data analytics is and what it isn't. You need to know how to handle data in the systems that you're choosing because there are multiple tools to choose from
• We use Alteryx for pulling the data and structuring it and getting it through the funnels cleaning up the data and loading it into the visualization tools. Tools like Power BI help us interpret data into dashboards, where we are interpreting the data for people, visualising trends, and all sorts of correlations and connections
• Most importantly, the journey around structuring data and looking into data systems requires an exciting curiosity as to how to handle that and a little bit of patience, because it doesn't come super easy

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Donald H Taylor is a veteran in the fields of learning and development and learning technologies, with experience at every level from design and delivery to chairman of the board. He has chaired the Learning Technologies Conference in London since 2000 and contributed to other conferences worldwide. His annual L&D Global Sentiment Survey, now in its ninth year, attracts responses from thousands of respondents in over 100 countries.

The latest episode of the Digital Adoption Show features Donald H Taylor, sharing insights with Prakhar Jain, AVP Sales at Whatfix, on the future of workplace learning and how could you adapt to it.

4:40 -During the last two years, how has the L&D space changed since the pandemic?

• The Major change over the past two years is collaboration, it has become like an antidote, people have been doing more collaborative online learning, using online platforms to share stuff and socialize with one another
• Engagement is a challenge and the reasons for that were things like screen fatigue and people being tired of being online all the time
• We've seen a shift towards people doing coaching and mentoring, remotely via media platforms. People have noticed that it's possible to do that with supportive technology so it's possible to scale it in a way that wasn't before
• The Major challenge is the technical challenge of moving to a hybrid or online approach for training and learning. People find it very difficult to get the data, the analytics, the influence, and to talk to stakeholders to make them understand what they're doing is valuable

18:43 -What is the Global Sentiment Survey? How can organisations utilise it?

• Global Sentiment Survey which looks at what's changed or what people think will be going to be changed in workplace learning development
• Survey report comes out often talking to particular countries about what's happened in their geography, and trying to understand why things are different and unique in each place. So the organisations try to work out if some of the things that are happening are unique to their country or area, or perhaps just its local environment

23:08 -What should be the organizations' Whiteboards for 2022?

• Any organisation that wants to work effectively in the future, has to find some way to understand what its people can do
• What differentiates organisations is not the technology, but it's the intellectual property they have and the people they have that make the intellectual property, the thing that differentiates you is your people
• Understand what your people can do, what they want to do, and what they would like to do and have honest conversations about it

25:15 -How can organizations use new technologies to build a better workplace?

• We use new technologies to support initiatives to create a better workplace. We need to have the right leaders in place who care about people, and who work with people to develop themselves and the technology then supports that
• Technology helps you to manage people which is invaluable, because the more you can support yourself that the less administration there is, and the more data you have to look at, to understand where you're going and what capabilities your organisation has
• A better workplace relies on technology that supports people in engaging and helps in controlling the rapidly increasing churn of employees in the future

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Lars Hecker is a Group Instructional Design Specialist at the Mercell Group. He started his L&D journey as an advocate for L&D initiatives. Began his career as a consultant for Mercell in Denmark with an emphasis on end-user training and learning.

Digital Adoption Show features Nibu Thomas, the director of information development at Whatfix, and Lars Hecker discussing “The Accidental instructional designer”.

3:00 - How did this ‘accident’ happen? What does an Instructional Designer do?

• Lars Hecker- “I've become an ID accidentally on purpose. For quite many years, I had this gut feeling that education is under-appreciated, and that it has the huge potential long term"
• The instructional design has become a pocket for anything and anyone working with learning & development and training. Of course, this depends on the organisation you work for, the size of your team and how mature their L&D journey is
• The Instructional design team works intensively on setting the strategic plan, developing the learning content strategy, aligning the learning strategy with the business goals as well as implementing the tech stack, which helps achieve the end goal
• ID’s also managed the execution and delivery of education services and create training content. So that's what the life of an instructional designer looks like

13:16 - What are some breakthroughs that have disrupted the learning industry?

“The mind is not a vessel that needs filling, but wood that needs igniting.” -Plutarch.

• We have more tools at our disposal than ever before and that opens up a whole range of new opportunities to deliver learning content. In a workplace context, we can now deliver training in the flow of work, if your go-to work is a computer or a mobile device, we can use tools like Whatfix to deliver help on-screen and in-app
• We need to implement the age-old governing principles into the context of today's day and needs, not only on the technological side of things but also on the social side addressing issues such as diversity, equity, and inclusion
• If you're a mechanic or a doctor, we can use virtual or augmented reality to achieve something similar. We have the technology to do advanced simulation today by combining these governing principles with cutting-edge research on how we learn and with the broad range of tools that are accessible to us

16:23 -What are your thoughts on gamification of learning? And what are some alternatives because everybody doesn't want to play a game?

• Being in L&D, we are content creators, at the end of the day, we are all competing for attention alongside marketers, game designers, and so on. But, can we wrap our content around the mechanics of casual gaming, and get the attention of our learners? 
• There's no substantial evidence supporting the idea of gamification potentially benefiting learners. Because gamification doesn't address the core problem, then what outcome do we want to reward? 
• We’d instead invest in some form of virtual labs or simulated environment. That way we can provide the users with a safe environment where they can do all the mistakes before they go out in the real world, where they can try scenarios that you can perform in our application, but nobody else ever has thought about

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Simon Gibson is the Group Head of Learning & Development at Marks and Spencer. He is a modern, international, adaptable and experienced Executive level People Leader/Chief Learning Officer. 

The latest episode of the Digital Adoption Show features Gokul Suresh, Global Head of Growth and Field Marketing at Whatfix and Simon Gibson on “The Right Balance of Technology for Organizational Learning Development.

Quick Takeaways:

• Recognize how enterprise application adoption and learning can enhance an organization’s digital adoption and literacy
• The most effective means for L&D experts to offer instruction remotely
• Making the best technological decision for your company can be challenging

19:54 -How do you bridge skill gaps and the best way to deliver learning? 

• The pandemic has had many countries change their approach to digital literacy to their approach on how they interact with these tools, how people shop online and how they can bank online simultaneously, which then blended with the work
• Microsoft gave teams away for free to make it as easy as possible for employees to communicate and interact with their fellow employees. and we try to make it as easy as possible. But do we think about the user experience?
• We should focus on the user experience more important and don't make it hard for the end user. When we talk about collaboration, everybody should be able to use the tools to collaborate, have conversations, have team meetings, capture ideas, share documents, and work on things. Make it easy for the end-user to consume and that's the way you improve the digital literacy 
• Have you ever read the instructions about how to use an iPhone? Think about the details that they've put into how easy it is to turn on their product and how easy is to start using it. We should start focusing on taking a similar approach and then overlay that with what we're doing in an organisation or a business for a process

19:54 -How do you see the digital transformation and COVID-19 accelerated digital transformation? What's your take on that?

• COVID-19 forced us to adopt technologies we didn't want to before. But predominantly around that with the traditional office work and remote work and what we thought before, it's just shone a very bright light on some things
• My point is we've ignored a function which can give us a lot of flexibility to employees. People can have more flexibility and choice and we can find different people, work in different ways and It's not confined to a traditional structured time bound and I see this as a massive opportunity

25:54 -How do you mix and match different modes of training and learning? Can we have a micro-learning aspect to it?

• You have to get the experience, as rich as you can and make those experiences as meaningful, and impactful as you can make them. For Instance, I want a brain surgeon, using Virtual Reality (VR) to have these first go at, working on someone's brain. It’s quite safe and can't really harm anybody in a virtual reality environment.
• Finding the right blend of training and the right mix of materials will be challenging. Be that knowledge or insight or a new learning methodology. But, based on how thirsty your organisation is to remain curious and continue to look at new ways to learn or new opportunities to learn that correlate directly with what your business is doing
• The focus should not be on learning something that's completely different to what your company or your role is. Because that might not be an appropriate use of your time for blending in the ideal mix and method at the right moment. But, unfortunately, that's the magical solution that everybody's trying to aim for
  
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Tomissa Smittendorf Director, North America Sales Learning & Development at Kellogg Company. Having a holistic view of the business, with experience in L&D, Retail Sales, Supply Chain, HR, Sales Finance, Customer Service and DSD. 

The latest episode of the Digital Adoption Show features Paul Dixon, Director, Strategic Accounts, Sales at Whatfix and Tomissa Smittendorf on how Change Management can transform your perspective on hybrid work culture.

05:55 The biggest challenges between consumers, clients & salespeople?

• When the pandemic hit, Kellogg was able to turn everything to go virtual within 24 hours. In addition, we looked up to new technologies to make things run smoothly and in an engaging manner
• Ventured out and implemented technologies like Virtual reality, which created an opportunity to look at things through a different lens
• Instead of deploying your new hire right into the field, focus on leveraging immersive technology that can help people learn. In Kellogs, we leveraged virtual reality to coach people and bring out the best in terms of productivity and learning

17:18 -The role of sales leaders in L&D? What is the shift that's occurred?

• You've got to stay in tune with what's going on in the industry and understand the new age of technology. The important thing is to have a clear roadmap of the way ahead
• It isn't the flavour of the month training or anything like that. It's a well-thought-out journey that our Salesforce can go through. And making sure that what knowledge, skills and abilities you need to really make sure that you're upskilling

18:54 -What are the missing pieces of a roadmap that have to get accomplished?

• Focus on continued education around revenue growth management. Continue to be smarter and find different and innovative ways to do things
• The ability to have that financial acumen will continue to be super important as we move forward, and building an omnichannel leadership will be another area of importance

This session touched upon a range of fascinating sales enablement topics! So if you’re a Sales leader or L&D professional, don’t miss this opportunity!


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Erika Van de Yacht is Associate Director, Enterprise Capability at Sentry. She is managing the design, delivery and evaluation of learning and development solutions in support of strategic objectives and organizational development priorities.

The latest episode of the Digital Adoption Show features Sumeet Kumar, Senior Vice President Sales, Whatfix and Erika Van de Yacht on Accelerating L&D’s impact through a business-driven learning model.

9:41 -Learning and Development play an integral, techno-commercial role in achieving the enterprise's & business goals. What’s your opinion on this?  

• The rate at which an organisation learns will become the only sustainable source of competitive advantage. With rising complexity, a lot of skills seem to have this increasingly shorter Half-Life, which certainly on the surface makes continuous learning and development just a necessity in achieving enterprise goals
• We have to develop a culture and environment that supports continuous learning and it usually needs to happen within the business and in the flow of work. We need learning to be embedded, or woven into the day-to-day experience of our associates. Whether it is through systems or people that can coach and support in the moment of need

14:06 - Every business has a strategy that challenges its needs and L&D would need to support those. How does your team at Sentry deal with it?

• Our corporate universities support the broad professional and leadership development needs of our organisation, but we also support the business unit level. Whether it's claims, sales, underwriting, customer service, or even our hospitality business, so that's, that's where the golf cart golf course is part of our hospitality business
• We have very close relationships and alignment between our Talk leaders and the learning function to assure we're working on the right things from a business perspective
• I would emphasise developing a cross-sectional way of learning so that we ensure our learning aligns closely with business needs

20:46 -What is the mix of projects you have in any specific area, which makes you excited? Or, call it one of your favourites? To focus on? From a personal perspective?

• Our team is often juggling about 180 projects at a time and I would say actually, the larger the learning team, probably more of those efforts are focused on business-specific learning. 
• Our learning team is actually broken into, learning leaders, instructional designers, and learning performance specialists who work closely with the business and, of course, the important team who helps manage their learning solutions in our LMS, and so on
• With so much of that work between the learning leaders and the learning performance specialists who work more closely with the business. I'd have to look at the exact breakdown, specifically on business-related efforts. We also interact with the entire organisation, focussing only on accelerating our leadership development programme
  
  
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Bart Schutte is a Director of Digital Learning at Saint Gobain. He is focused on Organizational Learning, and specifically, how enterprises need to adapt to create a real culture of learning leveraging public MOOCs, Personal Knowledge Management, and the abundance of knowledge and learning on the Internet.

The latest episode of the Digital Adoption Show features Bart Schutte, sharing insights with Arijeet Das Diengdoh, Associate Director of Sales - EMEA at Whatfix, on Transform not train your way to a better business strategy.

03:26 - Is there fear or scepticism regarding artificial intelligence in training? 

• Software vendors continually talk about AI in their products and their ability to recommend learning to people personally, amongst l&d people
• In Saint Gobain, we use Machine Learning and Artificial Intelligence, for detecting patterns from data in the past so that they can make predictions and we try to implement it in our manufacturing plants, sales & marketing and supply chain
• The first step that companies can take around machine learning for the masses, is visualisation. If you can make data visual so that people can see it, and it expresses the insights people can make much better decisions. Visualisation is a lot easier than machine learning

09:47 - The biggest challenges confronted by L&D leaders and companies

• Critical thinking, problem identification and problem-solving skills are critical. There's been a lot of talk about this becoming increasingly critical but the real challenge is to build those skills inside the people in organizations. It's not just about training, but transforming the company, in terms of skill and culture
• In Saint Gobain, Data Analytics Academy was launched in 2019. We recognise the opportunity, the need to upskill engineers and our plants, to be able to use machine learning on themselves to get insights out of the data they have every day to continually improve production
• What matters is, what are they able to do with the training and guidance provided. With a good learning experience, we're could see people reduce the energy consumption on a line of production by over 10%. But with traditional techniques, they've never been able to get more than a 1% reduction

15:44 - How do you get people to change?

• Organisational structure plays a very crucial role in transformation. The organisation has to support employees and make it easier for them to do the new thing than the old ones
• If data and data analytics are really important, it has to be something that senior leaders should be talking about all the time. Also making sure, that they're walking the talk when they make decisions. They're basing it on data and not on intuition. So that's the most important thing that has to happen if you want to get individuals to change

20:54 - What is the significance of employee experience in driving successful digital transformation?

• People approach the employee experience from many different dimensions. What's important is that the learning should be as close to the moment of need on the job. It is imperative to design all of their programmes to be about real things that people have to get done on the ground
• As L&D practitioners, we should focus on creating an environment that promotes collaboration and encourage employees to take up different things

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