Growing your company’s profits can look a lot different than the traditional chants of 'Sell sell sell'! Sometimes the most important way to increase profits is by finding inefficiencies in your systems. Whether we like to think of it that way or not, human resources has systems just like every other team, and finding the inefficiencies in your workforce onboarding, training, and succession planning can mean the difference between running lean and spending (wasting) thousands every year on hiring and attrition.
Recent blog posts (Reporting & Analytics)
As a learning professional, you are often required to report on the effectiveness of your training programs. These reports can be used for a variety of purposes, such as monitoring trainee progress, identifying intervention opportunities and collecting compliance data.
Most learning professionals agree that the critical weakness of their learning management system (LMS) is reporting. Research by Bersin & Associates determined that reporting is the number one challenge for legacy LMSs, and that nearly half of all learning professionals see it as a significant problem.
In the rapidly developing world of Totara LMS, it’s easy to miss new updates and additions – especially if they’re not flagship features. One of the more recent additions from last year's 2.9 release was the Report Table block, which, alongside the Report Manager and Report Graph blocks, could easily be overlooked. But this new block is a really flexible and powerful new addition.
An LMS can mean a lot of things to a business, and often they vary greatly depending on the organisation. They’re portals that integrate with websites, they’re encouraging social learning, and at their very best they look remarkably unlike an LMS. So, what does LMS mean to your business?
The evolving learning management system
It used to be that buying an LMS was a one-stop shop. Choices were limited and users were stuck with whatever functionality the supplier had added. There were no options, and there was certainly no customisation.
Imagine the day when you get to turn to your boss, eyes open wide, and say with a smile: “It works! Success!”
But when we say success, what do we mean and are we sometimes being premature? Yes the alpha launch of the learning management system (LMS) functions, the single sign-on works, and the reports show lots of data, but is this truly a ‘success’?
With the advances in technology, whether it is mobile devices, social media sites, annoying automated telephone menus, supermarket loyalty cards or computers in-general, whether we like it or not we are generating and consuming very large amounts of data. Data which is then being used – or worse, sold – to third parties to tailor products and services based on our buying and viewing profiles – a marketeer's dream! Organisations are benefiting directly (and indirectly) from our data – we have become the product!
Is it who you know or what you know? LinkedIn is aiming to own the answer to both. Earlier this month, LinkedIn.com aquiried Lynda.com, the video elearning content producer, for $1.5bn. Why and what does it mean for how learning will happen in your business? Is it a game changer or more of the same? We look at some of the potential outcomes and do a reality check.
I was very lucky this week to catch up with Andy Wooler. Andy is the Academy technology Manager at Hitachi Data Systems and one of the most experienced people I know when it comes to learning management technology. I was keen to get Andy’s take on how learning technology is developing.
Andy is always looking outwards at new technologies and their potential application for learning. What I particularly like about Andy is that he cuts through the hype and has a good sense for what will really work inside large corporates. This is what he had to say about current trends.
Last week Marcus Buckingham dropped a well timed bombshell into the world of HR data with his article that “Most HR Data is Bad Data”. Marcus focused on performance reviews and argued that a significant body of evidence over 15 years demonstrates that “each of us is a disturbingly unreliable rater of other people’s performance.” He goes on to say that the rating actually says more about the rater than the person being rated.