Great Onboarding Idea for New Hires



Onboarding is a dilemma. Your new hire has spent an incredible amount of time and energy moving from nervous candidate to excited employee. Onboarding seems to reverse the process and move the employee from excited back to nervous.

New hires are naturally full of questions. What are the details of my compensation plan? What happens if I have a bad quarter? Who is the Top Gun salesperson and how to I get to know what they are doing? How much product knowledge do I need and how long before I really know it? What is the training like? Is there a ton of paperwork? What will my co-workers be like? Who is my manager’s manager? What is the cafeteria like?

The company should also have questions. How can I make the best use of the new hire’s talents? What does the new hire need to succeed? Who can mentor the new hire past those first few ‘honeymoon’ months? How do we develop a training strategy that uses Dr. Practice as the best teacher, and saves The Presenter for anytime and anyplace?

Onboarding today has not really changed from the way it was done yesterday. You go to a conference room. You hear horror stories about The Importance of Security. You fill out forms and more forms. You get to know the person in HR who may also be the last person you see if you are … .

Digital technology and Social eLearning can change the equation. It can enable the excitement that the new hire felt grow and increase. It can take the cognitive materials and make them interesting, and make the behavioral know-how real and compelling.

Using a program that I pioneered at IBM and several other large corporations, recent new hires, using Flipcams, record short webcasts of their experiences with everything from company policy for computer use to the choosing the best food in the cafeteria.

These are posted on the web, along with ALL the forms and other materials the new hires are usually required to sign during their first day onboarding meeting. Any additional lectures or important presentations can also be posted on the New Hire Site.

That first real meeting is an Onboarding Celebration for the new hires. The goal is to increase their excitement, having answered most of their questions online, and provide a moment in time to envision their future contributions, hear stories about other successful new hires, and learn more about stretch goals, rewards and compensation. The old sales expression “You only get one chance to make a great first impression” is true for your new hires.

You only get one big chance to get a new hire totally jazzed about making an important contribution to ‘their’ company or going out there and closing a big sale.  After you miss that chance, that it happens incrementally, slowly with every success and at every yearly performance or sales meeting.

With the new social learning model for onboarding, imagine sending those new hires out there totally pumped, ready to jump in and go where very few new employees have ever gone before …

Bye-Bye Trainers!


How Mint Exec’s New Company Will Teach All Employees To Teach Others

Training has traditionally been part of centralized departments—and the bane of everyone else. MindFlash is about to change that.

Whether you’re a seasoned executive or new to the workforce, the idea of spending an hour in a training class is enough to make you long for a dental appointment. Online training, which emerged about a decade ago, hasn’t improved the experience much, even if it has allowed companies to save money on travel costs.

We can’t promise that MindFlash, a new cloud-based service led by former Mint CMO Donna Wells, is going to make the average employee jump for joy. But we do think it will have a profound impact on how organizations share knowledge–including eventually making trainers out of all of us.

Traditional online training tools consist of software systems that organizations have to install and manage on local computers or servers. That’s expensive. MindFlash, like just about every other work productivity tool released in the last few years, is based in the cloud. That makes it a lot cheaper. Which means more organizations can afford it.

Add to that the service’s killer ease of use. Mint, which earned itself a $170 million exit in 2009, did the impossible: Get 20-somethings hooked on personal finance, in large part by making the service drop-dead easy to use. MindFlash, which launched last September, has to be just as simple, Wells tells Fast Company. Though the service has a slew of features–the ability to add quizes, embed video, and track who’s taken a course–the standard they’re aiming for is to enable to new user to sign up, configure a course, and invite their first student in 15 minutes or less.

It seems reasonable to predict, then, that if you’ve got more organizations using online training tools, and more people capable of using the tool, training is quickly going to seep out of centralized training departments and become the responsibility of all employees.

And that’s what MindFlash is already seeing among customers, Wells says. As organizations need to move more quickly, it’s often faster to have the person with the expertise to prepare the presentation than waiting on a training department to get up-to-speed on the subject matter. Just as more and more employees are expected to have basic multi-media skills–the ability to blog, for example, or to shoot images or videos on their smartphones–so will they be expected to have the basic ability to share knowledge with their peers.

Perfection, says Wells, won’t matter as much as speed. “The most forward thinking are recognizing that the traditional approach to centralized content development results in content that takes so long to develop that it’s obsolete by the time it’s ready.”

As it becomes easier for workers to toss together presentations for their colleagues, “training” will probably come just as often in the form of 10-minute “classes”–to transmit bits and pieces of knowledge that need to be shared quickly–as the lumbering hour-long courses we’re more familiar with.

“Training just becomes a seamless part of the employee’s day,” Wells says. “It allows you to get better information into the hands of the people who need it, at the right time, increasing the speed and nimbleness of the organization.”

[Image: Flickr user Michael 1952]

E.B. Boyd is FastCompany.com’s Silicon Valley writer. Twitter. Email.

A Pencil in the Cheek? Ouch!


John Medina from Brain Rules has a fascinating piece on how some children learn to behave  by creating an inner voice that guides them towards good behavior while others don;t acquire that voice and end up stabbing another kid in the cheek with a pencil. Got your attention did I? Well read on and learn something about how we learn to learn to interact with one another.
Explanations given to Aaron ranged from “How could Jimmy possibly complete his test without his pencil?” to “Our family doesn’t steal.”

Here’s what happens to Aaron’s behavior when explanations are supplied consistently over the years:

When Aaron thinks about committing that same forbidden act in the future, he will remember the punishment. He becomes more physiologically aroused, generating uncomfortable feelings.

Aaron will make an internal attribution for this uneasiness. Examples might include: “I’d feel awful if Jimmy failed his test,” “I wouldn’t like it if he did that to me,” “I am better than that,” and so on. Your child’s internal attribution originates from whatever rationale you supplied during the correction.

Now, knowing why he is uneasy — and wanting to avoid the feeling — Aaron is free to generalize the lesson to other situations. “I probably shouldn’t steal erasers from Jimmy, either.” “Maybe I shouldn’t steal things, period.”

Cue the applause of a million juvenile correction and law-enforcement professionals. Inductive parenting provides a fully adaptable, internalizable moral sensibility — congruent with inborn instincts. (Aaron also was instructed to write a note of apology, which he did the next day.)

Kids who are punished without explanation do not go through these steps. Parke found that such children only externalize their perceptions, saying, “I will get spanked if I do this again.” They were constantly on the lookout for an authority figure; it was the presence of an external credible threat that guided their behavior, not a reasoned response to an internal moral compass. Children who can’t get to step two can’t get to step three, and they are one step closer to Daniel, the boy who stabbed a classmate in the cheek with a pencil.

The bottom line: Parents who provide clear, consistent boundaries whose reasons for existence are always explained generally produce moral kids.

Note that I said “generally.” Inductive discipline, powerful as it is, is not a one-size-fits-all strategy. The temperament of the child turns out to be a major factor. For toddlers possessed of a fearless and impulsive outlook on life, inductive discipline can be too weak. Kids with a more fearful temperament may react catastrophically to the sharp correctives their fearless siblings shrug off. They need to be handled much more gently.

All kids need rules, but every brain is wired differently, so you need to know your kid’s emotional landscapes inside and out — and adapt your discipline strategies accordingly.

Unemployed? Forget Training.


I’m posting this for two reasons.

I initially thought it was funny. So haha …

Then I heard today about a job posting that said “Please do not apply if you are currently unemployed for more than one year.”

Please do not apply if you are currently unemployed … I am, as the Brits and others say, gobsmacked.

Here’s a quote from one of the stories:

“While refusal to consider the unemployed is sometimes overtly noted in ads, at NELP we also hear regularly from unemployed workers — mostly older workers — who, despite years in the labor force and significant directly relevant experience, are nevertheless told they will not be referred or considered for employment once recruiters or potential employers learn they are not currently working,” she told the commission.”

So where does that leave all the talk about training and retraining and more training and new skills training and …

When a cartoon, that in better times made me laugh as someone who valued and promoted education and training, becomes a reality for millions of people, I start to wonder.

Should anyone raise their hand when asked if they need more training? Or just go the informal route, and learn what they need to know and know-how to do as quietly and safely as possible?

A Piece of Cake!


I’ve been a long-time advocate for moving education out of the analog past into the digital future. And I’ve reported a lot of great changes that are happening in this blog. Well it’s my pleasure to introduce another that is not only a brilliant use of the internet but incredibly timely.

There’s a tremendous need in this country for education for school children with special needs. One of those special needs is in the area of speaking and communicating. There are now – and have been for several years – more kids who need help than there are Speech Language Pathologists (SLPs).

Enter the internet and the brilliant program put together by Presence TeleCare.

Watch the video by Dr. Shari Robertson, Professor of Speech/Language Pathology at Indiana University of Pennsylvania and then take a look at the Presence TeleCare site. Make sure to let people you know who work as SLPs, teachers, administer school systems or parents with children that the site is up and ready. Think about all the kids who need the help the site can provide, but are not getting it because of cutbacks in school funding across the country.

http://presencetelecare.com/

Changing VILT One Student @ A Time


Here’s the press release from Cisco and a video of Jeanne Beliveau-Dunn explaining the importance of the new certification:

Cisco Introduces The New Virtual Classroom Instruction Specialist Certification

Vendor-Neutral Training and Certification Helps Instructors Make

The New Virtual Classrooms Engaging and Improves Student Outcomes

SAN DIEGO, CA and SAN JOSE, CA — (MARKET WIRE) — 02/07/11 — Training 2011, Booth 416 — With more educators using technology to advance the classroom experience, Cisco (NASDAQ: CSCO) today announced the Cisco® Leading Virtual Classroom Instruction certification, developed to build and validate the skills that educators and instructors need to effectively teach in virtual classroom environments.

Key Facts

  • According to the American Society for Training & Development, 37 percent of training in 2009 involved electronic technology, up from 15 percent in 2002, while face-to-face instruction fell to 59 percent.
  • The Cisco Leading Virtual Classroom Instruction (LVCI) course teaches participants how to prepare and manage a virtual classroom, effectively deliver material online, and use collaboration tools to maximize student participation and comprehension.
  • LVCI goes beyond tool usage and teaches instructors how to improve learner outcomes through more effective classroom collaboration. They learn how to become Facilitators and work collaboratively with their learners
  • LVCI is delivered virtually using Cisco WebEx™; however, the skills are readily transferable to other conferencing and collaboration tools.
  • LVCI consists of 17.5 hours of live virtual instruction and six hours of participant presentations, delivered over five consecutive days.
  • LVCI is designed and led by experienced WebEx University instructors, who have delivered more than 40,000 hours of virtual training sessions.
  • Certification will be based on a proctored multiple-choice exam (642-132 LVCI) and a practical demonstration (642-133 LVCIP), in which the candidate uses the best practices of virtual classroom delivery.

Supporting Quotes:

  • Jeanne Beliveau-Dunn, vice president and general manager, Learning@Cisco, said: “As the paradigm of education continues to evolve to meet new institutional and business requirements, developing instructional strategies for new virtual education environments is becoming key to improving student results. The Virtual Classroom Instruction Specialist training and certification help ensure that instructors have the most comprehensive understanding of the latest technologies and effective classroom collaboration strategies. Cisco’seducational offerings provide the skills and depth of knowledge required for educators to differentiate themselves in today’s job market and enable a competitive advantage for their employers.”
  • Kathy Cooper, senior product trainer, WebEx University, said: “Cisco Virtual Classroom Instruction Specialist certification not only covers the skills and techniques instructors need to prepare and manage a virtual classroom, but also shows how instructors can engage learners in the educational process and increase their participation and comprehension.”
  • David Mallon, principal analyst, Bersin & Associates, said: “Our Virtual Classroom research shows that learning in an online environment is both less expensive and can be more instructionally rich than physical in-class experiences. Our research also demonstrates that what makes a great instructor effective online is the skillful use of collaboration tools. As job training and education continue to move online, this type of certification is an important offering.”
  • David Grebow, Instructional Designer, KnowledgeStar said: “This course is a game changer and will make the virtual classrooms the choice for learning in the 21st century. I had the privilege of working with some of the most forward-thinking and smart people at Cisco and WebEx, and we produced a certification program that will turn instructors into facilitators and students into adult learners collaborating with each other and taking the learning beyond the virtual classroom. It’s a new model for making online education really work.”

Wait a Minute I’ll Google It!



Google has become a digital extension of my memory. The older I get the more I use it. If I forget how to do something, or cannot remember a fact or name or place, I Google around for a bit and find it.

For example, this morning I was on the phone talking with a client. We started talking about a film and neither one of us could remember the name, only that Al Pacino was in it. So I Googled “Al Pacino Filmography”, and two clicks later, I ‘knew’ the name of the movie. Earlier in the week, I had moved all the livingroom furniture and, in the process, unhooked the VCR, DVD, and TV. When I went to plug in this Medusa’s Head of wires, I could not for the life of me remember how the VCR fit back into the scheme of things.

Right. I Googled “Mitsubishi DVD VCR Connections” and three clicks later had the operating manual that was lost in the same place that socks go to in the washing machine.

What does this have to do with learning? Everything. It points to the fact that I do not need to know something, or know how to do something, and I can still know it and do it. My performance is acceptable. It’s my memory that sucks. Google is my brain plugged into the internet, the largest repository of information ever created since they set fire to the the Library of Alexandria. Wait a minute, who was it who set that fire … hold on a sec … okay it was either Julius Caesar or Caliph Omar .

Yep, Googled.

So why are we spending untold amounts of time and money on learning programs that are not necessary? They could be effectively replaced by a computer on a fast WIFI connection to a knowledge repository. Does anyone assess what needs ‘real learning’ versus what only needs to be searched for, used, and then forgotten?  What is real learning anyway?

This is one place where some technology, beyond the flipchart, can come to the rescue and save us from painful, expensive and needless “training”. And it would be just in time …

Tony Carlson tells us that “We process more information in a 24-hour period, than the average person 500 years ago would come in contact with in a lifetime…” Are we part of the problem, or the solution?

Maybe I’ll ask Google … .

 

Ready Or Not …


Help! Not again! I was finally ready to do the old thing and now, here’s the new thing right on its heels. Something we’ve all felt. Newness. It seems to be the driving force in this new economy. And it requires more innovative approaches to learning than “training,” as an extension of our formal education. Why? Because it’s no longer a question of “What did you learn in school today?” but “Are you ready to do it, use it, sell it, make it happen?”

Let’s face it. In most corporations, we are lifelong survivors NOT lifelong learners. Performance is what counts. Short term memory wins. Defining strategies for enabling short-term memory is the future of learning in the new economy.

If you want a glimpse of that future, download Microsoft’s new online book reader. Welcome to hypertext, the book that does the work for you. Want a definition of a word? Highlight the word and click the mouse. Want to add a note? Click the mouse and type it. No need to take the time to find a post-it or get the dictionary. Certainly no need to remember the definition.

Who remembers anything any more anyway? Who needs to really remember with all the “remembering” tools at our disposal? And who has the time?

As lifelong survivors, we turn on our brains and learn when we need to get ready to do something. The rest of the time we get by with what we know. Learning is becoming synonymous with ‘being ready fast.” Ready for your next assignment? Your new job? That next sales call with a new customer? Or servicing that new widget? Readiness has become the true test of learning.

In the new knowledge economy, readiness stands alongside competitiveness. Readiness equals success. Imagine intersecting lines of latitude and longitude. Latitude is you, working every day. Longitude is your intersection with the new. The new seems to happen more frequently. You need to be ready or you’ll be left behind—not just you, but your whole company.

So if readiness is the key to success, here’s the question: Does any form of training (from elearning to instructor-led classes) help you get ready to perform? I suspect you know the answer.

If training worked so well, why aren’t we all performing like top guns? After taking all that costly and time-consuming training, why aren’t we all ready to sell that new and exciting product, or deliver that value-adding service, install and use that cool new upgrade? Why aren’t we ready?

Here’s the reason. Training is not focused on getting us ready to reach that exalted “State of Readiness.” Instead, training treats us as if we were still in school. The difference is that instead of a test and a grade, it’s our performance being graded. Instead of moving from grade school to high school, it’s our promotion or pay increase that’s at stake. In the corporate world, especially in the new knowledge economy, it’s all about Readiness: being ready to do something, not just learning about doing. I’ve never yet had anyone come into my office and ask me to “go learn something just to learn it.” You?

Here’s a bold assertion: Training does not make us ready to do anything. Here’s an interesting chart that explains why.

Training in the corporate world, where doing is everything, can only take you at best 25% of the way towards readiness. Usually you’re lucky if you get to the 5% mark. The other 75% or more is up to you.

Take the game of golf. You can go to a seminar or read a book about the History and Etiquette of Golf, watch a videotape of Great Golfing Moments, attend an Introduction to Golf seminar and you can say you know something about golf. But are you ready to play? You can then buy and enjoy a great computer eGolf game, find a golf pro, take lessons, learn to simulate the swing, practice putting, slice and dice balls at the driving range all weekend, and think youcan do it, but are you ready to play golf?

From your first tee shot on your first hole, it takes hours of adopting and adapting what you know and can do, swinging all the clubs, in all sorts of weather and conditions, failing and succeeding, practicing and more practicing, before you are ready to really play golf.

Readiness, then, is the state of being able to creatively adopt and adapt what you know and can do under a varying set of circumstances. You may not win the game, but at least you’re ready to play.

Can you say as much for your players? Is training making them ready? Are they getting the right support to help them get ready? Are they really discovering what they will need to be able to do and know in order to get ready? Are they at least getting that 25% of knowing and doing? Do they have enough time to practice, to fail and succeed, to adopt and adapt, and really get ready? Or do you expect them to do it on the job, fail at the customer’s expense, and practice on the customer’s dime?

The best example I’ve seen of a program that helps people get ready was recently created by a company called SkillScape. They created The Readiness Assessment Program (RAP)™ to help customers implement software upgrades. The RAP first helps you see how ready you are, then points you towards the learning you need as part of your Individual Learning Plan. After you cover your learning plan, you can assess yourself again and see where you stand. It’s focused, it’s targeted, and it’s designed to do one thing only: Get you ready for a specific new job.

Readiness? That is the question that no one seems to be asking. Content. Tools. Technology. Methodology. If it doesn’t help me or my organization get ready the next time something new crosses my path, then who cares?

The Future of the Book


“We find when writing moves online, the connections between ideas and people are much more apparent than they are in the context of a printed book.”

Bob Stein, Institute for the Future of the Book

This post comes, in part, from Spotlight on Digital Media

Bob Stein is founder and co-director of the MacArthur-funded Institute for the Future of the Book, an organization premised on the idea that “the written page is giving way to the networked screen.”

Stein agrees with many others that our definition of writing must change to include audio, visual and graphical components. Take a moment to digest that, because it’s actually the easy part. What Stein is working on at the Institute is something deeper than just the idea of books and other kinds of writing becoming multimedia. He’s encouraging a complete transformation of the notion of ownership of writing altogether.

“The age of the know-it-all author who went into her room for three months and figured something out that no one figured out, and had a whole idea that was hers alone – it’s over.”

The keys to understanding this new perspective on writing and reading lie in notions of collaboration and being social. More specifically, it’s believing that collaboration and increased socialization around activities like reading and writing is a good idea.

“You and I grew up with the notion of the little girl curled up in her chair reading, or the writer in her garret, right?” Stein said. “But what we’ve discovered is that when you move the function of reading and writing online, the social aspect comes forward.”

According to Stein, the idea of the author as someone who works alone to produce something that is hers comes from the Enlightenment—and from then until now is only a “blip in time.” This notion, he adds, is “only part of the picture.” The other part is facilitated by our increasingly networked world—reading other books, collaborating, sharing ideas, chatting with colleagues.

“We find when writing moves online, the connections between ideas and people are much more apparent than they are in the context of a printed book,” Stein said.

Essentially, the writer is a synthesizer of the information and ideas.

One of the Institute’s projects is CommentPress, an open-source plug-in for WordPress that aims to turn a document into a conversation (view examples here). Readers can comment on, say, an academic paper before it has gone to press and add insights and questions in the margins of the text.

It’s an idea very much in the air. The MIT Media Lab tagged collaboration as one of the key literacies of the 21st century, and it’s now so much a part of the digital learning conversation as to be nearly rote. In his new book, “Where Good Ideas Come From,” Stephen Johnson argues that ideas get better the more they’re exposed to outside influences.

It is not only the act of writing that is changing. It’s reading, too. Stein points to a 10-year-old he met in London recently. The boy reads for a bit, goes to Google when he wants to learn more about a particular topic, chats online with his friend who are reading the same book, and then goes back to reading.

“What I’m arguing is that we should say reading equals all of these behaviors,” Stein said. “Not just when you’re looking at the book, but also when you’re talking to people about the book or when you’re Googling things that occur to you as you read the book.”

The implications for learning are huge. In a recent experiment by the Institute, professors at the University of North Carolina used CommentPress when assigning the story “An Occurrence at Owl Creek Bridge” by Ambrose Bierce in a first year seminar course. The story was posted online along with clips from the 1962 film adaptation. Students engaged with the text not only in the classroom, but also while they were at the library after class and at home after the library. (Learn more about the project in this video.)

“They come back to class the next day still talking to each other,” Stein said, “because the conversation continued in the margins.”

Laura Flemming is an elementary school library media specialist in River Edge, N.J. About three years ago, she came across a hybrid book—half digital, half traditional—called “Skeleton Creek” by Patrick Carmen.

“The 6th graders were running down to library class, banging down the door to get in, which you don’t often see,” Flemming said.

Indeed, she was so struck not only by her students’ enthusiasm, but also by the way they were picking up themes of character, setting and mood that she started researching the subject in her spare time. Now she writes the blog edtechinsight.blogspot.com, where she discusses digital reading and writing.

Flemming’s favorite transmedia work is “Inanimate Alice,” a remarkably evocative and compelling multimedia book from the BradField Company. Alice is an 8-year-old girl in China searching for her missing father in episode one. Music plays; images float by; text rolls across the screen.

“We tell our kids we want them to know what it’s like to walk in the shoes of the main character,” Flemming said. “I’ve had more than one child tell me that before they read ‘Inanimate Alice,’ they didn’t know what that felt like.”

Flemming believes that digital storytelling, done right, can increase children’s ability to empathize. It is also about teaching kids interactive communication skills, because, says Flemming, “this is the world they’re growing up in.”

That is an answer you’ll hear a lot in the world of digital media and learning. But Stein says that’s not good enough. We must be sure we’re driving the horse, he argues.

Stein says it’s better to take advantage of new technologies to push the culture in the direction you want it to go. Stein is fully aware of the political and cultural implications of his vision of the future of reading and writing, which shifts the emphasis away from the individual and onto the community. It’s asking people to understand that authored works are part of a larger flow of ideas and information.

“We’ve grown up in a world where all great ideas are pretty much ascribed to a single individual,” Stein said. “What we’re not particularly good at is understanding what the origins of that idea were or seeing the continuous flow of ideas.”

Such a redrawing of the boundaries of authorship, of course, undermines our system of intellectual property and copyright laws. If the creation of a book is a collaborative process, who owns it in the end?

“The writer gets the marquee billing,” Stein said, but is this really appropriate? Consider a party, he says. A guy named Bob may have hosted, but if there weren’t any guests, the party wouldn’t exist. We call it Bob’s party, but is it really his?

“As for what a new “progressive system” of copyright law might look like, Stein doesn’t have a prescription. He just knows that what we do have isn’t working.

Stein was recently in San Paulo giving a talk. While there he found himself deep in discussion with a filmmaker, a colleague of Jean-Luc Godard.

“He was arguing the auteur version of filmmaking,” Stein said, still going over the conversation in his mind. “And I understand why that worked for the first hundred years. But it’s not the future. The future is the collaborative effort.””

Industrial Age Education is DEAD


Industrial Age education is dead … but not buried … that was the full title of this blog.

and I have nothing to add except watch and listen to Sir Ken Robinsons spot on understanding of the current AND future problems with education around the world. If enough people listened to him then The Future might have a chance …

It’s hopeful, and at the same time frightening, since we seem to cling to the old model of education like a life raft in bloody shark infested waters. And we drag that same stupid raft into the workplace even though it never worked in the schoolplace.

(… and thanks as always to RSA Animate for the amazing and brilliant job the UK team did on Sir Ken’s presentation.)