E-Learning in Business

e-Learning is replacing face-to-face classroom instruction in a growing number of businesses, but what is the prospect for the continued proliferation of e-learning in business? On one hand, the quality of instruction, the cost effectiveness of new technology, a supportive e-learning educational culture, an expansion of the Internet, an increase in online courses, shorter business cycles, mergers, and increasing competition encourage business use of e-learning. On the other hand, employee reticence in using learning technologies, insufficient corporate investment, lack of business-relevant university courses, narrow bandwidth, and Internet access issues are constricting the business use of these technologies

Virtual EQ – the talent differentiator in 2020?

In an increasingly competitive, globalised world, knowledge-intensive industries/ services are seen as engines for success. Key to this marketplace is a growing army of ‘talent’ i.e. skilled and dedicated knowledge workers. These knowledge workers engage in non-routine problem solving through combining convergent, divergent and creative thinking across organizational and company boundaries - a process often facilitated though the internet and social media, consequently forming networks of expertise. For knowledge workers, sharing their learning with others through communities of practice embedded in new information media becomes an important element of their personal identity and the creation of their individual brand or e-social reputation. Part of the new knowledge/skills needed for this process becomes not only emotional intelligence (being attuned to the emotional needs of others) but being able to do this within and through new media, thus the emergence of virtual emotional intelligence (EQ). Our views of current research found that HRD practitioners in 2020 might need to consider Virtual EQ as part of their talent portfolio. However it seems that new technology has created strategies for capturing and managing knowledge that are readily duplicated and that a talent differentiator in 2020 might simply be the ability and willingness to learn

Attitude, aptitude, ability and autonomy: ther emergence of "off-roaders", a special class of nomadic worker

This is an electronic version of an article published in Harmer, B. M., & Pauleen, D. J. (2010). Attitude, aptitude, ability and autonomy: the emergence of ‘offroaders’, a special class of nomadic worker. Behaviour & Information Technology, 1-13. http://dx.doi.org/10.1080/0144929x.2010.489117 Behaviour & Information Technology is available online at: www.tandfonline.comFreedom to choose when, where and on what to work might be viewed as mere telework. However, when we mix the adoption of ubiquitous technologies with personalities that take pleasure in problem solving and achievement for its own sake, a strong need for autonomy, the freedom to work wherever and whenever the mood strikes, and add a dash of entrepreneurial spirit, then perhaps we are seeing an emergent class of worker, and even the possibility of new organisational forms. This research draws on adaptive structuration theory to search for evidence of a different way of working, hidden among otherwise familiar patterns. It concludes by considering what implications the employment of such individuals might have for management processes with organisations

Professional Learning Communities in the Expanded Learning Field

This white paper uses twelve evaluation reports of the Professional Learning Community (PLC) initiatives, as well as interviews with PLC participants and facilitators, to better understand how the PLC model is used in the Expanded Learning field, to demonstrate the benefits to participating staff and expanded learning programs, and to share best practices for youth-serving organizations interested in using PLCs

Bridging the Capacity Gap: Cultural Practitioners' Perspectives on Data

In the summer of 2013, the Cultural Data Project (CDP) partnered with Slover Linett Audience Research to engage leading researchers in a virtual dialogue about cultural data and its role in supporting the long-term health, sustainability, and effectiveness of the cultural sector. The resulting white paper, New Data Directions for the Cultural Landscape: Toward a Better-Informed, Stronger Sector, identified six key challenges that appear to be inhibiting the field from more strategically and effectively engaging in data-informed decision-making practices.With that report as a starting point, the CDP sought to expand the conversation to include the perspectives of arts practitioners, artists, service organizations, and funding agencies working on the "front lines," by hosting a series of town hall-style meetings in five cities across the country. At these meetings, participants discussed the challenges identified in the New Data Directions report, articulated other challenges they're facing, and began to suggest solutions. In this report, we summarize what we heard and learned from approximately 185 cultural practitioners in town halls in Chicago, San Francisco, Boston, Dallas, and Philadelphia