productivity in the workplace March 2018 Chris Kirk, MD of - - PowerPoint PPT Presentation

Utilising digital learning and recognition to enhance skills and productivity in the workplace March 2018 Chris Kirk, MD of Digitalme chris.kirk@cityandguilds.com

Skills Jobs

In a global economy, the ability to compete depends on building a skilled, competent and confident workforce.

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Digital credentialing services Vocational assessment and accreditation Leadership and management assessment and accreditation Elearning, compliance training and learning technology Training specialist in engineering and technology

Helping people, organisations and economies to develop their skills for growth

Leadership development, training and executive coaching

Skills credentialing Technical training Corporate learning

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Our Technology Investments

Data & Analytics Recruitment Recruitment Digital credentialing LMS & Social Talent Simulations Personalised Learning

Delivering skills solutions in thousands of employers to millions of employees

Why will Upskill & Reskill in the workplace be so critical

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Perfect storm of change changing how we think about skills and jobs in the 21st Century

Human cloud Share economy Automation AI Machine learning Migration Globalisation 3D printing IoT Digitisation Digital social footprint

The world of work will change forever from how we know it today, but we can control what that looks like…

Upskilling and reskilling has never been so important

1. Worldwide by 2030, 700m could be displaced in their current job unless they receive upskills or reskill training 2. In the developed world there is insufficient pipeline of future talent with the skills that will be required to fill that 700m gap (if we don’t retrain) 3. The World Economic Forum predicts that only 2% of workers are likely to have an

• ptimal chance of finding a rewarding new role without by 2030 without reskilling.

We can increase that to a 95% chance where there is proper targeted investment. 4. 4 generations of work will need to be upskilled at every level, with each generation requiring quite different blend of learning and skills

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Technical Skills (occupation/ industry specific) Working habits (non-cognitive) Tran ransfe sferab rable Skills (cognitive)

And the skills required will be different

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Woking Habits eg

• Self-belief
• Self-control
• Perseverance
• Resilience
• Curiosity
• Empathy
• Creativity
• Craftsmanship

Transferable skills eg

• Communication
• Time management
• Self-management
• Problem-solving
• Giving and receiving feedback
• Teamworking

Know it Show it Live it

Ensuring we impact workplace productivity

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Time Workplace Productivity (end goal)

Understanding Competence in a skill Will, working habits, transferable skills and technical competence combined

Most training stops here and fails to deliver productivity gains

Stages of skills acquisition that drives productivity in the long term

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Beginner Competent Proficient Expert

Into a job >> on the job >> into the next job

Dreyfus model of skills acquisition An individual needs to know the criteria that makes up the jump between each stage. And getting objective recognition when achieved, in

• rder to build confidence and

for better decisions to be made on workforce deployment and talent management.

Remembering the first principles of how we learn

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Does your technology approach extend beyond remembering and understanding? Bloom’s taxonomy revised Creation & collaboration tools Consumption

Scope of a traditional LMS and VLE New technology & tools required

Technology beyond learning is critical

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Learning consumption Recognition Assessment

Technology has a role to play in all key components, not just learning. Yet almost all

• f the significant leaps forward in digital have

focussed on the acquisition and testing of underpinning knowledge only. Assessment and recognition must play a critical role throughout career development. Not just in formal education and training.

So what are employers and the corporate learning sector doing about it?

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The changing landscape of learning technology in the workplace

The focus for ‘mature’ employers:

• Changing mind-set and effort of employees to need for continual upskill and reskill
• Driving motivation and skills for self-development (Making pathways clearer and simpler)
• Equipping people with the skills to learn to learn
• Moving beyond the LMS and classroom, into integrated talent ecosystems
• Focus on the transferable skills and working habits that allow redeployment
• High prioritisation on leadership and management development
• Looking for innovative new ways to assess talent - peer assessment especially
• Recognise and communicate talent achievement differently  credentials and badges
• Preparing people for portfolio careers (gig economy and workforce alumni)

Moving from L&D to more holistic talent management

Power to the learner – trends in 2017

Kineo asked: what are the biggest new trends in Employer L&D?

0.05 0.1 0.15 0.2 0.25 0.3 0.35 0.4 0.45

Personalised learning Social learning Mobile learning

Taking corporate learning innovations and applying to the skills sector

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Up close and personal

Personalised Learning is about:

• Clear learning objectives, linked to career goals
• Tailored content  intelligent recommendations based on those goals
• Self development pathways
• Flexible technology options  “where I want and when I want”
• Just-in-time (Searchable and servable)
• Resources not courses

So what can we learn from best practice

• Absolute clarity of purpose and measures of success for why (people have

limited time and time of the job = money)

• Personalisation and curation (so much free learning out there already)
• Best of breed services (ecosystem of tools, not an uber platform)
• Interoperability and integrations (single view of data and intelligent

decision making)

• Destination and seamless experience through fit for purpose technologies
• Pull not push to drive learner ownership and self-development

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Personalised learning and assessment Get to Gateway

at your own pace, in your own space Applying principles from corporate learning into Apprenticeships

Get to Gateway - at your own pace, in your own space

• Access on demand using nothing more

complex than a web browser

• Learners use their choice of device,

whenever and wherever they want to access learning

• Assessors engage online, less time on

the road means more time coaching

• Management reports present accurate,

up-to-the-second data on progress and funding

3/20/2018 City & Guilds - Get to Gateway

Get to Gateway – Structure and Content

City & Guilds - Get to Gateway

Off-the-shelf learning and assessment content for selected apprenticeship standard knowledge, skills and behaviours. As well as generic apprenticeship induction material, the PIVOT content store contains learning material for use across a growing range

• f industry sectors.

Use our “out of the box” resources and activities mapped to standards to deliver skills and behaviours.

3/20/2018

Get to Gateway – Measure and report 20% off the Job

3/20/2018 City &Guilds - Get to Gateway

Reports can be accessed by employer, assessor and administrators

• n either individual

learners or groups

• f learners

A learner, employer or assessor could be asked to acknowledge the entry Learners and Assessors can easily create Contact Diary entries and record their

• ff the Job Training

Diary entries are date stamped and have the embedded electronic signature

• f the person who recorded the entry

Documents and evidence can be uploaded as part of the entry if required

Smart Assistants (AI and chatbots)

http://learn.filtered.com/blog/productivity-skills-intelligent-learning-recommendations

Their patented AI:

• makes intelligent learning

recommendations

• serves almost 1 million users
• makes sense of any learning content
• Continually improves its recommendations
• Reduces training time by 30%
• Improves skills by 5% an hour
• Fully embeddable in existing LMS
• Is called magpie

HI, BENJAMIN

Assess

Personalised to each apprentice with up to six hours of generic content per standard Organised by assessment skills most relevant to the apprentice and to the standard Tools to help your apprentice calmly approach EPA

Applying AI and Filtered in the ILM/City & Guilds EPA preparation tool

Useful and relevant learning resources relevant to the standard and assessment method Apprentices can gain confidence in areas like interviews, presentation skills, writing and exam revision

Introducing 21st century skills recognition through digital credentialing

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Digital credentials are the (clean) fuel for modern employment and career development decision making

Their modern linked-data structures can be mined, crawled and discovered (AI and Machine Learning ready) in support of a earners’ life goals and to help business deploy skills to increase productivity for economic growth. ALL SKILLS IN A UNIVERSAL AND INTEROPERABLE DIGITAL FORMAT...

Job search Project Resourcing Talent Planning Skills Gap Analysis Consumer / B2B Confidence Contingent Workforce Management

…TO POWER SMART ‘BIG-DATA’ DRIVEN HR ENGINES

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So what is a digital credential?

Digital credentials are a highly-visual, data-rich and easy to share representation of someone's skills and achievements. Built on the secure global Open Badge Standard, they can be issued from a variety

• f platforms. With one click, anyone viewing / validating them can see

all the issuer information, assessment criteria and evidence requirements that sits behind the credential.

Name Description Criteria Evidence Image\\\\\\ Issuer Issue Date Recipient Tags Expiry date

They are career credentials full of data and built for the internet age…

Bringing safe, secure and trusted validity to all skills and achievements across the web

Digitalme.Credly platform allows

• rganisations to issue credentials from

their existing workflows, platforms and websites- creating a seamless, fully- branded user experience

Achievement data can be bulk-uploaded

• r sent via Open Credit API

Reports show an organisation their issuing history and where the earner has shared their credentials and how many times it has been viewed

ISSUING BRAND

(Organization platforms, services and content)

EXTERNAL / SOCIAL

(Social Media accounts owned by the earner)

LMS, Marketing Website, Mobile Apps, MIS

The earner’s profile page makes it easy for them to share their credentials with all their other social media accounts and embedding in their CV. LinkedIn, Facebook, Twitter, Mozilla, Embedded, Shared Link

See every skill. See your people and business grow.

• Take control of defining the critical skills needed to stay ahead
• Advertise and promote your business and market priorities
• Create clear pathways to career success

Frame the skills you want to see

• Motivate and engage staff in their own self-development
• Democratise access to objective recognition
• Reward progression with CV worthy credentials

Empower self- development

• Make all skills visible to better understand your human capital
• Match skills to internal opportunities and client projects
• Make data-driven people decisions

Connect people to

• pportunities
• Communicate visible differentiation through your people
• Build trust and confidence with clients in your capabilities
• Attract future talent and retain your key people

Turn your talent into brand ambassadors

CV worthy credentials can power talent strategies that can help you and your clients to see every skill to ensure you both stay ahead of the competition through more engaged, confident and productive people. How this work for an employer:

Across 4 key areas of opportunity for employers

Existing Talent

• Make the

invisible, visible

• Deliver

meritocracy

• Enable greater

x-business collaboration Future Talent

• Build brand

awareness

• Nurture talent

diversity

• Support

educators / advisors Contingent Talent

• Maintain

quality through contractors / suppliers

• Seamless

partnerships

• Support 3rd

Party Networks Customer Talent

• Build

customer/user capability, embed change

• Measure

impact, prove client ROI

• Build loyalty

and advocacy

Underpinning Skills Policy & legislation Trends and future skills Industry Specialisms Values & Behaviors Professional Practice Leadership & Management Mastery

Where are credentials supporting the talent spectrum?

Workforce impact

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Employers developing global talent ecosystems

IBM Brand Advocates: External Partners, Clients and consumers IBMers: Internal workforce development SUPERIOR SOLUTION CUSTOMER LOYALTY Skills deliver growth

IBM Started 2015  with exponential growth in the last 18 months

City & Guilds Group – Talent Recognition

Supporting launch and assessment

Organisations issuing digital credentials to boost professional development

Augmenting paper certification for qualifications

THEY ARE: Visual Universal Safe & secure Data-rich Evidence based Shareable Verifiable Trackable Portable Connected

Which accumulate to create a ‘bank account’ of verifiable skills Allowing everyone to see each skill with greater trust

The City & Guilds Group is committed to issuing over 1.5m digital credentials a year alongside its paper certification for its full qualifications by 2019.

ON-PROGRAMME KNOWLEDGE & SKILLS BEHAVIOURS, MATHS & ENGLISH END-POINT ASSESSMENT

Alongside painting a richer picture of every skill acquired along their formal learning programmes

Micro-credentials on an ILM level 5 L&M Apprenticeship

Enabling global skills mobility for occupational excellence

1 2 4 3 5 6 7 8 9

Career stepping stones and role progression now clearly mapped and understood by Chefs and

• employers. Worldchefs have

developed the first ever trans- national credentials for the Culinary industry to help employers find talent anywhere across the globe.

Workforce Workforce development

End point for traditional qualifications

Innovation of the Year Award (2017)

Federation of Awarding Bodies

AICPA – Association of International Certified Professional Accountants (inc. CIMA)

“ Digital badges allow our members to showcase their abilities in a transparent, verified way to a far wider audience than would otherwise be possible ”

Clar Rosso, Vice President for Member Learning and Competency

Promote their offerings Instantly verifiable Build added value to members Issue shareable credentials

600k+ members globally:

Save on print costs/effort

Close

See every skill

Professional development for L&D practitioners

Key takeaways

• Not just technical skills, must embrace transferable skills and working habits
• Use technology to think about collaboration and creation, not just consumption of

knowledge (Show it & Live it – not just know it)

• Explore utilisation of assessment and recognition technology not just learning
• How are you personalising the learning experience? It doesn’t require big budgets
• Mind the gap - Ensuring great user experience will be critical as expectations driven by

consumer technology leave the risk of disengagement on gen Z etc

See every skill

Thank you

www.digitalme.co.uk @digitalme_ chris.kirk@cityandguilds.com @chrislkirk