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September 25, 2018

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Thoughts on L&D Recruitment 2 of 2: Applying

As a follow up to my previous post, now some thoughts on my job hunt.

It’s over two years since my last job search, this time self-inflicted rather than redundancy driven.  I had gone very ‘eggs in one basket’ for a role in an organisation I am really keen on (but have heard today they do not want me for a second interview).  That said I have a couple of other applications ‘out there’ that would also be fantastic.

So let’s think about roles in a bit more detail…

Like when in that career gap last time (see Why I Work in ‘Learning’) it is a time of reflection and consideration.  The challenge is that my primary driver remains the same – I enjoy help[ing] people better themselves in the context of their organisation/environment.  This should, you would you think, leave plenty of room for opportunities aligned to my past experience and education – traditional L&D, digital learning, research, libraries and information management, operational support, etc.  However, I worry this is perhaps too vague a driver?  I suspect being ‘generalist’ (working across the ‘lifecycle’ of ADDIE-esque work for example rather than just instructional design or digital development) and keen to continue to adapt my sector expertise (having worked in FE, HE, professional services and healthcare) goes against what employers (myself included in that first post) look for, i.e.:

Someone to hit the ground running.

Rather than consider experience from other sectors and that it probably demonstrates adaptability in combination with the correct knowledge and skills too many recruiters, it seems, have an inflexible idea of what they want.  This is primarily articulated in my personal bugbear, the bloody “10 years of experience” line, when you could do nothing for 10 years or so and (in that model) be a better candidate just because you are in the correct industry.  I would argue, and it is the case with my experience, you could have experience across sectors/industries where you have achieved consistently – moving your organisations’ learning approaches forward every time – which is far more valuable than sitting on your hands in industry x for 10 years or more.

Yes, this is in some ways contradictory to my first post – I’m more than aware I’m not drinking my own champagne here in the balance of looking for a capable, experienced and reliable candidate.

…and me

Inevitably you also start to worry if personality is the issue.  I remember being given a talk ‘to one side’, when others were on a coffee break, in my post redundancy outplacement support that I didn’t seem enthused by the mock-interviews and doing our ‘elevator pitch’ type prep.

This is because I wasn’t, I feel the process tired and out of date.  I generally don’t like the introvert/extrovert dichotomy as I think it all depends on context but it is incredibly difficult to portray a personality in an interview and, as a person applying and a recruiter, I need to keep that in mind.

…and organisations

Part of my rather fuzzy ethos is that opportunities should be open to all.  However, there are many reasons why people have traditionally got by with ‘who you know not what you know’.  This is where I feel we can all improve upon this now – there is a very real opportunity to express an interest and allow that organisation to say “okay, let’s take a look” – online portfolios, twitter, LinkedIn, etc, etc. will give you a picture of their expertise and personality.  This is far greater than what can be perceived in an interview, although I would agree that the face-to-face or virtual meeting skills should still come across that way.

I wanted to give a shoutout here to https://www.smartrecruiters.com/ which seems by far the smoothest application process I have come across – express an interest backed up by your social links and ask for a call/email back if they are interested in you.  A great idea.  This also keeps things personal, unlike some of the recruitment systems out there, certainly when I was applying for this a couple of years back many of these just seemed to be tests of patience/willing.

Sure, if you get 100s of applications you probably need some automatic filtering but keep things personal to some level. Please!  For example, one role I applied for in late July still has my application status as “application received” two months later.  I’ve tried following up via a contact at that company (no reply, so okay, bad sign) but there is not even a generic ‘careers’ email, never mind a bot of live chat for me to say “hey, I’m still interested – what’s going on?”.

Dear Hiring Organisations,

look, I know you are looking to fill quickly and easily but remember many of your applicants (like me) will have been in that position too.  Think about how your recruitment makes you seem in terms of personality, transparency, etc.  I’d also say this may well be hidden away from most hiring managers so, hey, Recruitment teams – sort it out!

Flexibility

One thing I have looked at in detail this time is remote work.  This would be my preference just due to locations and personal circumstances (I am splitting my time between countries and due another house move in a few months).  However, whilst the business press, L&D (via webinars and collaboration), etc. all talk a lot about this there are virtually zero roles.  Some learning designers are home based but many will include that all important “regular visit to Brighton, London, Nottingham, etc” in the text.  We seem to lack a truly global approach to recruitment even in big organisations – again, you wonder why when organisations say they have multiple unfilled vacancies and are stymied by skills shortages they remained locked to physical locations.  Talent is everywhere, businesses remain locked to location with Brexit, GDPR and other trends just seemingly reinforcing old mindsets.

At the conference I presented at last year, there was a discussion where the room considered future talent needs.  I made the point that employers can’t continue to complain about skills gaps when they remain so inflexible.

It is in this research on virtual/remote work that I’ve come across Rodolphe Dutel who has some excellent resources and advice.  He is also, possibly, the first person I’ve come across who genuinely replies to emails from people subscribed to his newsletters so kudos to him too.

For now

I continue to support my old team and will keep my eyes open for that next new role!

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May 16, 2018

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Skillsoft Perspectives (EMEA) 2018

My first of these events and it was a useful mix of Skillsoft product updates/demos, (industry) experts and user/client presentations.  I tweeted a bit during the day but some major takeaways below:

Skillsoft as a company

Like a lot of learning technology companies there has clearly been a push to improve UI/UX of products and inevitably this led to stories of their own ‘digital transformation’, shifts to ‘agile’ development (Percipio updates coming out every two weeks is pretty impressive) and more.  These rounds of buzzword bingo included my personal not-so-fave of lots of “Netflix-esque” experiences being mentioned.

That all said, the “beautiful technology and engaging content” mission they set themselves two years ago has, at least in part, been met.

Indeed there was no lack of ambition from the Skillsoft presenters:

and you suspect they are continuing to have success with this.  The US equivalent of this, single track, EMEA day conference was a full three days in Vegas(!)

Undoubtedly there are advantages to their scale in terms of the workplace learning space, I was intrigued by what analysis of their different clients’ competency models might show:

I’d suspect the answer would be that many an L&D team are reinventing the wheel and stuck in a cottage industry of creating such competency records.

The content development team said their mission is to “help people achieve their fullest potential through learning” and that, hopefully, resonated with the clients and potential clients in the room!  The work being done with MIT on the evidence behind eLearning sounds interesting, and probably a fair few years late.

Percipio vs Sumtotal vs ELSA

The Percipio product has clearly had a lot of investment and looks like it could end the old problem of Skillsoft content being hidden away in ugly client LMS platforms via SCORM/AICC.  However, for reporting and the general usual experience do you want this fragmentation of platforms?

Fragmentation came up in one of the sessions…

…and I wonder if, in part, people are using ‘digital transformation’ as a term for throwing the kitchen sink at problems and hoping something sticks.  However, I suspect DT means many things to many people, as I hinted at:

Sumtotal itself looks much better than when I last looked at it – which must be at least three or four years ago at least – and seems to have been retrofitted to some of the Percipio model, including the “watch, read, listen, practice” break down of activities/resources.  I quite like this approach to breaking the blend down but it does also, reinforce how much this aspect of learning tech is really an evolution of the library world (i.e. the world of my first postgrad!):

The sell for still needing Sumtotal seemingly now being less on the learning side but the integration of that functionality with talent and recruitment components.  Indeed elements like the 9-box grid have been given a UI/UX facelift themselves.

ELSA, on the other hand, is an interesting new development in bringing learning more into the workflow.  Currently a Chrome plugin, we are seeing more and more of this kind of support tool and there is hope (from my side) that this will improve performance support being exposed away from being buried in a LMS or Intranet:

Leadership development

There was quite a bit on this – not least as a key part of the Percipio content puzzle.  There are, of course, mixed views on the value as whilst we are continuing to see increased investment there is arguably little real output:

The challenge I guess here is how bad could things be if we were not investing, certainly I’ve had friends who have burned out in manager roles, in part, due to a lack of leadership development support and guidance.  Obviously, you could argue this is less about formal support and more about their own managers being better coaches, etc.  Perhaps, all in all, a form of self-fulfilling prophecy?

One of the sessions mentioned research at Google (presumably this) that aimed to show the importance of leadership and management was a myth of the corporate world but actually showed the importance.  Perhaps, in England at least, those who really need a confidence boost can get it as a management apprenticeship.  The scenario based, video-heavy, learning in Skillsoft’s library reminded me of a (photo rather than video based) eLearning I built with the help of a vendor a few years back and really just reinforced, to me, that context is key with this and the need for realism in the story telling.

Overall, this was deemed a market ripe for disruption and they were pretty transparent on their instructional design approach and belief that this L&M product can be a big hit:

‘Modern learning’

The Fosway Group session was good, as always, on some of the data in the sector and it’s difficult to disagree with the idea that often learning is still delivery orientated and doesn’t get followed up upon, updated, reinforced, etc.

I recently saw a description of magpie syndrome and I fear how much I fall into that trap.  My problem is less the need for ‘shiny and new’ but rather jumping from one project to another, plus the day-to-day email deluge, without making the impact as one would like.  Do we need to assign L&D time by topic to ensure people are driving the improvement in those areas rather than trying to offer more holistic support?

The session also recalled the need for:
Acquire > Practice > Do
as a model – developed over fifteen years when it was clear blended learning too often focused on medium.  Some things don’t change.

Other sessions picked up on the fifteen year point – if we reflect, are we really in a transformation?  For example, people said much the same as today when talking about video discs and their potential to transform learning.  Personally, I always remember Encarta ’95 with my first PC and how it was perceived as a earthquake for teaching in schools and the encyclopedia industry – *waves at Wikipedia*.

Therefore, perhaps we have no real perception yet on what transformation looks like?  My view would be that this is going to be continuous and we just have to acknowledge that.

In the panel session I was pleased to see recognition that lots of people are not interested in the learning opportunities we can make available.  This is a tough one as it is about push v pull (as the panel discussed) but also how as a country/culture we need to realise the real transformation is that companies are going to come and go – with reskilling through a career essential.  Again, there is a balance here between snobbery, assumption and a need to bring people along for the ride:

The bringing people along piece has surely been a challenge for RBS due to their size and recent historical issues so their client case study was particularly interesting in how they are trying to adapt their approach:

as was how the National Trust is supporting their disparate workforce and volunteers via Skillsoft, including IT technical skills for their IT apprentices.

Diversity

Just a nod to an excellent, no slides used, presentation from Harriet Minter on women in leadership.  The session included some stats I’ve heard before and some new in terms of the importance of diversity and evidence of positive impact, with the easiest diversity to implement being gender.

 

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May 13, 2018

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CIPD Learning and Development Show: April 2018

I didn’t last long at this year’s CIPD L&D show – beyond catching up with a few people there wasn’t much grabbing my attention amongst the usual wide spread of presentations and stalls.

The CIPD show often feels like the broadest of L&D churches with a mix of tech, publishers, consultancies, coaches and more in a space smaller than many of the coaching, technology or other focused learning events.  Indeed this year the stalls seemed quiet whilst the presentations were oversubscribed (as always) – as a one-stop shop for HR generalists to keep up-to-date with L&D it is no doubt a useful day.  For the L&D specific person (like myself) it is less of a ‘must attend’.

This all said, the first session I attended:

did get me thinking at least…

Improving employee buy-in and engagement with training programmes

I recently said L&D is a “simple” profession – that we work to deliver improvements in performance (through knowledge, skill and behaviour change) in areas the business needs.  However, this session title hinted at a number of challenges I’ve faced and I’m sure are not uncommon, including:

  1. teams are busy and too ‘in the day-to-day’ to reflect and improve
  2. employees have their own ideas of what is needed vs management, different perceptions on business metrics, etc.
  3. unless something is transferable (to other organisations) and/or accredited there can be little interest in participating
  4. we have many underemployed people in the UK who may, simply, be in the wrong role(s)
  5. there is a continuing desire for ‘formal training’ when informal would be better and vis-versa.

Now the ‘simple’ solution to this could be to have stakeholders involved in design and use performance consulting to tackle the real issues.  However, carrot and stick techniques remain often necessary.

The presentation, from the Professional Academy, argued that you need to build a learning environment to then facilitate a development culture.  I suspect most L&D professionals would like to think they do this but, at the same time, it’s probably worth reenforcing.

The steps outlined for the perceived environment creation:

  1. Training needs identification
  2. Training structure – formalise and make clear to new starters from day one
  3. Reward and recognise
  4. Demonstrate progression (show learning impact, including but not limited to promotions)
  5. Gather feedback
  6. Formalise knowledge sharing and best practice

Johnson and Scholes’ Cultural Web was referenced as a way to think about learning and culture:

  1. Apprenticeships, for example, are good for the success “stories“.
  2. Symbols can include badges, different uniforms, etc.
  3. Rituals include things like graduation ceremonies.
  4. Power structures to help L&D includes genuine executive sponsorship and organisation structures that assist (at basic level that you actually have an L&D dept)
  5. Control included the calculation of ROI on investments [but see many an earlier post on my issues with ROI via ROE]

The session moved onto the 10Cs of Employee Engagement and how this relates: for example, making it clear the contribution of mandatory training is good for you and the company – not just there for the sake of it.  I liked the ‘confidence’ item in this as its related to the empowerment piece that I often refer to.

The ‘simples’ bit of ‘know your audience’ was also picked up.

The other good bit of this presentation was a free download of a toolkit – always good to get some freebies 🙂

Interestingly an article on marketing your external content passed my way too shortly after covering some of the same ground.

Rest of the show

predictably universities and training providers seem to have caught on that the apprenticeship levy is a potential game changer, if only people only cracked on with it.

xAPI update from HT2 Labs on how some of their work (as introduced to me at Kineo Connect) is delivering real results (and lots of industry awards).  The key thing here, for me, was that the examples have strong business metrics – sales figures, etc – to impact upon.  As always, your L&D approach is only going to be as strong as your business strategy.

Also briefly popped around a couple of other sessions that were not really up to too much.

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April 16, 2018

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Time to stop the snobbery in L&D

L&D departments need to support their organisation in valuable ways.  Simples.

Yet I increasingly feel that the L&D industry takes a snobbish approach to the world of work – far too often talking about what we might actually call ‘knowledge workers’ or, at least, office work.

Yes knowledge work is obviously a large part of the workforce, however, this focus ignores the large numbers of UK PLC working in hospitality, healthcare and other areas where the workplace and workforce are relatively ‘low tech’, ‘low skilled’ (in the traditional graduate workforce kind of sense) and unfortunately often low paid.

Part of the problem seems to be that multiple traditional support departments (IT, KM, L&D and more) all seem to be running for a middle ground around productivity – which is largely as identified by the DWG’s 2018 research agenda:

Digital Workplace Group (DWG) embarks on an exciting research programme to deliver focused insights across both intranet and digital workplace good practice….

1. Collaborating in the digital workplace: how to have and to measure impact
2. Taking a strategic approach to the digital workplace: teams, structures, methods
3. Office 365: a detailed look at the wider suite
4. Digital literacy in the workplace: how to raise the organization’s digital IQ
5. Successful intranet migrations: strategies, approaches, tactics
6. The intelligent DW assistant: what teams need to know now about artificial intelligence
7. Digital workplace trends, themes and statistics: insights from DWG research and benchmarking.

The above list is pretty close to the buzz in L&D circles – at least if you swap out intranet for LMS or other system.  The reality on the ground for L&D professionals – especially in those low paid sectors mentioned above – is instead apprenticeships, post-Brexit skills agenda, basic skill training (even JISC are saving ‘citizen’ resources from closure) and more.  The positive is that at least via mobile, AR and VR we are seeing some practical workplace L&D buzz away from the knowledge workers who are tied to a desk and Outlook.

Yes, digital workplaces exist and many support departments will be made up of digital-first workers (even if their parent market or industry are not).  However, let’s not forget everyone else.

After starting this post I then, when catching up with TJ podcasts, hit upon the Donald Clark interview from Online Educa that really hits many nails on their heads.

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March 26, 2018

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Unleash18 London

I took a different approach to Unleash than my normal focus at events – instead of making lots of notes, to  reflect on later and blog from, I tweeted throughout most sessions (each session a different Twitter thread) with a view to save links to the tweets here with a few reflective notes.  All slides from the event are here.

Looking back at the tweets I’ve realised I didn’t stick to my own approach of adding comments in [square brackets] or after >>> marks.  Anyways, hopefully they were some use for the twitterverse and in capturing key points from what, in the most part, were pretty quick fire 20 minute presentations.

The day after Unleash I needed to update a paper that I last updated in April 2017.  My main point in that paper last year was that someone needed to decide on the Digital Employee Experience and what that might look like.  If I take the call of the conference, to be “unleashed”, then deciding and implementing that experience is an action for me…

Day 1

Opening and other MC/intro duties

A tough gig for the always excellent Deborah Frances-White – trying to get a crowd going after long registration and cloak room waiting on day one.  I for one, sans coffee, was far from in the mindset I think the organisers were going for with the very loud, movie trailer start (“Let’s make a better place to work and live…unleash your people”.  As MC for the keynotes DFW mixed some new (to me) content and some of what I have seen used before – for example at LearningPool’16.  I did like the call to “presume inclusion” – i.e. dont wait to be invited or asked to do something, be like a kid at kindergarten: introduce yourself and get involved.

Opening keynote: How do you DISRUPT and Change the World of Work?

Lots of naughty words and pretty controversial ideas from Jonas Kjellberg.

By his own admission people are quick to want to get rid of him but he’s clearly a disruptor who has had a lot of hits (like iCloud and Skype) and misses.

As I tweeted (outside of the above thread) I did love the beaver – i.e. reward people for being willing to take the chainsaw to old ways of doing things:

As a way of signifying the disruptive mentality of this role I might well have to have a look at the ‘Gear Up’ book’s approach too:

Gear_Up.PNG

Future of Learning: PA Consulting

Pretty broad content here, which was perhaps deliberate in opening the learning stream (one room) of the conference.  Nothing too earth shattering or revolutionary but a fair summary of current thinking.

I did like the concept of the course > resource > guidance > automation paradigm to explain how automation can fit in:

“Best Practice Evaluation and Transfer of Learning” project at Icon PLC.

A decent example of showing a fairly traditional blended leadership programme could be evaluated.

“Build an Employer Brand in 100 days”

Really energetic presentation this one – I always like when consultants, rather than selling directly, give up some ‘secrets’ from their methodologies – definitely one where the slides are worth picking up.

“Assessing future leaders digitally at Royal Bank of Canada”

Moving from standard psychometric testing in graduate recruitment to a more bespoke assessment.  Overall, sounded good and potential to move it away from the focus on graduate centric approaches to existing staff.  Makes me wonder again what the best way of judging potential is for internal candidates to our own programmes/talent management.

“Empathy in Action”

On reflection, a more challenging session, focusing on the need for workplaces to be more empathetic.  Whilst it’s difficult to argue people should be more empathetic I’d also be tempted that it’s not something that is naturally energising to everyone – as Strengthscope states empathy is a strength where:

“You readily identify with other people’s situations and can see things clearly from their perspective”.

Brexit as an Opportunity for Business

A quick run through of Brexit history, current situation and possible solutions.  As always with this topic there were some things you could agree with and other bits where that was less the case.  Overall it really just highlighted that many things are still up in the air and that overall, from a country-wide workforce perspective, things really have not been managed very well at all.  For a session that was supposed to be the ‘opportunity’ from Brexit it was pretty depressing.

Brexit and GDPR started day two so I skipped for time on the trade show floor although that then did mean lunch on day two dragged a bit.

Day 2

Lloyd’s of London’s “Bigger than the business”

Good example of corporate L&D team offering services to the ‘extended enterprise’ and becoming a profit centre as a result.

“Virtually Learning”

Possibly the best example of VR in workplace learning I’ve seen – a clear productivity gain by moving a practical session from ‘real’ to ‘virtual’.

Mazars U on LinkedIn Learning launch

A session that would be familiar to the library and information world – trying to get external content providers embedded into culture and systems, *spoiler*: it’s tricky.

“It’s our time are we ready”- event close

A deliberately challenging session to finish.  I did comment more on the presentation as it went (below thread).  Overall I’d say digital is pervasive and I agree the ‘waiting for IT’ excuse is growing old, however, whilst I always remember an old conference presentation from BBWorld in the US that said “tech should just work” in reality (as with Mazars above) things are more complicated.  Coming to this conference not from a ‘classic HR’ background probably impacted on my view of the talk of digital, experiences, performance and collaboration – i.e. that a lot of this was really a call to action that could have been made a number of years ago in many ways:

General comments on conference:

The “Unleash” themed seemed to fall a bit flat with the dancing aliens (or whatever they were) and loud music not really getting the crowd going.  Perhaps a cultural thing and the North American crowd, in Vegas, would be more into it than those isolated in the always rather isolated ExCeL?

The event app was good for tracking the agenda but I remain as having two notifications that would not shift during the show even though it shows as having cleared everything.  Really not sure what was going on there – perhaps an issue in using the work iPhone rather than my Android?