I’d like to thank Mr. Ryan Craig for the following resources (via his weekly e-newsletter): 

Reducing Barriers: Indeed Removes Degree Requirements From Eligible Roles — from inside.indeed.jobs

In keeping with this commitment, we have removed university degree requirements from all eligible job profiles. This change has impacted 700+ job profiles across all of our business units and we will continue to use our degree evaluation process when creating new job profiles. Removing this barrier will allow us to engage, attract, and hire a wider pool of qualified applicants applying for jobs across Indeed. 

Why America Has So Few Doctors — from theatlantic.com by Derek Thompson
As a matter of basic economics, fewer doctors means less care and more expensive services.

Trying to give students in low-wage majors some extra skills they can cash in on — from hechingerreport.org by Olivia Sanchez
A pilot program offers microcredentials that can help students find success after graduation

 

The best lighting for video conferencing, according to experts— from blog.webex.com

A home office lighting setup for video conferencing.

Contents:

  • What is the best lighting for video conferencing?
  • Where should the light be for a video call?
  • What kind of lighting is best for video meetings?
  • What are the best lighting products for a video conference?
  • What is the best lighting for video conferencing on-the-go?
  • Good lighting means good communication:
 

Want to leave law? Here are some alternative careers to consider — from abovethelaw.com by Wendi Weiner
Your law degree does not limit you but rather expands career and business opportunities for you.

Excerpt:

Nearly six years ago, I wrote an article in the Huffington Post about how I used my law degree to get out of law. It became one of my most-read articles to date, as I transparently discussed my feelings about practicing law (the things I resented versus the things that I loved about it), the emotions I felt about staying versus leaving, and how I made a successful exit.

One thing I emphasized in the article was the notion that your law degree is invaluable to the business world and there is life after law. Each week, I receive multiple emails from readers of my column about how they can make the leap while leveraging the power of their law degree.

 

Look inward, not outward — from mckinsey.com
More companies are building talent internally rather than externally. Over 50 percent of executives believe that developing the skills of their existing workforce is the most useful approach to address capability gaps—rather than hiring new workers, redeploying talent, and contracting in skilled workers.



 
 

Companies are making serious money with AI — from sloanreview.mit.edu by Thomas Davenport and Randy Bean

Excerpt:

Just a few years later, things are beginning to change. In the 2022 survey of senior data and technology executives by NewVantage Partners (where Randy Bean is CEO and cofounder, and Tom Davenport is a fellow), 92% of large companies reported that they are achieving returns on their data and AI investments. That’s up markedly from 48% in 2017. The same percentage (92%) said that they are increasing investments in data and AI, equaling last year’s percentage.

 

A new hybrid learning methodology — from chieflearningofficer.com by Robert O. Brinkerhoff, Edward L. Boon
The proliferation of digital learning transfer platforms offers the opportunity for a new and impact-enhancing hybrid: learning programs that are at the same time standardized and personalized.

Excerpt:

Such a program in the context of our example of the global manufacturing company training its shop floor managers might have the following elements, all created with the expertise of a centralized corporate L&D function:

  • Classroom-style presentations on video with breakout room discussion options embedded for local facilitation.
  • Facilitator’s guides (translated into local languages) for leading the classroom breakouts.
  • Coaching tools and resources for managers to conduct one-on-ones.
  • A library of brief videos of good (and bad) examples of managers interacting with direct reports with second-language subtitles.
  • Guidelines for facilitating periodic virtual check-in meetings (schedules weekly, bi-weekly, etc. to be decided locally).
  • Assignments, with associated resources, for learners to complete by requesting coaching sessions with their manager.

We propose that the proliferation of digital learning transfer platforms (also known as learning experience platforms or LXPs) offers the opportunity for a new and impact-enhancing hybrid: Learning programs that are at the same time standardized and personalized.

Along the lines of corporate training / Learning & Development (L&D), see:

 

The Top Six Leading Corporate Legal Operations Trends for 2022 — from jdsupra.com

Excerpt:

The pandemic changed everything about our world seemingly in the blink of an eye—corporate legal operations included. However, with change comes opportunity: to unlock novel technology solutions and discover cutting-edge ways of catapulting efficiency and catalyzing transformation for enterprise-wide excellence.

Consider these six corporate legal operations trends, compiled from the latest metrics and data, to tackle your ever-evolving law department challenges.

 

The innovation imperative: Lessons from high-growth companies — from deloitte.com by Khalid Kark, Tim Smith, Lou DiLorenzo Jr, and Mike Bechtel
Successful innovation functions display unique characteristics, one of them being technology’s prominent role in driving these initiatives. How can CIOs and technology leaders seize this opportunity and ensure they play a pivotal role in their company’s growth?

Excerpt:

Many enterprises now have an innovation function, whether it be a team that is dedicated to seeking out new opportunities or an executive tasked with finding new ways of working. But according to the latest Deloitte survey, only half of innovation efforts are achieving their desired value, and companies with successful innovation functions have unique characteristics. The study revealed that most leading companies view innovation as something both new—which can include new applications of existing tools—and improved—which may mean simply a measurable advance over legacy alternatives. This covers everything from incremental gains to moonshots.

Five key differentiators of successful innovation programs

Also see Deloitte’s Ten Types of Innovations.

 

Google wants 20,000 Americans to have higher-paying jobs — from protocol.com by Amber Burton
Google’s Career Certificate Fund is aimed at creating a sustainable model of support for American job seekers.

Excerpt:

The program is designed for students to pay zero upfront costs for the three to six-month courses, but Google certificate students are expected to repay program costs if they land a job that pays at least $40,000 annually. While the exact amount of the monthly payments was not shared in the announcement, Google said it will be low no-interest payments for Social Finance to reinvest in the program for additional participants.

Our new $100 million Google Career Certificates Fund — from blog.google by Sundar Pichai

It’s another promising example of how the entire ecosystem — from private companies to nonprofits — can work together to help more Americans access economic opportunities.

Addendum on 3/2/22:

 

Technology We Need: Documenting the complete Learner Record — from gettingsmart.com by Nate McClennen and Rebecca Midles

Key Points

  • Most innovative schools and a number of states have built Graduate Profiles/Learner Profiles and a handful have created K12 competency progressions that articulate pathways towards meeting the profile.
  • These learning organizations are using a learning management system (LMS) that does not accommodate comprehensive Learner Records, does not capture or report transparent growth to learners or their families and does not capture out-of-course learning experiences.
  • We issue a challenge to those building and creating solutions.

From DSC:
The above posting reminds me of the following graphic:


 

As seen/accessible from this page.

A brief insert from DSC:
Another futurist Thomas Frey has some thoughts along this same line.

A top futurist predicts the largest internet company of 2030 will be an online school

#Canada #education #future #trends #careerdevelopment #change #paceofchange #automation #robotics #education #AI #learnhowtolearn #unlearn #learningecosystems #lifelonglearning #endofroutine #experientiallearning

 

Machines are for answers. Humans are for questions. 

 


Also relevant/see:


 

Tech skill gaps are decimating the global workforce and could put workers—and companies—in crisis — from fortune.com by Colin Lodewick

Excerpt:

The pandemic laid bare the value of digital skills when it forced people around the world to shift their lives even more online. Understanding and using technology is no longer a “nice-to-have” but essential for anyone looking for a job. Still, is the workforce ready for this change?

Salesforce released its Global Digital Skills Index* on Thursday, which offers insights into how the global workforce feels about the future of work in a world that continues to prioritize tech savviness and a digital-first mindset.

The report found 76% of respondents said they do not feel prepared for that future.

*An excerpt from that skills index:
Across 19 surveyed countries, workers scored 33 out of a possible 100 points on the Digital Skills Readiness Index across areas such as preparedness, access to learning resources, skill level, and participation in training. Workers in the United States fared slightly better at 36 out of 100 points.

 

Students first in K-12: A conversation with Paul LeBlanc — from michaelbhorn.com

Speakers:

  • Paul LeBlanc, President, Southern New Hampshire University and Author, Student First
  • Lisa Hite-McIntyre, Vice President, Learning Innovation (Moderator)
  • Michael Horn, Founder, Clayton Christensen Institute
  • Dennis Littky, Co-Founder, Big Picture Learning
  • Lisa Scruggs, Partner, Duane Morris LLC

From DSC:
I wish there were more collaborations and/or discussions like this — i.e., those that involve leaders/administrators, teachers/faculty, instructional designers, curriculum planners, etc. from both K-12 and higher education.

Then, on the other side of the fence, it would be good to have these same folks within K-12 and within higher education talk with leaders in the corporate and vocational worlds — as we need better alignment. 

 
© 2024 | Daniel Christian