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The discovery of this shared characteristic proved revelatory, helping identify several major barriers to wide use of tech-enhanced learning. Those included: A lack of alignment among project stakeholders: Herckis cited a disconnect between faculty and administrators as one key example:

The changing definition of success over the projects' life cycles: The technology the programs were based on was often not adaptable enough to keep up with the pace of change. The needs identified at the start of a project frequently evolved over time. Personnel changes and the resulting alteration of the definition of successful teaching played a big role

A fixed faculty mind-set regarding instructional methods: In reviewing Herckis's research, Smith was surprised to learn just how deeply committed CMU faculty study participants were to teaching their respective subjects in a particular way. This was linked to "mental models" often formed in the course of their own educational experiences. Smith cited the example of an educator who retains teaching practices inspired by a former professor from undergraduate studies.

Today’s students are intimately connected to the latest technology and gadgets and use them constantly. Their familiarity, combined with an innate and intuitive ability to control it, means that not only do they use video and audio communication for their own social communication but expect it to be present in all aspects of their lives. This expectation extends to the provision of learning services, particularly at higher levels; with the current high cost of educational services, prospective students demand sophisticated and effective use of technology at universities to elevate their education experience. They choose their university on a number of factors, with technology and modern teaching methodologies rating highly in that decision. Universities that fail to meet their expectations are ignored as students vote with their feet and select another establishment.

The process of recording classes and other live sessions, generally referred to as lecture capture, features highly on the lists of students’ criteria during that assessment. While still a relatively young technology compared with others in the AV world, it has rapidly gained acceptance in the academic sector, proving its ability to aid the educational process and rapidly penetrating the industry

Early reticence to deploy and use lecture capture systems has largely abated. Fears that students would skip lectures if there were to be a recording available online later, and lecturers’ concerns over job security once their classes had been recorded, were generally unfounded. Instead the system has stimulated new methods of teaching, including that of ‘flipping’,

Despite the hoopla surrounding the launch of MOOCs and edX, smaller institutions and for-profits have been steadily improving online learning for years. Post University shares its strategy for online success.

More and more frequently modern employees expect video to be a factor in on-the-job learning. And not simply a dry, one hour VHS training course of the past. Good, relevant video content that impacts performance. We’ve outlined a few guidelines on improving onboarding with video here.

In an international poll each year, reaching over 50 countries, I ask people: “What is hot in L&D this year?” The choice of ‘Video’ has fallen down the table of ‘hotness’. In other words, it’s no longer considered exciting

In other words: video is now part of the way we live and learn today.

Lecture capture has attracted a good deal of hostility recently. One article in Times Higher Education reported reservations from academics about the effect that recording lectures for online viewing could have on student participation and attendance (“University of Huddersfield gives tutorial filming plan green light”, News, 5 July). Another article aired worries that editing recorded lectures might eat into academics’ time, and that they may be used by management to assess performance, or by students to expose staff to ridicule (“Disability cuts lead to universal lecture capture policy”, 28 July). My own experience has led me to a very different view. Early this year, after more students enrolled on my ethics and society course than our school’s largest lecture theatre could hold, arrangements were made to live-stream the lectures into an overflow room. Because the capture system also recorded the lectures, we decided to post them on the course’s online learning platform and see what happened. The results were very positive.

48 per cent of respondents said that the recordings greatly enhanced their learning, with 94 per cent acknowledging some positive impact.

on average, each student viewed the library of 31 lectures 14 times, for a total duration of five hours. Lectures were watched for an average of 22 minutes, indicating selective use rather than passive reception.

Digital strategy drives digital maturity. Only 15% of respondents from companies at the early stages of what we call digital maturity — an organization where digital has transformed processes, talent engagement and business models — say that their organizations have a clear and coherent digital strategy. Among the digitally maturing, more than 80% do.

The power of a digital transformation strategy lies in its scope and objectives. Less digitally mature organizations tend to focus on individual technologies and have strategies that are decidedly operational in focus. Digital strategies in the most mature organizations are developed with an eye on transforming the business.

Maturing digital organizations build skills to realize the strategy. Digitally maturing organizations are four times more likely to provide employees with needed skills than are organizations at lower ends of the spectrum.

Approximately 65 percent of people are visual learners and their propensity for watching videos online shows no signs of slowing down. The video component of e-learning helps to increase engagement by delivering content in a familiar, episodic fashion.

This ties in with microlearning, which is known to increase both engagement and knowledge retention by breaking learning down into manageable increments.

E-learning is scalable, and can be rolled out to more departments as the needs of the company change. As the skills needed for certain roles evolve, e-learning can be customized to specific, relevant content for employees without breaking the bank. As the saying goes, time is money, and e-learning has been shown to provide considerable savings by reducing time spent on training. It also offers savings on costs for external trainers, travel, materials and time spent out of the business. Case in point, after switching from traditional to online training, IBM delivered five times the amount of training for only one third of the cost – a saving of $200 million dollars. An IBM report found that investing in training can positively impact employee retention rates, with new employees 43% more likely to stay at a new job when training is provided

Hype and expectations for AI are now sky high

on one hand the hype is far ahead of the reality; on the other, the upside could be much bigger than we think. And in HR the opportunity for value is massive.

The systems can understand speech, identify photos, and use pattern matching to pick up signals about mood, honesty, and even personality. These algorithms are not “intuitive” like human beings, but they are fast, so they can analyze millions of pieces of information in seconds and quickly correlate them against patterns.

1. Human relationships are so much more important than the technology

2. Technology alone will never revolutionize education

Education is changing (albeit slowly) whether we agree with the changes or not, and you can either learn to change or gradually get pushed aside Change keeps coming. I know that significant changes in education occur at a snail's pace, but that may be a blessing. Yet things do change. For example, Western Governors University has been delivering Competency Based Education for decades. That's a big deal in the world of higher ed. We all know that online learning is more embraced year over year. Flipped Learning continues to spread and be embraced. Change is happening. Don't ignore it. We tell kids that they need to embrace life long learning. So do we. And administrators at all levels need to stay informed and be part of the conversation as we think about and plan for tomorrow.

Increase social learning An overwhelming 98% of companies want to support the sharing of good practices and knowledge across teams via in-house social networks or functionality. Social learning aids training by making it a shared activity among contact center agents. Adaptive technologies such as chat boxes, forums, and Slack can reinforce critical learning concepts for agents while on the job. This is also key because employees tend to be more successful when they work and learn in group settings. This type of setting provides motivation, promotes team camaraderie, and improves an agent’s ability to learn and perform.

Quoi qu’il en soit il semblerait que les entrepreneurs EdTechs Français préfèrent se lancer sur le web, quitte à développer une version mobile plus tard — l’inverse étant moins évident.

Dans la Higher Education, les établissements commencent seulement à envoyer des signaux positifs en terme d’innovation en déployant des stratégies de transformation numérique. Leurs cycles de décision historiquement très longs ainsi que leur difficulté à débloquer des budgets spécifiques (auparavant non-existant pour le digital) se résorbent. Il y a fort à parier que la courbe de création de startups B2B devrait repartir à la hausse sous l’impulsion de ce secteur

Observation n°1 : 40% des startups du Corporate ont plus de 20 salariés, contre 16% seulement en Higher EducationObservation n°2 : Les startups Higher Education peinent à grandirQuelques pistes pour expliquer ces observations :Un établissement du Supérieur est-il plus compliqué à contractualiser qu’un Corporate ?Un Corporate alloue-t-il plus de budget au digital et la formation qu’un établissement du Supérieur ?La qualité des startups dans le Supérieur est-elle plus faible que dans le Corporate ?Trouver son market-fit est-il plus facile dans le secteur Corporate ? Les salariés expriment-ils remontent-ils plus leurs besoins que les étudiants

Of particular and recurring concern to academic staff is the assumption that access to lecture recordings will result in a decrease in attendance at lectures (e.g. Gosper et al., 2010). In most courses, attendance is not in itself a learning outcome (Newton, Tucker, Dawson & Currie, 2014), therefore the concern over attendance must be the manifestation of a deeper concern over the impact on achieving the actual learning outcomes of the course and on other aspects of student engagement. It is also worth noting that falling lecture attendance is not a new phenomenon. As Massingham and Herrington (2006) have highlighted, attendance has been seen as an issue by lecturers for decades

Understanding the reasons why students opt not to attend lectures can lead to useful information that can inform pedagogic practice. The reasons students give often have little to do with the availability of recorded lectures

Their results revealed that the most important considerations were the predicted outcome of attending the lecture (e.g., Will it facilitate my own subsequent study and learning?), the topic or subject of the lecture (e.g., Will I learn this material better by attending a lecture or by individual study?), whether the lecture will meet the students current learning needs, and personal considerations (e.g., Do I have competing commitments that I view as having a higher priority?), and whether the student had had a previous positive or negative experiences with a particular teacher. Other studies have also highlighted the central importance of the lecturer in attendance decisions.