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Beth Jones

Rhonda S. Ellis has been an inspiring educator for 18 years in higher education and an executive coach, trainer, and consultant for eight years. She is the founder of INTOUCH Coaching, which specializes in coaching, training, and consulting in leadership, customer care, change management, generational collaboration, emotional intelligence, organizational culture, and workplace spirituality. Rhonda holds a leadership coach, teacher, and speaker certification through the John Maxwell organization, a Spiritual Intelligence Coach certification through the organization Deep Change, and the Path Elements Profile Personality Assessment certification through Laurie Beth Jones, Inc.

Rhonda Ellis

CONFESSIONS OF A NEW SALES TRAINER

Tom Jones has studied organizations and the people they employ long enough to have a keen sense of what it takes for both to prosper. He writes and speaks about those leadership challenges and management perplexities that ultimately determine the success or failure of today’s customer-sensitive workplace.In his new book, Doers: The Vital Few Who Get Things Done, Tom shows employers how to create a workplace where doers flourish. He also shows doers how to seek out an organization where their eagerness to succeed is recognized and rewarded.Tom holds a doctoral degree in organization and leadership from the University of San Francisco. He has lectured at six universities and currently teaches Principles of Management for the College of Business at California State University, Monterey Bay.

Tom Jones

As executive vice president of enterprise accounts, Damon Jones leads the business development initiatives among enterprise accounts, and works with the rest of the executive team to develop and implement Miller Heiman's strategy. His other key responsibility is managing Miller Heiman's largest and most complex global accounts—working with both the customer and internal departments to help shape and build customized solutions.  Damon has more than 25 years of experience in financial services and business services, covering all facets of business and sales Leadership. Prior to joining Miller Heiman, he led a successful sales transformation project within the financial services industry. This transformation included implementing a customer management methodology, a new go-to-market strategy, an improved customer segmentation plan, and restructuring the customer-facing organization.

Damon Jones

When looking for a new learning management system, there are a multitude of questions that must be asked, starting with: What do I need my LMS to be able to do to allow us to reach our e-learning goals? However, one consideration that people often overlook is the type of technology that an LMS uses, which is important when evaluating whether an LMS will be able to provide the type of functionality you’ll need to meet your goals.
Therefore, when beginning the LMS evaluation process, one of the first questions you should ask yourself is whether an open-source LMS (like Moodle or Totara) or a closed-source platform (like SumTotal or Cornerstone) will be better suited to meeting your needs.
During this webcast, you will learn:

the fundamental differences between an open-source LMS and a closed-source platform
why the technology your LMS uses is important, including significant considerations regarding data ownership, security, LMS customization, product updates, and support
the advantages and disadvantages of both types of platforms.
 


Open-Source vs. Closed-Source LMS: Why the Technology Your LMS Uses Matters

Bronson Janes has been employed in the training industry for 10 years as an instructional designer and trainer. He has worked as a contract instructional designer, creating e-learning courses for various clients including Deutsch Bank, Wachovia Bank, and others. He has also worked as a trainer for Xerox with clients such as Verizon Wireless and PrePass. Currently he is a training specialist for Weber State University’s information technology division, building the training presence to include both instructor-led and web-based platforms for faculty and staff. Bronson received a BA in English literature from Arizona State University and an MA in English and publishing from Rosemont College.

Bronson Janes

Joseph Mack III is a semiretired lawyer residing in Pittsburgh, Pennsylvania. He has practiced labor and employment law for more than 40 years as both a partner in a major Pittsburgh law firm and as in-house counsel to a Fortune 200 manufacturing company. Joe’s experience includes litigation of numerous actions under federal and state fair employment, labor relations, occupational safety and health, and contract laws, including representation of clients in trials, injunction proceedings, administrative hearings, arbitrations, and mediations.Joe was an adjunct professor at Duquesne University School of Law for more than 10 years. He also served on the adjunct faculties of St. Francis University and LaRoche College. He has been a frequent trainer and lecturer on labor and employment law topics, and has contributed articles to a number of publications. Joe has served as regional co-chair of the ABA Committee on Practice and Procedure Before the National Labor Relations Board, and as a contributing editor to the ABA’s The Developing Labor Law. He received a law degree from the University of Michigan and an undergraduate degree from the University of Pennsylvania.

Joseph Mack III

In managing our own development, talent developers are faced not only with the challenge of continuous learning, but also the need to have that learning recognized by stakeholders in their careers (employers, human resources departments, and clients, for example). A great way to accomplish this is by earning credentials these stakeholders will recognize. In this edition, we’ll lay the foundation for this dynamic, examine three types of credentials, and explore the ups and downs of pursuing each one.Credential as a ProxyA credential is issued by some authoritative body, attesting the credential holder’s knowledge and skills in a particular area. As a proxy, it speaks on behalf of the credential holder—a degree listed on one’s résumé, for example, or a certificate from a training program entered into one’s LinkedIn page. It says something about you.Social Capital TheorySociologist Pierre Bourdieu suggested we can examine social dynamics as an exchange of capital—you get something, and you give something. When pursuing a credential, you offer two forms of capital: your money and your learning effort. In return, you receive two forms of capital: an education (or other learning experience) and a credential. The rest of this article focuses on the latter, the credential.Types of Credentials and the Social Capital ExchangedWe’ll examine three forms of credentials professionals typically pursue, as well as the capital exchanged to get them. These are: certificates, certifications, and degrees.Certificates. These typically are the simplest to obtain (and the least expensive). Certificates can be awarded by almost anyone—typically schools, businesses, and professional organizations. They can be as short as a few hours or last several weeks or even months. There are no controls over who issues what certificates, so it’s up to each stakeholder to assess their value and meaning. You might not want to put that safety training certificate you got from your employer on your résumé, but you would certainly include that executive leadership training certificate you received from Harvard!In terms of capital exchange, certificates are usually the easiest to earn and the least expensive as well. However, they can sometimes be brief and may not say a lot to people evaluating the holder.Certifications. These differ from certificates in meaningful ways. First, they’re typically awarded by either governmental agencies or professional associations. Second, they tend to be much more widely recognized in professional circles. (They can even be mandatory. You can’t practice law without a law license, for example.) Typically, a certification will require a certain amount of professional experience and the passing of an examination, adhering to a code of ethics and continuing education to maintain the credential. In talent development, our professional body, the Association for Talent Development, offers two levels of certification: the Associate Professional in Talent Development (APTD®) and the Certified Professional in Talent Development (CPTD®). Achieving either of these attests to the holder’s experience and their knowledge (demonstrated by passing a certification examination).When thinking about capital exchange, certifications often offer the best “bang for the buck.” Many relevant certifications can be obtained inexpensively and can have a great impact on one’s career, both in terms of learning and recognition.Degrees. Degrees are offered exclusively by colleges and universities. They require one or more years of focused study. Whether it’s a bachelor’s degree to round out your education, a master’s degree to get advanced training, or a doctorate to become a professional who does research, earning a degree—especially one related to your profession—can be an extremely valuable credential to hold.Keep in mind, however, that earning a degree is both time-consuming and can cost tens of thousands of dollars—a huge investment no matter how you look at it. But the capital you receive—advanced training and almost universal recognition—can be a career-booster—or career-changer!ConclusionEarning a credential—whether it’s a certificate, certification, or a degree—can enhance your career tremendously. But keep in mind your own developmental and career goals, as well as the time, effort, and expense involved. Balance this with your other commitments and priorities and you’ll make the best choice for your career—now and into the future.

Developing the Developer – Credentials Edition

August 2020 - TD Magazine

The decency quotient goes a step further than emotional quotient—the self-awareness of emotions, both others’ and one’s own.

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