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Karen Stock is a professional assistant professor at Walsh University in North Canton, Ohio. She is also a doctoral student at the Weatherhead School of Management at Case Western Reserve University. Her research focuses on applications of experiential learning with equine-assisted education and the impact of immersive experiences in regards to deeper learning. She can be reached at kstock@walsh.edu or karen.stock@case.edu.

Karen Stock

Leveling the Playing Field with Unique Learning Experiences

Dr. Karen Sobel Lojeski is a Professor in the Department of Technology and Society in the College of Engineering and Applied Science at Stony brook University.  Karen is also the Founder of Virtual Distance International (VDI) and the Virtual Distance Institute, organizations that specialize in helping companies maximize productivity and innovation among the virtual workforce.  After 18 years on Wall Street, Karen pursued a Ph.D. and discovered the new phenomenon of Virtual Distance, a measureable concept that predicts the success or failure of organizational outcomes.  Karen is internationally recognized as the world’s leading expert on virtual teams, leadership in the wired world and managing global organizations. She is the author of two books:  “Uniting the Virtual Workforce:  Transforming Leadership and Innovation in the Globally Integrated Enterprise” and “Leading the Virtual Workforce:  How Great Leaders Transform Organizations in the 21st Century”, showcasing executives from major corporations around the world.  Karen’s clients include large Fortune 500 companies, governments and non-profits.  Karen’s award-winning dissertation, “Virtual Distance:  A New Model for the Study of Virtual Work” has launched a new field of academic studies into this area and Karen is now affiliated with many other renown universities including Wharton, Babson College, the Stockholm School of Economics and more.  Karen is a highly sought-after public speaker, executive advisor and consultant on the topics of global leadership, innovation and distributed work.

Dr. Sobel-Lojeski

Karin Hurt helps human-centered leaders find clarity in uncertainty, drive innovation, and achieve breakthrough results. She’s the founder and CEO of Let’s Grow Leaders, a global leadership development and training firm known for practical tools and leadership development programs that stick.She’s the award-winning author of five books including Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers, and Customer Advocates and Powerful Phrases for Dealing With Workplace Conflict and a hosts the popular Asking for a Friend Vlog on LinkedIn. A former Verizon Wireless executive, Karin was named to Inc. Magazine’s list of great leadership speakers.Karin and her husband and business partner, David Dye, are committed to their philanthropic initiative, Winning Wells – building clean water wells for the people of Cambodia.

Karin Hurt

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They're creating computer code, carting food and passengers around in their own cars, and popping in monthly for a project meeting. What's their story? Are these occasional workers underemployed, unable to secure a salaried job? Are they Millennials and Generation Z-ers sampling different occupations before they commit to a career? Or Baby Boomers making some extra cash to supplement their retirement savings?They could be any of those―or none of them. Meet the gig workers, a burgeoning population in the labor force that is changing the way company leaders look at workforce planning and the way people view work."As individuals have entered the workforce and evolved, they are asking for more flexibility," says Kurt Heikkinen, president and CEO of staffing company Montage. And, as access to health insurance has become increasingly separate from full-time employment, "workers have really gained a sense of freedom. They look at [their careers] as a series of gigs, a series of projects and experiences, as opposed to a long-term career at a given employer."Figure 1: Gig Workers Look Like the Broader WorkforceThe following charts illustrate the demographics of self-identified gig workers compared with those of the entire U.S. workforce. Source: Morning Consult.But these aren't the typical temp staffers of yore―the "Kelly Girl" secretaries and Manpower workers who filled in for office staff when an employer had a hole in the schedule. Nor are they limited to the classic freelancers in creative fields―writers, editors, musicians, and graphic artists. Nowadays, gig workers run the gamut, from Uber drivers to IT technicians to travel nurses. And they are an integral and growing part of the knowledge economy.Many businesses have embraced this pipeline of on-demand talent. Yet, despite all the promise of the gig economy, it is a work in progress. The rules are still being written as companies and workers alike adjust to new ways of getting work done.Two Types of Gig WorkersGig work itself is not new. "People have always worked this way," but the prevalence and types of gig jobs have changed over the years, says Diane Mulcahy, author of The Gig Economy: The Complete Guide to Getting Better Work, Taking More Time Off, and Financing the Life You Want (Amacom, 2016). "This kind of work is growing at a rapid rate," she says, particularly in white-collar jobs and the tech economy.There are two types of gig workers, Mulcahy says: first, those who are searching for full-time work and need to make some cash and contacts while they job-hunt and, second, those who simply don't want or need full-time employment.The latter group includes a lot of younger people, for whom the idea of a 40-years-and-you-get-a-gold-watch kind of job is something their grandparents did. They aren't attracted to what they see as an outdated model of sticking with one company―or even one profession―for an extended time. But this group also includes retired or semi-retired people who may or may not need the money but who want to stay engaged and active regardless. And there are also mid-career folks who want the flexibility and freedom of doing what they want more or less when they want, drawing on years of experience to cherry-pick appealing projects.In the United States, more than 40 percent of workers are employed in "alternative work arrangements," such as contingent, part-time, or gig work, according to Deloitte's 2018 Global Human Capital Trends study. In a 2016 Adobe survey, 56 percent of office workers predicted that everyone will do some gig work in the future. Asked to look ahead to 2020, 28 percent of business leaders and chief human resource officers said they anticipated an increase in gig workers, the Deloitte study found."The vast majority [of gig workers] are folks who easily could go get [traditional full-time] jobs somewhere," says Lori Williams, vice president of fulfillment at Gigster, a software developer that has 80 employees on staff and works with 1,000 gig workers. "They've chosen this lifestyle."The top benefit of the arrangement for them is autonomy. They have greater control over their schedule and they can avoid routine annoyances such as bad managers, office politics, and interminable staff meetings. They also might learn new skills and gain valuable experience at a temporary stint, ultimately giving them the tools to advance in other gigs or in staff jobs.Employers, too, enjoy the perks of an open relationship, gaining access to skills and talent without having to commit to a full-time hire. And managers can supplement staff with gigsters who have the talent and knowledge not only to advance a project, but to teach regular employees new skills."It's really [about] how can we continue to scale as an organization?" says Vlasta Dusil, senior vice president of HR for computer technology company SAP's Cloud Business Group. "We talk about diversity, with gender, with different generations. In our view, this is another way of looking at diversity."Growing PainsStill, there are some drawbacks―for both sides. The "flexible schedule" so many people crave can lead to them being underemployed. The gig worker might also miss out on the advantages that come from committing to one employer. Among those advantages is professional development."How are these people going to train and develop and grow?" says Jennifer Graham-Johnson, SHRM-SCP, recently retired chief HR officer at WestRock Co., a paper and packaging products manufacturer."I do worry we are going to have a group of people who are . . . unable to advance" if they ever decide they want full-time employment because they haven't had the opportunity to develop their skills and knowledge through training and classes.Then there's the issue of employee benefits.Gig workers don't get health insurance, paid time off, or 401(k) contributions from employers. Offering them the same perks that staff members get could set an employer up for legal challenges and negate savings typically associated with hiring gig workers.It could also harm recruiting efforts. After all, good benefits are one of the selling points companies use to attract full-time talent. Why would people want to join your team as full-time employees if they can enjoy the freedom and flexibility of gig work and get the same benefits as regular employees?The bigger issue may be that offering the same benefits to contractors and regular staff could get the company in trouble with the IRS, which has a 20-point test to determine whether workers are independent contractors or employees entitled to the employer-paid share of FICA taxes. Microsoft and other employers have had to pay millions of dollars in back taxes and damages after being sued by workers who said they were paid like independent contractors but treated like employees.Figure 2: What Motivates Gig Workers? Source: Shiftgig, Profile of a Gig Worker, 2018.Playing Catch-UpGovernment and businesses are lagging on other fronts related to the gig economy, too. Banks, for example, might be skittish about lending money to a potential homeowner who doesn't hold a permanent job. And gig workers don't get unemployment benefits, COBRA, or worker’s compensation.Companies can help fill the gaps. One way is to offer voluntary benefits that are fully paid for by the worker but administered by the employer. E-commerce website Etsy, for example, has partnered with Stride Health to act as a health insurance broker for the people who create the art, jewelry, and other items sold on Etsy.Still, the gig economy is clearly moving faster than the institutions that deal with these workers."I don't think we've caught up to this type of worker," says Arthur Tacchino, chief innovation officer at the compliance technology company SyncStream Solutions. "The workforce is changing. So how are the coverage, insurance, and benefits going to evolve to fit the newer kind of workforce we are seeing?" There's no clear to answer that, Tacchino says."Regulators and courts are trying to apply 20th-century law onto a 21st-century problem," says Richard Meneghello, an employment attorney and partner at Fisher Phillips. "Our hope is that once people realize it's not just a passing fad, regulators and legislators will get more serious."One agency trying to change with the times is the Securities and Exchange Commission, which is taking a fresh look at compensation for gig workers. The agency is considering revising its rules to make it easier for people who are classified as independent contractors to receive stock awards from the companies that employ them, the New York Times reported.While governments and financial institutions adjust, the market for gig workers is maturing, fueled by technology platforms that help both sides of the work arrangement find each other. Online labor platforms such as Upwork, Gigster, TaskRabbit, and Freelancer are not only empowering the gig economy, but revolutionizing the way workers and companies connect."The technology is making the whole market more efficient," says Marion McGovern, author of Thriving in the Gig Economy (Career Press, 2017) and co-founder and former CEO of M Squared Consulting.Upwork, for example, connects computer-industry freelancers in 170 countries to employers who need their services, charging the worker a fee of 5 percent to 20 percent of the job's pay. ShiftPixy and others hire workers (paying the employer share of payroll taxes and taking care of other compliance issues), then "lend" them to clients in the hospitality and restaurant industries. The company has an app that allows people to broadcast their availability and apply for certain shifts in their communities.As Uber was creating its digital platform for drivers, the job market for gig work was exploding, says Scott Absher, ShiftPixy's CEO. "People are looking for ways to recobble their income," and these platforms make that more efficient, he says.Managing the GigSo how do today's people managers handle gig workers, follow the law, and head off potential tensions with full-time staff? Some tips:Decide who will drive the decision-making on hiring. A simple procurement process may be enough to fill an open gig for an IT techie, while a speechwriter for a CEO will likely require input from the chief executive.Pay people promptly. "I can't tell you how many companies are on 60- to 90-day schedules" for contracts, McGovern says. But individuals expect to be paid faster and more often.Know the law—and do not treat gigsters like employees. In fact, don't even use the word "hire" to describe the working arrangement, advised Rebecca Cenni-Leventhal, founder and CEO of staffing and recruitment firm Atrium. People who work gigs are "engaged," not hired, she cautioned.Protect confidential company information. This is especially important when using outside contractors for a business dealing with sensitive client information, such as health data and Social Security numbers.Let your own staffers gig―even at your company. Since many workers crave the opportunity to learn something new, offer full-time staffers the chance to develop by giving them a gig in-house.Keep staffers and gigsters separate, when warranted. "Having [gig workers] participate in regular team meetings or asking them for regular updates and reporting is not wise," says Cenni-Leventhal, as that may cause them to be viewed as employees rather than independent contractors. "Inviting them to one holiday party isn't too much of a risk, but when you start having them participate in team-building activities and attending company functions, it can get tricky."Make your gig workers feel welcome and valued. "Make sure you afford them the correct level of respect," McGovern says. "This is someone who is going to add to the team, bringing in skills or knowledge and experience to help the effort."On top of that, she adds, it's important to recognize the dignity of their career choice. After all, it's a work arrangement more business leaders can expect to manage in the coming years.Copyright 2019, SHRM. This article is reprinted from www.shrm.org with permission from SHRM. All rights reserved.

Gig Workers Challenge Old Order

Years ago, e-learning development was a complicated process requiring a full team of professionals: instructional designers to write the script, graphic designers to create visuals, and developers to code. This system required time, resources, and budget—things that are nearly always in short supply.
Rapid e-learning development tools changed all this. Now a single instructional designer can take on a project from start to finish. While these tools reduce costs and trim timelines, it can sometimes come at a cost to the final product. Using templates instead of graphic designers can lead to e-learning that looks generic or ugly. Using pre-rendered interactions instead of developers can lead to a habit of forcing the content into a handful of stock interactions rather than fitting the interaction to the content. 
When the tools aren’t pushed beyond the basics of what they can do, we often end up with the dull “Click Next” e-learning that people dread taking. So does this mean that rapid e-learning tools can’t create memorable learning experiences? Not at all. It just means we need to use these tools differently for them to be effective.
Attend this live, interactive webinar to:

Learn what makes an e-learning experience engaging and interactive in the first place.
Discover new ways to design innovative learning experiences with e-learning tools.
Determine which e-learning features you should (and shouldn’t) use to increase interactivity.
Know when e-learning isn’t the right tool for the job.

By the end of this session, you’ll be able to create e-learning projects that are more interactive, take better advantage of the strengths of your tools, and ultimately make e-learning engaging and enjoyable for your learners.
 

More Than Just "Click Next": Creating Innovative and Interactive E-Learning

David Dye helps human-centered leaders find clarity in uncertainty, drive innovation, and achieve breakthrough results. He’s the President of Let’s Grow Leaders, a global leadership development and training firm known for practical tools and leadership development programs that stick.He’s the award-winning author of multiple books including Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers, and Customer Advocates and Powerful Phrases for Dealing With Workplace Conflict and hosts the popular Leadership without Losing Your Soul podcast.David is a former executive and elected official. David and his wife and business partner, Karin Hurt, are committed to their philanthropic initiative, Winning Wells – building clean water wells for the people of Cambodia.

David Dye

Scenario-based learning games are one of the most effective and creative ways to equip employees with the skills they need to thrive. These immersive experiences mimic real-world challenges, giving participants the chance to practice decision making and problem solving, all while receiving real-time feedback.At TiER1 Performance, we use scenario-based games to activate learning that truly sticks. Let’s dive into why these games are so effective and what skills they can teach employees.What does a game involve?Scenario-based games replicate real-world challenges within a safe, structured environment. They’re designed around specific goals, rules, and decision points where players must make choices and see how they play out. They focus on three key elements that work together to create engaging, meaningful learning experiences:Simulation lets learners interact with complex systems, giving them a hands-on way to practice skills without real-world consequences. Learners can master new techniques in a safe space, which builds confidence and deepens their understanding of the systems and processes they’ll encounter on the job.Narrative uses stories and characters to make the learning experience more personal and emotionally engaging. Storytelling helps make abstract concepts more tangible, and a well-crafted narrative can prompt learners to ask deeper questions and explore the material more thoroughly.Gamification combines fun with challenges, competition, and achievements to keep learners motivated. By offering rewards for progress and performance, gamification turns learning into a goal-oriented journey toward mastery.Together, these elements create a comprehensive experience that not only grabs attention but also equips learners with the skills they need to apply in real-world situations.Why do games work?Scenario-based games close the gap between theory and real-world action. Traditional learning methods can sometimes fall short when it comes to applying new skills on the job. But with games, learning goes beyond just memorizing facts—it helps reshape how we think and act.Here’s why: In a game, learning happens differently than in most other types of training. Learners are presented with a situation that challenges them and prompts questions. They use what they already know, along with the environment and system they’re interacting with, to make sense of the situation. Through exploration, they see how the system responds to their choices. This process allows for rethinking the problem and applying new understanding in the real world, transforming future approaches to similar challenges.What skills can games teach?Scenario-based games can teach a variety of skills, especially those that benefit from real-time decision making and hands-on practice. Here are some examples of where we’ve seen games work wonders:Problem solving and critical thinking: Games encourage players to explore different solutions and understand the consequences of their decisions. For example, we’ve designed games for the U.S. Department of Defense to train service members on complex skills such as missile defense planning and coordinating naval fleets.Leadership and management: Scenario-based games simulate leadership challenges such as managing teams and resolving conflicts. Our work includes everything from team-based board games exploring leadership qualities to digital role-play conversations for practicing employee coaching.Strategic thinking: Games focused on long-term goals and resource management help learners plan ahead and balance competing priorities. We’ve developed business simulations to help leaders think about how to best invest across their organization, balancing tensions of profitability, growth, and employee satisfaction.Ethical decision making: Simulations can present moral dilemmas, helping players think through the ethical implications of their actions. We’ve designed branching story-based simulations that challenge people to navigate situations across all organizational levels, prompting them to consider the long-term impact of their decisionsThese skills aren’t just beneficial for individual growth—they align employees with broader organizational objectives, making scenario-based games a powerful tool for strategy activation.How can you get started?A meaningful scenario-based game requires intentional planning. We designed our Game Design Canvas to help you structure a game in a way that aligns with your learning goals. Use it as a guide to plan each aspect of a game, including the game’s purpose and goals, players’ motivations and thought processes, gameplay mechanics and feedback, optimal delivery modality and development tools, and logistics and facilitation.

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