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Will Campos joined D2L in 2012 to be a part of the company’s rapid expansion into the global marketplace and specifically Latin America. He has a passion for new technologies and emerging markets and has applied his background in Business Management to help build a strong international business at D2L. William wants to live a world filled with innovative businesses, education for all and winters that are maybe 6 months instead of 8 in Canada.

Will Campos

Here are a few ways employees can take charge of their learning.

Are Your Employees Ready to Take Control of Their Learning?

In today’s increasingly diverse and geographically dispersed federal workforce, creating culturally relevant training videos is more important than ever. According to Gallup, only about two in 10 employees feel culturally connected to their organization.By creating culturally relevant training videos, you can improve engagement and learning outcomes.Understanding Culturally Relevant TrainingCreating training that connects on a cultural level means ensuring that the content is relatable and respectful of the diverse cultural backgrounds of the employees.Cultural differences can be influenced by race, sex, gender, sexual orientation, language, and socioeconomic status, as well as age, religion, family, geographical location, and social networks. When learners and students engage with content that reflects their cultural experiences and values, they feel more included and engaged and have improved learning outcomes.Here are five suggestions to help your training videos successfully connect with your audience in appropriate and meaningful ways.1. Conduct a Cultural AssessmentBefore creating training content, understand the cultural composition of your workforce. Surveys, focus groups, and demographic data offer insights into employee cultures and values, so you understand which practices you can build to make your training more culturally accessible.For example, an organization creating a cybersecurity training video series may send out a survey that finds:Employee core values emphasize ethical behavior and compliance.The workforce consists of a mix of experienced professionals and recent graduates.Some employees indicate limited familiarity with cybersecurity practices.To make cybersecurity videos relevant to this workplace culture, the training team may: Focus on how cybersecurity practices create a more ethical and compliant work environment.Use real-life examples and case studies from employee experiences.Segment the training. Create a basic version for beginners and advanced versions for more experienced learners.Tailoring characters, scenarios, and language to your organization’s data ensures your videos remain relevant, engaging, and inclusive.2. Use Inclusive VisualsUse diverse characters in your training videos to represent different cultural backgrounds that are reflective of your workforce.In addition to including characters with a variety of skin tones, include characters with different ages, religious backgrounds, gender expressions, and body types.Even hair and clothing choices can make visuals more inclusive. For example, afro-textured hair continues to be stigmatized in the workplace. Featuring characters in training videos wearing natural and protective hairstyles could help include Black employees while increasing awareness and mitigating bias.3. Use Inclusive LanguageUse simple and direct language. It may be tempting to include slang or jargon you think might appeal to one of your audiences, but this can cause confusion for those who don’t share the same cultural or linguistic background. You may also find yourself relying on stereotypes. Focus on making the content relevant to your learners’ needs and values.Whenever possible, make copies of your videos available in different languages. All-in-one video creation tools like Vyond offer quick translation features that even account for regional dialect. This will allow you to make your videos more relevant to those with a variety of linguistic backgrounds.4. Consider the Roles of Your CharactersBe cognizant of not only whether you include characters from diverse backgrounds in your video, but what roles those characters play.Watch for any trends or biases in the kinds of roles you give your characters. Are you placing your blind character in the role of a supervisor or a junior employee? Are your characters of color primarily teachers or students?Ensuring diverse representation in leadership roles promotes inclusivity and equality.5. Involve ReviewersTo ensure your videos are relevant and appropriate, involve trusted reviewers from the backgrounds you aim to reach. This can mean:Sharing script and storyboards with your team before you start creating the videoBeta testing your video with small groups of your learnersGathering feedback from subject matter experts who represent the cultural backgrounds you’re targetingIncorporate feedback on language, visuals, content, format, and script, and iterate. Regularly update and refine the training content to ensure it remains relevant and effective.Culture evolves over time. As trainers and colleagues, it’s our ongoing responsibility to make sure learners are represented and their needs are met through our training programs.

5 Tips for Creating Culturally Relevant Training Videos 

The ATD research report Change Agents: The Role of Organizational Learning in Change Management states that seven in 10 leaders experienced at least one major organizational change in the past two years. Of that group, 60 percent saw three or more transformations, and 25 percent reported six or more. For most organizations, the new normal is constant change. This shift demands leaders take a more holistic approach to performance advancement.How do talent development leaders keep up with ever-changing business environments in ways that support evolving employee performance needs? The best leaders put in place an organization-wide, performance-based ecosystem that includes wide-ranging solutions from formal and informal content strategies. This might include assets ranging from personalized learning paths to just-in-time support for frontline managers, and all are generally supported by technology systems.At the ATD Forum 2018 Fall Lab held September 18-20 at BMO’s Institute for Learning in Toronto, 75 senior learning leaders from 33 companies and representing varied industries connected, collaborated, and shared cases. They focused on using the big-picture performance needs of employees to reimagine system-wide opportunities to support them using a variety of approaches and methods. The overarching aim of the Lab was to create an engaging and interactive environment for Forum members to learn from each other, to experiment with new approaches, and to build professional relationships.The defining attribute of a Lab is immersion in the culture, space, and work of the host member. This was unique at BMO because of its campus facility where all services are onsite: the learning center, meeting rooms, hotel rooms, social center, gym and swimming pool, all-inclusive dining, and even an English tea garden. In addition to the physical amenities, customer service was premier. Gina Jeneroux, CLO and keynote speaker, set the context for the experience by talking about how they are future-proofing the BMO workforce using upskilling, bold reskilling, and building a culture of continuous learning. BMO also provided a deep dive into their human performance continuum concept and model. This was supplemented with intimate discussions and behind-the-scenes insights on using e-books, video stories, and microlearning.A management consultant industry member shared some of their new science of learning research on “learning in the future” to advance more effective self-directed learning and how this builds on their motto of “Time away for learning and learning all of the time.” A manufacturing member provided insights for advancing employee learning using their learner-centric model focusing on experiences, exchanges with colleagues, and formal learning, following the 70-20-10 framework. This practice incorporates the Fuse technology.A member from the healthcare industry incorporates Dr. Clayton Christensen’s “work to be done” theory, and from this perspective the organization uses functional, social, and emotional dimensions to focus designing for the patient-experience, thus advancing the employee performance capability. A member in the retail industry shared their story of employing a three-pronged approach: AGILE, using action-mapping, and deploying a rapid development platform.Supplementing these case studies and practices was a pop-up activity by a government organization where small groups built a helicopter—while wearing blindfolds. From a facilitated processing of the experience, participants were able to understand and “see” how to implement Gottfredson and Mosher’s 5 Moments of Need for learning. The group provided ideas for addressing performance challenges with access to cascading levels of support delivered in a variety of ways.None of these opportunities happen in organizational transformations without technology to enable and support. Because the Forum is vendor-free, the Tech Roadshow provided the opportunity for users to discuss and demonstrate a variety of learning technologies to advance human performance, from LMSs to aggregators and integrators. Rather than a marketing pitch from vendors, this session featured experienced users providing information on why they selected the technology, how they are using it, the pros and cons of the functionality, and their lessons learned.William Duggan’s creative strategy approach via a treasure hunt process was used as the overall approach to tie all of this experience together. Starting with a card sort to crowdsource the most critical elements for advancing employee performance, participants used an Insight Matrix form to individually capture data from “what works scans” research as they heard about the various cases and practices. This approach is very different from many innovation practices. Instead of brainstorming untested ideas, this approach researches proven best practices for each of the specific elements identified. The individual data was analyzed, synthesized, and documented at the table level. The small groups then used creative association to design “big idea” solutions for volunteer clients based on combining examples or precedents from the various elements.At the end of the two-day Lab, participants had the following:Access to 12 workable big ideas for advancing employee performance, including the team that designed the solution.Connections with (and written bios for) 74 other senior talent leaders interested in advancing employee performance.Personal experience using the Duggan creative strategy process.Access to all of the documentation, including the instructions and deliverables from the session.If your organization is one of the 70 percent that have at least one major transformation a year, being able to engage in interactive experiences like Forum Labs might be just the ticket to help you enable your workforce to be future-ready. The ATD Forum’s next Lab, hosted by American Airlines, will focus on culture as a competitive advantage and will be held in Dallas, February 26-28, 2019. Join us for this opportunity to connect, collaborate, and share! Visit www.td.org/forum for more information.

Connecting, Collaborating, and Sharing at the ATD Forum Fall Lab

Emotional intelligence is not just about managing emotions: It involves engaging a distinct combination of emotional, personal, and interpersonal skills and competencies that are essential to your leadership and team effectiveness and success.
The modern work environment places extraordinary demands on individuals and teams at all levels. The necessity to keep up with technological and environmental change combined with a highly competitive marketplace threatens to overwhelm even the most driven and successful among us. Developing skills and practices to address these conditions is crucial to creating a more resilient mindset with which we can meet these challenges head-on.
Focusing on your emotional intelligence strengths will also enhance your team effectiveness capabilities. This webcast provides insights in setting a tone and culture of openness and flexibility as you lead yourself and others through exploration and change. From a more mindful state, we become resilient and enjoy more clarity and composure and thus harness the potential of our collective emotional intelligence as a team.
In this webcast, you will:

Learn how to create a state of readiness to support individual and team engagement.
Recognize the importance of emotional competencies for leaders and teams at all levels.
Share practical strategies to achieve desired team outcomes.
 


Developing Your Team’s Effectiveness: Focus on Your Emotional Intelligence Strengths

This job aid will help you outline some of the basic elements of the training course. Use this job aid to write down specific answers to the following questions then you can use what you have written in preparation for composing your audit report.

Audit Questions

It’s that time of year: Students are saying goodbye to summer and heading back to the classroom. However, the opposite is true of your training programs. Now is the time to take your learners out of the traditional or virtual classroom.
In this session, we’ll explore why the modern workforce needs us to rethink traditional training models. Using real-world examples, we’ll dig into three different types of nonclassroom training, along with tips and tricks for shifting the composition of your L&D programs toward a more blended model—without having to start from scratch.
Attendees will learn:

why you need to go beyond classroom-based learning to effectively train the next generation
three key types of nonclassroom learning
tips for implementing these new strategies in your training programs.


This Back-to-School Season, Get Your Learners Out of the Classroom

An imbalance between employees’ personal and professional lives is endemic throughout many organizations today. The toll can be seen and felt within the family environment as well as costing companies billions annually in lost productivity. In our globalized economy, pressures to accomplish more with fewer resources, and our hurried, frantic lifestyles are causing leaders to make significant sacrifices as they strive to complete a list of seemingly endless responsibilities.
In this webcast we will review:

the concept of emotional intelligence, including the EQ-i 2.0 model, composites, and skills
emotional patterns and why emotional intelligence can be developed
a guide to work-life balance, including emotional intelligence strategies and skills that provide support
a plan to use emotional intelligence skills to improve work-life balance.
 


Capturing Optimal Work-Life Balance With Emotional Intelligence

Curtis L. Odom, EdD, is president of Stuck On Start Coaching, a boutique career coaching firm working with organizations to onboard recent college graduates, and also retain Millennial top talent in their culture. Prior to Stuck on Start, Odom worked in the field of talent management, supporting Fortune 500 companies around the globe with their hiring needs and challenges.Odom is also a professor at the Northeastern University D’Amore McKim School of Business, as well as the author of four books, including Mind The Gap: Getting Business Results in Multigenerational Organizations, Generation X Approved: Top 20 Keys to Effective Leadership, and Stuck in the Middle: A Generation X View of Talent Management, as well as his newest release, From Campus to Corner Office: How Co-Ops and Internship Will Help You Win in the Workplace! Learn more at www.stuckonstartcoaching.com.

Curtis L. Odom

Manuel London is Associate Dean of the College of Business and Director of the College’s Center for Human Resources Management, which conducts research and offers a graduate program in personnel administration and employee relations. He holds a joint appointment in the Department of Psychology. He received his Ph.D. from the Ohio State University in industrial and organizational psychology. He then taught at the University of Illinois at Champaign before moving to AT&T as a researcher and human resource manager. He joined Stony Brook 17 years ago. His research and writing are in the areas of leadership and career development, performance management, and organization change. His recent books include Leadership Development: Paths to Self‐Insight and Professional Growth (2002) and Continuous Learning in Organizations (2006). He is currently writing a book on leading small groups. Manny's dedication to service is illustrated on campus through such events as chairing Stony Brook's Year of Community Service and the Student/Faculty/Staff Retreat on Giving . As Faculty Director of the Leadership and Service Undergraduate College, he hopes to involve students in a host of leadership development and community service areas. Leaders envision what can be, generate commitment, and make things happen, and students learn about leadership through community service. Strong leadership skills will increase students' opportunities no matter what career they choose.

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