Index – The Upskilling Imperative: 5 Ways to Make Learning Core to the Way We Work

INDEX

ACADEMIES framework, 128–129

Accenture, 68–81, 158

Accomplishment, as motivator, 33

Accountability, 6, 119, 181–184

Achiever archetype, 34

Actionable feedback, 85

Activity dashboards, 120

Adaptability, 3, 39–40, 54 (See also Change agility)

ADP (Automatic Data Processing), 101

Advertising L&D programs, 107–115

Affective filter, 26–27

Affirmative feedback, 90, 97–98

Agile learning, 58–81

at Accenture, 68–81

and continuous learning, 66

DEAL Hour for, 67–68

democratized learning and, 64

of hard vs. soft skills, 64–66

in learning culture, 7–8, 59–60

meaning of, 60–62

and Modern Elder movement, 62–64

in Udemy workshops, 66–67

Agile methodology, 187–188

Agility, change (see Change agility)

AI (see Artificial intelligence)

Airbnb, 62

Alexa, 166

Allyship, 49, 191

Amazon, 114

Ambiguity tolerance, 44

American Psychological Association, 127, 163

Andragogy, theory of, 37–38

Andreatta, Britt, 104

Annual goal-planning sessions, 53

Anticipatory learning activities, 124–125

Applicable feedback, 86

AR (see Augmented reality)

AR experience builder, 106

Artificial intelligence (AI), 31, 168–170, 172

Association for Psychological Science, 22

Association for Talent Development, 162

Attrition, 7, 40, 164, 171

Audience segmentation, 107–108

Auditing state of learning, 128–130

Augmented reality (AR), 35, 102, 105–106

Authenticity, 132, 152

Automatic Data Processing (ADP), 101

Automation, 3

Awards, 134, 150–151

Bartle, Richard, 33, 34

Behavioral interview questions, 190–191

Best learners, defined, 71

Best learning, defined, 71

Bias, unconscious, 191, 192

B = MAP model, 32, 33

Bomb Squad workshop, 122–123

Brain:

and change agility, 42–44

and creative idea generation, 104

learning-associated changes in, 72

Bribes, 114–115

Brown, Brené, 27

Brynjolfsson, Erik, 159

Business, L&D program as driver of, 4

Business case for a learning culture, 11, 156–178

and analysis-based changes in culture, 178

investment required for learning culture, 157–159

performance metrics for L&D programs, 176–178

presenting executives with, 161–167

at Publicis Sapient, 167–173

ROI for L&D programs, 159–160, 173–176

at Udemy, 173–176

Business opportunities, spotting, 55

Career development, 84, 141, 178

Career length, 4, 42

Career Navigator workshop, 26, 53, 66, 67, 113, 121

Career paths, non-linear, 30, 42, 67

Center of Excellence approach, 50

Change:

analysis-based changes in culture, 178

continuous, 3, 41–44

Change Agent workshop, 53, 122

Change agility, 39–55

developing, 41

embracing continuous change, 41–44

employee and business benefits of, 39–41

of L&D professionals, 54–55

L&D programs displaying, 49–50

learning in employee life cycle, 48–49

and ownership of learning, 48

and relationship-building by L&D professionals, 52–53

and support of core business by L&D, 50–52

using L&D programs to build, 44–48

Change management, 186

Chesky, Brian, 62

Chou, Yu-kai, 32–36

Chronicle of Higher Education, 22

Clarification, of feedback, 94

Clark, Richard, 22

Coaching, 66–67, 123

Cognitive load, 24–25

College education, 60

College of Construction, 133

“Coming soon” messages, 112

Commencement, 60

Communication(s):

about change, 44

about failure, 138–141

about performance, 120–123

Communicative-language teaching approach, 36–37

Company culture(s):

analysis-based change in, 178

feedback-first, 85–86, 89, 92–94

growth mindset-based, 87–88

high-performance, 27–28, 152

recognition and reward, 150–151

risk-averse, 138–139

support for agile learning in, 59–60

view of mistakes in, 27–28

Company value, learning as, 140–141

Competency-based interviews, 189–191

Completion, of learning activity, 18–19, 188

Conley, Chip, 62

Connect the Dots step (creativity framework), 105

Constructionist model of learning, 38

Constructive feedback, 85, 86, 89–90

Consume step (creativity framework), 101–103

Context, 36–38, 74, 76

Continuous change, 3, 41–44

Continuous improvement mindset, 10, 178, 187–189

Continuous learning, 117–130

and agile learning, 66

anticipatory activities for, 124–125

auditing state of, 128–130

change agility and, 41–42

college education as part of, 60

and empowering employees as learners, 123–124

environment for, 126–128

and norms in learning cultures, 117–120

and performance conversations, 120–123

time and space for, 125–126

working in era of, 2–4

Core business metrics, 136, 175

Cost effectiveness, of learning culture, 170, 175

Costisol, 73

Creativity, 100–106, 165

Cross-functional learning, 164–165

Crowdsourcing, to select rewards, 145

Culture Crew, 184

Customer-centric approach to L&D, 8, 115

Data analysis, cultural changes based on, 178

DDI (Development Dimensions International), 139

DEAL (Drop Everything and Learn) Hour, 67–68, 111, 144

Decision paralysis, 44

DEI (diversity/equity/inclusiveness) training, 191–192

Demmy awards, 150–151

Democratized learning:

and accountability for learning, 182

agile learning as, 59–60, 64

in learning culture, 5–6, 10

in sustainable learning culture, 192

Deveaux, Marie, 121

Development Dimensions International (DDI), 139

Differentiated instruction, 31

Digital content, 14, 16

Digital transformation, 161–162

Direct reports:

career development conversations with, 141, 178

feedback from, 85, 96

promoting learning by, 141–144, 152

Discretionary budget, for learning activities, 123–124, 151

Distractions, 24–25, 127

Diversity, 49, 191–193

Diversity/equity/inclusiveness (DEI) training, 191–192

Drop Everything and Learn Hour (see DEAL Hour)

Drucker, Peter, 176

Duarte, Nancy, 25–26

Dune (Herbert), 26

Durable Learning model, 73–79

Dweck, Carol, 27, 65, 87

Ebbinghaus, Hermann, 19

Education, front-loading of, 2, 60

Efficiency, learning, 71, 73

Effort, in Durable Learning model, 74, 76

Einstein, Albert, 27

Emotional intelligence, 27

Emotional needs, of learners, 128

Employee learning and development (see Learning and development (L&D) programs)

Employee-led learning initiatives, 181–184

Employee life cycle, 48–49, 121, 185

Employees:

accountability of, for learning, 6, 181–184

benefits of change agility for, 39–41

continuous learning for, 4

empowering, as learners, 8, 10, 62, 64, 118, 123–124, 175

in L&D program advertisements, 112–113

learning culture for, 7–11

new, learning culture for, 178–180

training programs for (see Training programs)

Employers (see Organizations)

Empowerment:

of employees as learners, 8, 10, 62, 64, 118, 123–124, 175

of teams, by managers, 67

Engagement:

in business case for learning culture, 170

in Durable Learning model, 74, 76

gamification to improve, 31–36

retention and, 72–73

surveys of, 135–136

The Essential Guide for Effective Managers course, 121

Events, L&D program tie-ins to, 113–114

Excellence in Construction award, 134

Executives:

accountability for learning for, 6

on hiring to fill skills gaps, 158–159

in L&D program advertisements, 112–113

presenting L&D programs to, 161–167

view of L&D professionals by, 55

Experiential learning, 38

Expertise, of L&D professionals, 177

“Explainers,” 119

Explorer archetype, 34

Face-to-face conversations, about feedback, 95–96

Facilitated learning events, 178

Failure, 139–141

Fear:

of feedback, 86–87, 89

impact on learning of, 26–28

of missing out, 112

Feedback, 58, 83–98

affirmative, 90, 97–98

constructive, 85, 86, 89–90

and creativity framework, 106

on culture, 187–188

and fixed vs. growth mindset, 87–90

giving, 86–87, 95–98

high-quality, 85–86

honest, 86, 88, 89

in learning cultures, 8–9

millennials’ approach to, 83–84

overcoming resistance to receiving, 90–92

at Publicis Sapient, 171

receiving, 86–87, 90–92, 94–95, 98

on soft skills, 65–66

soft skills related to, 98

two-way cycles of, 86–87

at Udemy, 92–94

Feedback Is Fuel workshop, 92–93, 108–109, 136–138, 140

Five-step creativity framework, 101–106

Fixed mindset, 88

Flip the Script step (creativity framework), 103

Fogg, BJ, 32, 33

Follow step (creativity framework), 105–106

FOMO (fear of missing out), 112

Forgetting curve, 19

Foundational coaching, 66–67

Functional leaders, agile learning by, 65

Funding, for L&D programs, 157–158

Gamification, 31–36, 102–106, 123

Gates, Bill, 22

Generation Z, 163–164

Generative learning, 74, 76

Giveaways, 113

Giving feedback, 86–87, 95–98

Goal Crushing course, 53, 121

Goal setting, 53, 107

Goldsmith, Marshall, 84

Google Home, 166

Gratitude, receiving feedback with, 86, 87, 94

GROW coaching model, 123

Growth mindset:

about soft skills, 65

failure in, 138–140

fixed vs., 87–90

for organizations, 135, 161

view of mistakes with, 27

Hackathons, 93–94

Hard skills, 65, 180

Herbert,, Frank, 26

Herbert-Maccaro, Karen, 166–167

Hierarchy of needs, 28–29

High-performance work cultures, 27–28, 152

Hiring, 40, 158–159, 189–191

Holiday-themed L&D programs, 113–114

Honest feedback, 86, 88, 89

Horn, Allison M., 68–81

HR personnel (see Human resources personnel)

HR Technologist, 166

Human resources (HR) personnel:

accountability of, for learning, 6

creativity of, 100–101

expertise of, 177

L&D responsibilities of, 15, 48–49

at PCL Construction, 46–47

relationship building by, 51–52

The Human Touch Drives Onboarding Success (ADP), 101

Hunger, learning and, 127–128

IDC (International Data Corporation), 173–176

“I’m Kind of a Big DEAL” raffle, 145

Incentives, 144–146

Incubate step (creativity framework), 103–104

Individualization, 28–31

Industry trends, spotting, 55

Influencers, advertising with, 112–113

Initiative on the Digital Economy, 159

Innovation, 43, 138–139, 164–165

Institute for Medical Engineering and Science, 72

Instructional approach, 28–31, 118–119, 176, 192

Instructional content:

for building business case, 172

in Durable Learning model, 74–75

fresh, 184–186

inclusiveness of, 192

individualization of, 28–31

prioritization of technology and, 21–23

of Udemy for Business, 174–176

viral video and meme-inspired, 108–109

Instructional design, 23–26

Instructional medium, 21–23

Instructivist model of learning, 38

Internal mentorship, 184

Interruption, learning as, 118

Investment, in learning culture, 157–159

Jimmy Kimmel Live (television show), 109

Just-in-time learning resources, 162

Killer archetype, 33

Knowledge retention, 18–21

Knowles, Malcolm, 37–38

Koch, Dana Alan, 68–81

Krashen, Stephen, 26

Layout, in training environment, 24

Leaders:

functional, 65

learning, 48, 54

senior, 7–8, 44, 112–113, 131–134

Leadership, servant, 66, 67

Learner personas, 107

Learner retention, 9, 114–115

Learners:

best, 71

emotional needs of, 128

empowering employees as, 8, 10, 62, 64, 118, 123–124, 175

getting attention of, 99–100

improving capabilities of, 80

individualization of learning for, 27

reluctant, 151–153

selecting, to build business case, 172

self-directed, 70, 127

Learning:

agile (see Agile learning)

auditing state of, 128–130

best, 71

as company value, 140–141

constructionist model of, 38

context for, 36–38

continuous (see Continuous learning)

cross-functional, 164–165

democratized, 5–6, 10, 59–60, 64, 182, 192

durable, 73–79

in employee life cycle, 48–49

experiential, 38

generative, 74, 76

impact of fear vs. trust on, 26–28

instructivist model of, 38

machine, 3, 31, 119–120, 177–178

microlearning, 166–167

ownership of, 48

as part of routine, 58 (See also Continuous learning)

peer-to-peer, 119

self-guided, 105

social, 75, 77, 119, 122

value of (see Value of learning, signaling)

Learning and development (L&D) professionals:

advertising principles used by, 107–115

agile training in soft skills by, 65–66

change agility of, 54–55

creativity of, 100–101

embedded, 49–50, 53

marketer mindset for, 99–115

at PCL Construction, 46–47

relationship building by, 26–27, 51–53, 182

in sustainable learning culture, 184–189

Learning and development (L&D) programs:

advertising, 107–115

building change agility with, 44–48

business support from, 50–52

change agility for, 49–50

customer-centric approach to, 115

marketing, 99–100, 107

metrics for, 176–178

new approaches to, 38

onboarding program at Udemy, 101–106

presenting, to executives, 161–167

return on investment for, 159–160, 173–176

strategic, 15–16

traditional training programs vs., 4–5

updating, 17–18

Learning culture:

at Accenture, 68–81

agile learning in, 59–60

benefits of, 11, 161–167

business case for, 156–178

change agility in, 39–55

changes based on data analysis in, 178

components of, 7–11, 58

creating, 10

democratized learning in, 5–6, 10

feedback in, 83–98

investment required for, 157–159

norms in, 117–120

at PCL Construction, 45–47, 133–134, 152

at Publicis Sapient, 167–173

signaling value of learning in, 152–153

sustainable, 156, 179–193

training in, 5

at Udemy, 148–149

(See also specific topics)

Learning efficiency, 71, 73

Learning environment, 23–26, 126–128

Learning leaders, 48, 54

Learning research, 16–38

Accenture’s use of, 72–75, 80–81

on context for learning, 36–38

on gamification and engagement, 31–36

on impact of fear vs. trust on learning, 26–28

on individualization, 28–31

on instructional design, 23–26

on prioritization of content and technology, 21–23

on reinforcement, 18–21

in sustainable learning culture, 181

Learning styles, 22

Licensing, of Udemy for Business, 174

Life cycle, employee, 48–49, 121, 185

Machine learning, 3, 31, 119–120, 177–178

Management skills, 163

Manager Lab, 114, 122

Managers:

accountability/ownership of learning for, 6, 118

career development conversations with, 141, 178

coaching by, 66–67

democratized learning as responsibility of, 59–60

promotion of learning by, 10, 141–144

at Publicis Sapient, 171–172

recruiting, 185

servant leadership by, 66, 67

signaling value of learning by, 141–144

soft skills training for, 65–66, 121

Manager’s Guide to Belonging training, 49

Mandatory training, 14, 191–192

Marketer mindset (for L&D professionals), 99–115

advertising principles in, 107–115

and change agility, 54

creativity in, 100–101

and fresh L&D program content, 184–186

importance of, 99–100

in learning culture, 9–10

promoting programs with, 107

at Udemy, 101–106

Marketing L&D programs, 99–100, 107

Maslow, Abraham, 28–29

Massachusetts Institute of Technology (MIT), 72, 159

McKinsey & Company, 39–40, 128–129, 132, 158–159

Mean Feedback, 109

Meaning, as motivator, 33

Mean Tweets segment, 109

Meme-inspired content, 108–109

Mentorship:

for continuous learning, 120

feedback in, 86

internal, 184

mutual, 62–64

Microlearning, 166–167

Millennials, 7, 83–84, 163–164

Mindfulness training, 126

Minpivots, recognizing, 63

Mistakes, 14, 27–28, 92–93

MIT (Massachusetts Institute of Technology), 72, 159

Modern Elder movement, 62–64

Mood, learning and, 23

Motivation, 31–33, 170, 180

Multigenerational workforce, 62–64

Music, 24

Mutual mentorship, 62–64

myPCL stories, 134

Needs, hierarchy of, 28–29

NeuroLeadership Institute, 87

New employees, learning culture for, 178–180

Norms, in learning cultures, 117–120

Octalysis framework, 32–34

The Office (television show), 150

Olsson, Mike, 45–47, 133, 134, 152, 185–186, 190

Onboarding programs, 35, 101–106, 175

Online L&D activities, 124–125

Openness, 52

O’Reilly Media, 166

Organizational growth, 186

Organization for Economic Cooperation and Development, 162

Organization(s):

accountability of, for learning, 6

agile learning for, 62

benefits of learning culture for, 161–167

change agility for, 39–41

continuous learning for, 3

democratized learning in, 59–60

growth mindset for, 135, 161

L&D programs that support, 50–52

learning culture for, 9–11

prioritization of learning by, 125–126

soliciting feedback about, 93–94

Our Manager Curriculum, 142–143

Ownership:

of feedback, 97

of learning, 48, 118

Passion, 54, 188–189

Pausch, Randy, 86, 88

PCL Construction, 45–47, 52, 133–134, 152, 185–186, 190

Peak experiences, 29–30, 67

Pedagogy, 21–23

Peer-to-peer learning, 119

Perceptive feedback, 85

Perfectionism, 188

Performance metrics, L&D program, 107, 159–160, 176–178

Performance reviews:

continuous learning and, 120–123

feedback conversations vs., 8–9, 89

giving feedback in, 91, 96

signaling value of learning in, 136–137

Persuasive technology, 32

Pokémon Go, 36, 102–104

Postmortems, 140

Power moments, 80

Practice:

context for, 36, 37

in Durable Learning model, 75, 77

retention and timing of, 20, 21

Predictive analytics, 177–178

Presentation materials, 24

PricewaterhouseCoopers (PwC), 165

Prime Day, 114

Prizes, 35, 144–146

Programmatic activities, 125

Proximal development, zone of, 25

Psychological safety, 8, 49, 86–87, 139, 191

Publicis Sapient, 167–173

The Public Speaking Club, 143

Punishment, training as, 14

PwC (PricewaterhouseCoopers), 165

Quarterly goal-planning sessions, 53

Readiness, change agility and, 42–43

Reappraisal, 43

Receiving feedback:

best practices for, 94–95

overcoming resistance to, 90–92

as soft skill, 98

in two-way cycle, 86–87

Recognition and reward culture, 150–151

Recruiting, 185

Referrals, 109–110

Reframing, 43

Reinforcement, 18–21

Relationship building:

and business case for learning culture, 172–173

and impact of fear on learning, 26–27

to improve change agility, 51–53

by L&D professionals, 1, 26–27, 51–53, 172–173, 182

by managers, 142

and supporting employee-led initiatives, 182

Relaxation, creativity and, 104

Relevance, of instructional content, 74, 76

Reluctant learners, 151–153

Reminders, about programs, 111

Reorganization, 186

Results-focused employees, 152

Retribution/reward systems, 60

Return on investment (ROI), 159–160, 173–176

Rewards, 15, 144–146

Risk-averse cultures, 138–139

“The ROI and Value of Udemy for Business for Corporate Learning” (IDC), 173–176

SaaS (software as service) platforms, 118

Safety, psychological, 8, 49, 86–87, 139, 191

Satellite locations, programs for, 183–184

Scaffolding, 25, 178

Scarcity, communicating, 111–112

Scarlett, Hilary, 42–43

Segmentation, audience, 107–108

Self-actualization, 29

Self-advocacy workshops, 26, 49, 137–138, 191

Self-awareness, 43

Self-directed learners, 70, 127

Self-guided learning, 105

Senior leaders:

communication from, about change, 44

fostering of agile learning by, 7–8

in program advertisements, 112–113

signals about value of learning from, 131–134

Sensory gating, 104

Servant leadership, 66, 67

Shimkus, Darren, 141–142, 145–150

Situational awareness, 43

Sizzle & Spice Award, 145, 146

Skill gaps, closing:

with adaptable employees, 40–41

by hiring, 158–159

in learning culture, 162–163

by upskilling, 3–4

Skills, lifespan of, 4

Skills training, 161–163

Slack, 95, 110

slide:ology (Duarte), 25–26

Smartwatches, 167

So, You Want to Be a Manager? workshop, 185

Social influence, as motivator, 33

Socialite archetype, 33, 34

Social learning, 75, 77, 119, 122

Soft skills:

agile learning of, 64–66

continuous learning of, 121–123

feedback-related, 98

instructional content to improve, 186

in learning culture, 164, 180

at PCL’s College of Construction, 133

training in, 163

Software as service (SaaS) platforms, 118

Space:

for continuous learning, 125–126

for creative ideas to develop, 103–104

in Durable Learning model, 75, 77

for receiving feedback, 94–95

Spaced repetition, retention and, 19–21

Specificity, of feedback, 97

Stagnancy, of learning culture, 179–181

Stanford Behavior Design Lab, 32

Stevens, Ian, 167–172

Storytelling, 109–110, 149–150, 160

Strategic L&D programs, 15–16

Stress, learning and, 73

Stretch goals, 124

Subjectivity, 43

Surveys:

for auditing state of learning, 129–130

of employee engagement, 135–136

for monitoring culture, 187

personalizing learning based on, 108

Sustainable learning culture, 156, 179–193

accountability in, 181–184

avoiding stagnancy in, 179–181

continuous improvement mindset in, 187–189

diversity initiatives in, 191–193

hiring to maintain, 189–191

L&D professionals in, 184–189

Symbolism, 26

Teaching, classroom vs. corporate, 16–18

Teams, 6, 11

Teasers, 111, 112

Technical skills, 163

Technology:

agile learning to keep up with, 60–61

in learning cultures, 165–167

persuasive, 32

prioritizing instructional content and, 21–23

in sustainable learning culture, 180–181

for workplace training, 14

Technology quotient (TQ), 80

Thalheimer, William, 20–21

Theory, in L&D programs, 37

Time:

for continuous learning, 125–126

for creative ideas to develop, 103–104

Timing, of feedback sessions, 96–97

TQ (technology quotient), 80

Training programs, 4–5, 13–15

Transparency, 152

True Colors workshop, 122–123

Trust, 26–28, 90, 152

2018 McKinsey Global Institute report, 158–159

2018 Udemy Skills Gap report, 163

Two-way cycles of feedback, 86–87

Udemy, 126

advertising L&D programs at, 108–115

coaching program at, 66–67

continuous learning at, 118, 119

course recommendations from, 31, 177–178

creativity at, 100–101

DEAL Hour at, 68

discretionary budget for learning activities at, 124

employee-led learning initiatives at, 183

feedback-first culture at, 92–94

gamification at, 31–32, 34–35

growth mindset at, 135–136

insights from relationships at, 52–53

learning culture at, 148–149

managers as promoters of learning at, 141–144

marketer mindset for L&D professionals at, 101–106

monitoring of culture at, 187

on necessity of training, 7

onboarding program at, 35–36, 101–106

prizes at, 144–146

recognition and reward culture at, 150–151

satellite location programs at, 184

self-advocacy workshop at, 137–138

servant leadership program at, 66, 67

signaling value of learning at, 146–150

on skills gap, 40–41

soft skills training at, 121–123

upskilling research by, 163–164

(See also specific workshops and programs)

The Udemy Coach workshop, 66–67, 123

Udemy for Business, 118–120, 147–148, 158, 173–176

“Udemy-fuzzies” Slack channel, 110

Udemy GO, 36, 105, 106

ULearn program, 124, 151

Uncertainty, 44

Unconscious bias, 191, 192

Upskilling:

as agile learning, 60–61

defined, 4

executives’ view of, 158–159

hiring for skills vs., 163, 164

marketing for, 99

and signaling value of learning, 10

Urgency, communicating, 111–112

US Chamber of Commerce Foundation, 163

User analytics, 176

Utilization rate, 167

Valedictorian award, 134

Value of learning, signaling, 131–153

and failure, 138–141

to leadership, 172–173

in learning culture, 10–11

by managers, 141–144

in performance evaluations, 135–137

with prizes, rewards, and incentives, 144–146

in recognition and reward culture, 150–151

to reluctant learners, 151–153

with self-advocacy workshops, 137–138

by senior leaders, 131–134

at Udemy, 146–150

Viral videos, content inspired by, 108–109

Virtual reality (VR), 102, 123, 166

Visual metaphors, 26

Visual presentation design, 25–26

VR (see Virtual reality)

Vulnerability, 27, 149–150

Vygotsky, Lev, 25

Wall Street Journal, 158, 159

Walmart, 166

What Motivates Employees to Learn (Udemy), 126

Winfrey, Oprah, 23

Word-of-mouth marketing, 109–110

Work styles, 122–123

Zone of proximal development, 25