Employee Training and Development When We Don’t Know What Will Happen Next

. . . An eBook brought to you by:

What will happen next year? What will happen in six

months? Do we know? Does anyone really know? The

answer is, “No.” But – we do know that many

organizations and leaders will find ways to succeed next year and in six months. How will they do it? They

don’t have magic powers or crystal balls. What they

have is the ability to make decisions and function

effectively even when they don’t know what to do

next.

These successful organizations behave and think

differently than successful organizations of 10 or even

five years ago. Organizations aspiring to sustainable

success will need employees who are able to think and

function effectively when they really don’t know what

to do in situations, either. So we have to ask ourselves,

what are the implications for our employee

development, training and education function? What

does this function look like, do and who does it?

We believe the implications may be rather profound.

Employee learning will be central to the success of

organizations as employees will have to acquire new

skills and may even have to “learn how to learn.” In the

highly charged, very competitive environment in which we find ourselves, employee learning may ultimately

hold the keys to organizational success. So how

organizations build that function, staff that function and

think about that function will lay a foundation for

success, because in this environment being able to act and make decisions when you simply don’t know what

to do will make the difference between success and

failure.

Employee Training and Development When We Don’t Know What Will Happen Next…

V U C A

Victoria Swisher, author of a book called,

Becoming an Agile Leader, is quoted in the

January/February issue of Human Resource

Executive in an article titled, “The Importance of

Agility,” using the acronym “VUCA.” She says this

sums up the world we live in: volatility, uncertainty,

complexity and ambiguity.

The fact that our world is

more complicated and is

changing rapidly isn’t news.

Organizations struggle to

keep up and find ways to

compete, and that means

we have to find ways to help

our employees succeed and

develop the skills they need.

The VUCA world requires a new set of skills and

competencies from both organizations and

leaders to effectively respond. Success in a VUCA

world will require successful organizations and

leaders to be highly engaged with change,

complexity and ambiguity. We are going to shift

from problem solving to working our way through

dilemmas.

Problem solving skills typically involve moving in

logical sequences from a set known factors

towards a solution. It is usually an orderly process.

A dilemma can be described as a situation in

which no solution is apparent. Dealing with, or

more appropriately, managing dilemmas is going

to be more common in this VUCA world, and we’ll

need a different set of skills to do this effectively.

We are moving from a world of problems, which demand speed, analysis and elimination of uncertainty to solve – to a world of dilemmas, which demand patience, sense-making and an engagement with uncertainty.

Denise Caron, It’s a VUCA World “

In a presentation called “It’s a VUCA World” by

Denise Carron, she outlines a set of workforce

management dilemmas and suggestions.

• Flexible, decentralized networks within a structure of strategic intent

• Learning through immersive experiences,

scenarios and rapid prototyping

• Acceptance of uncertainty with intuition as a

valid contributor to clarity

• Strategic sense-making beyond operational

problem solving

• Uncoupling “winning” from the need for a

solution

• Engagement with complexity

This framework is a radical departure from the

way most organizations think about solving

problems, and it represents an interesting

adjustment to the way we think about employee development and learning, too.

BIG Every day, we create 2.5 quintillion

bytes of data

so much that 90% of the data in the

world today has been created in the

last two years alone.

IBM’S Understanding Big Data:

Analytics for Enterprise Class Hadoop and Streaming Data

In 2011,

YouTube had

more than

1 trillion views

or around 140 views for every

person

ON EARTH (YouTube)

The average computer user

checks 40 websites a day

and can switch programs

36 times an hour

(New York Times)

D A T A

Keep it simple. Really. Too much of the thought

leadership in the field of employee development and

training makes the whole process seem mysterious and

complicated. It doesn’t have to be that way.

So let’s start by simplifying the vocabulary a little bit.

There is a lot of research published about formal,

informal and social learning. Forget about the

differences between types of learning. Instead, focus

on employee learning. Training, therefore, becomes a

subset of the overall employee learning strategy. So –

it’s really all about learning. No more. No less.

In today’s work environment, there are really three core

questions for us to answer:

• What does an effective employee learning function

look like?

• What does today’s effective and relevant employee

learning function do?

• Who performs employee learning in today’s

organizations?

The answer to these questions isn’t that complicated,

either. Our economic environment is changing, and our employees are bringing external influences with them

to the workplace. A workplace in which we have to

shift our learning focus away from a traditional

“corporate structure” or training department

approach, and think of learning more like a network where user generated content and influencers are

more important. We’ll explain all of this in more detail –

right now!

EMPLOYEE TRAINING, DEVELOPMENT & LEARNING

• What does it do?

• What does it look like?

• Who does it?

Employee learning can be reduced to a simple mission

– help employees perform better. We would argue that

this simple mission has always been at the core of

employee development, but we’ve lost our way a little in all of the theoretical discussions around the fringes.

Now – don’t make the mistake of thinking that by

simplifying our thinking and mission, we’re making the

job easier. In fact, the job of employee learning has

never been more difficult in some ways. We have to

find ways to incorporate new tools. We will have to find

ways to use tools that have not yet emerged. We will

have to train for jobs that don’t exist today, and these

jobs might be crucial to our success. These jobs might

emerge in the next one to three years. This function –

employee learning – will not be easy.

What do we need the employee learning function to do?

At its core, here are some of the “things” we will need to be able to do:

Identify and develop new world competencies. Learning agility will be a vital

competency for leaders. We will need to prepare leaders to function in

situations that are unfamiliar and ambiguous, and that skill set requires agile

learners.

Become engaged with complexity and ambiguity. These realities of the world

are not going away. Don’t ignore them Look at them as opportunities to

create a new direction for employee learning, and build a new set of

competencies using new tools and resources.

Utilize and promote social platforms and technology. The

VUCA world simply moves too fast to deliver content without

tapping into technology and social learning tools.

Engage networks. Networked organizations will be more

collaborative, innovative and successful. Learning professionals

can (and should) be the “connective tissue” in these networks.

These are the people others “go to” for questions, or to find out

who knows someone or something. BizLibrary uses an application

called “Community.” Learn more about it here.

Make user-generated content accessible. It always has been, but

we need to save it, share it and make it accessible to everyone.

Understand that anything is content. Content can be anything of value to

employees, and we will need to deliver content in short, focused bursts.

Think like the YouTube generation and make heavy use of video for important

pieces of content.

There will be more to add to this list, and your organization will almost

certainly have a different take on these and other things to do. Hopefully,

this will serve as a good starting point for shifting your thinking about how to

ensure that your employees are able to learn, unlearn and relearn mission

critical skills and competencies.

Six Characteristics of

People Who Are

Learning Agile

1. Challenge the status

quo

2. Remain calm in

difficult times

3. Reflect on

experiences

4. Seek challenging

situations

5. Open to learning

6. Not defensive when

faced with adversity

The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.

Alvin Toffler

“ “

All of those attributes that describe the

business world of today are tailor-made for

someone with learning agility. The hallmark

of someone with learning agility is that they

learn lessons from diverse experiences and

are able to distill those down to rules of

thumb, so when they’re put into an

unfamiliar situation, they aren’t stumped by it. It has almost become a price of entry for

success now, especially in leadership and

executive roles.

Learning agility is a skill we’ve never really had to

make a primary focus, but it’s going to be more

and more important.

The good news is learning agility can be

acquired. But traditional corporate training

departments are not very well-suited to perform

well in this market, nor are traditional corporate

training departments well-suited to function well in

this VUCA world.

Victoria Swisher,

The Importance of Agility,

Human Resource Executive, January/February 2013, p. 16

As Alvin Toffler so eloquently stated, a

foundational skill for the 21st Century is the ability

to learn, unlearn and relearn. Stripped down to

the barest essentials, this will be the core function

and core competency required of employee

learning functions and professionals – the ability to

help employees learn, unlearn and relearn. We

have no idea what skills or even what job will be

important in the next three to five years, and this

level of uncertainty will require greater degrees of

agility than ever before – learning agility, strategic

agility and organizational agility. Are our

employees ready?

If we start with the proposition that as learning

professionals, our core mission is to prepare our

organization’s employees for success, we have to

understand exactly what is required for success in the current economic and market conditions. In

this VUCA world, it’s becoming more and more

apparent that organizations that can function

effectively in unfamiliar situations will be the

organizations that enjoy sustainable, long-term success. These organizations will need both

leaders and key employees who can perform well

under these conditions, so we’re going to have to

look at ways to develop and educate these

leaders and employees.

How do you think

your leadership

perceives your department

or function?

2%

17%

33% 34%

14%

We are reactive /

tactical / Our

purpose is

to simply fulfill.

2 3 4 We are proactive /

strategic / Our

purpose

is to act as business

partner.

High-Impact Learning Organizations

are 8.33 X more likely to be seen as

strategic business partners.

A Problem: Leadership Perception of Learning and Development

The chart below, developed from some excellent research from Bersin by Deloitte, illustrates the business case for making your organization a high-impact

Learning Organization. There are two core issues. First, High Impact Learning

Organizations are viewed 8.33 times more frequently by senior

management as strategic partners. When senior leadership sees

the employee development, training and learning function as a strategic

partner, the function is not at risk of becoming irrelevant. Second, we know that

Learning Organizations are 17% more likely to be market leaders than their

peers.

When we can link the employee learning function directly to the organization’s

overall financial performance and to its strategic goals, we place employee

learning at the forefront of the organization’s future planning and success. In this

VUCA world, the potential impact for employee development and learning has

never been greater. We are seeing the emergence of learning agility as a critical skill and competency, and employee learning professionals need to lead

organizations to the development of this important skill as a part of their

strategic objectives.

ASTD 2012 State of the

Industry Report: Training

delivery and methods 2010

compared to 2011

59% 59%

33% 37%

25% 25% 26% 20%

2010 2011

Instructor-led classroom

Technology-based

All online

Self-paced

ASTD publishes a state of the industry report at the end of each year. This report

gives us an interesting view of where the overall training industry sits in terms of

structure, function and strategic importance within organizations. The two

graphs at the bottom of the page summarize four broad types of training

modality used in 2010 and 2011, the last two years of reporting. The volume of

traditional classroom training and in organizations offering all online training is

59% and 25% respectively. The changes are modest in technology-based training rising from 33% in 2010 to 37% in 2011 and in self-paced training which

dropped from 26% to 20% in 2011.

While the two reports are interesting, they tell a story that we cannot escape. At

its core, the broader training industry is not responding quickly enough to the broader market and economic changes that reflect changes in demographics,

technology and behaviors in the workplace. In order to meet the needs of

organizations in a VUCA world, employee learning needs to do the following:

• Focus on employee learning only – forget about labels (formal, informal, social)

• Deliver learning on skills and competencies that promote organizational goals

• Meet your employees on their terms, in their place and on their schedules

If you can rethink employee learning along these lines, you will take a major

series of steps towards long-term strategic relevance.

• Focus on employee learning

only – forget about labels (formal, informal, social)

• Deliver learning on skills and competencies that promote organizational goals

• Meet your employees on their terms, in their place and on their schedules

What does the employee learning function look like today?

We know employee learning needs to do a few things

differently, so what will that look like?

In some important ways, it will look the same. Some of the things we do work really well. In other ways, we’ll

need to shake things up a little. The answers to this

important question will vary a bit from organization to

organization. The factors that will influence the structure

of your employee learning function will range from

employee readiness and receptivity to technology to

organizational culture. It doesn’t matter in the end how

you build your function as long as the function delivers

critical, strategic results and helps employees learn,

unlearn and relearn the skills and competencies your

organization needs to succeed.

Generally, employee learning functions or departments

will look different going forward. Organizations are

always looking for ways to cut costs and like many

support functions, employee development is nearly

always scrutinized for cuts. That pressure is likely going to

continue. So, future employee learning functions will

likely share many of the following traits and

characteristics:

• Smaller and decentralized

• Flat (fewer managers and more specialists)

• Technology dependent

• Collaborative

• Network based and driven • Content curators and creators

Q. What works? A. Technology

LMS. Learning Management Systems are an integral part of any best-practices employee learning program today. The ability to deliver content to widely dispersed employees, on-

demand and then report on progress is essential to the management of an effective

learning function. There are exciting developments in LMS functionality, too. Many now fully

support mobile delivery, custom content hosting and a wealth of other features and

functions that might be important to your organization.

SOCIAL LEARNING. Social media inspired tools are everywhere. Yammer was one of the first

tools to bring true social media functionality to organizations, but it’s been followed by a

host of other solutions. In fact, nearly all of the top LMS and learning technology platforms

on the market include some form of social learning functionality. For instance, allowing users

to comment on courses or recommend courses to other users is a feature in some systems.

COLLABORATION. What may be driving the development of even more innovative and

sophisticated tools is the need for organizations to collaborate more effectively across

widely dispersed and scattered organizations. Collaborative tools can connect organizations in much the same way as social networking sites do by creating internal

networks of employees based upon a wide range of criteria from function to geography.

The best tools are so flexible that both organizations AND employees can create groups just

like social networking sites allow - by geography, interests, areas of expertise, etc.

Collaboration tools should allow employees to ask and answer questions, share ideas, links, files and any other content they find useful, interesting, relevant or valuable.

Click here to get a free

live demo of

BizLibrary’s

award-

winning LMS!

Click here to learn more

about

BizLibrary’s

Social

Learning

Application!

Q. What else works? A. Content

CLICK HERE TO CHECK OUT BIZLIBRARY’S

STREAMING VIDEO LIBRARY - 1600+ VIDEOS

With increased use of mobile

devices, we need access to

learning resources that work

well on a large range of

devices from desktops to

mobile devices. If done well, video presents an opportunity

to bridge the gap across

multiple platforms.

ONLINE VIDEO. The days when the only type of online training was

“slideware” – slides that the learner advanced -- are long over. Some of the

very best and most effective online content is high-definition video. Video

production has advanced to the point that organizations have great choices and variety of content and styles so they can find something that

suits their needs and culture.

CUSTOM VIDEO – Video is also easy to make. All you need is simple video

editing software and a camera. But – make sure you apply sound

instructional design principles to all content you build or make yourself. You

want to make sure the quality of your own content matches the

expectations of quality your employees have developed from your other

video content and from videos they see on the web.

Q. What else works? A. Content

CLASSROOM TRAINING. Yes. It works, and it’s sometimes the best way to

educate employees on certain types of content and subjects. It’s great for facilitating discussion and learning application.

USER-GENERATED CONTENT. Traditional employee training

departments might not like to hear this, but employees have

always shared their own content. The proliferation of a range of social media tools and collaboration applications is bringing

more and more user (employee) generated content closer to

real time use. It’s time we embrace this reality, this content has

value and it works.

BLENDED LEARNING. Blended learning is still the best way for

employees to learn, but we are not referring to blended learning

in a classroom. We’re referring to a true blended approach where

high-impact learning organizations incorporate technology tools,

learning technology, online resources, user-generated content,

learning projects, into a cohesive learning function that is

essentially invisible to employees, because learning is such an

integrated part of their day-to-day work experience.

So what’s changed? Fifteen years ago, Meg

Ryan and Tom Hanks fell in love over the internet

in the romantic comedy, “You’ve Got Mail.”

Viewers watched (and waited) in anticipation for the dial-up internet to connect… then waited

a bit longer for the chipper announcement that

they’d received an email.

Now, enter the year 2013. Those email exchanges seem almost archaic. Dial-up has

been replaced by broadband. Romantic

messages have been replaced with Match and

EHarmony. Our smart phones carry Angry Birds,

Kindle books, hundreds of friends on Facebook, GPS, Amazon shopping, and more everywhere

we go. Our data-driven world obviously

permeates our social life, but it has changed the

landscape of the current workplace as well.

Simply put, for better or worse, our work is always

with us.

We are now connected 24/7 like never before, and this connectivity allows work to move into every aspect of our lives, at a speed that makes the days of

“You’ve Got Mail” seem like a snail’s pace.

What’s really amazing about this connection to work is how we do it. Most of us

do it with our own devices! In a study by IDG Global Solutions, 77% of the 21,000 respondents used their smartphone for business. Fifty percent of those same

respondents also had a tablet, half of which were used for work. But less than 2%

of all corporate supplied training content was accessed on mobile devices in

2011.

But it’s not just technology. Demographics are changing. According to TIME

Magazine, there are about 80 million millennials in the workplace. This millennial

generation has a need for speed in workplace communications. This need for

speed is driving us to communicate with and contact coworkers constantly – via

instant messenger, emails, etc. And, this trend will only continue. According to

data from the U.S. Bureau of Labor Statistics, it is estimated that Gen Y – that

portion of the workers born after 1990 – will comprise more than 40% of the U.S.

workforce by 2020.

The technology and demographic shifts are accompanied by a major

behavioral change, too. Web 2.0 ushered in an age of a truly democratic web

where user-generated content dominates everything.

This shift of the media from the old newspaper format, to Web 2.0 represents a

change from media dominance by media corporations to media dominance

by the participants. Now, everyone can contribute. The rise of blogs is a

perfect illustration.

Apple sold 47.8 million iPhones last year alone

And only 46 % think their

companies are prepared

for Bring-Your-Own-Device

(BYOD) issues.

BYOD Insights 2013: A Cisco Partner

Network Study

90 % of employees

used their personal smartphones for

work-related purposes in the past year

?

In 1999 the number of online blogs was estimated at under 50 (You’ve Got Blog, 1999). By 2003, estimates are at 2.4 million to 4.1 million (The Blogging Iceberg,

2003). Now, virtually every site on the Internet allows for visitors to comment. Sites

like Wikipedia, Urban Dictionary, Craigslist, YouTube, even the commentary

section of news articles encourage user participation. It’s now part of our

culture.

So then shouldn’t the way we develop employees reflect these same

technology, demographic and behavioral shifts? In a word, “Yes.”

Employee learning should be available anywhere, anytime, just like the internet is available for employees away from work. Trust us; your employees are already

accessing information they need, when they need it, on their own devices at

work. Would you rather be a part of those conversations and discovery or

behind the curve?

First, get on board with the idea that you have to make information available on

your employees’ terms. That means on their devices, when they want or need it

and in a format they will digest. And in a world of 1 trillion YouTube views, the

best solution seems to be streaming video training. This is the way to engage the

younger generations that are taking over the work force. That generation is used

to constant, shorter content, and so video training content is a much more

fitting solution than the classroom training of the past.

Next, get used to the idea of user-generated content. Millenials are hard-wired

to be connected and tend to be more collaborative. By moving towards a

collaborative way of working, we can drive innovation among employees and

begin to see the benefits of crowd wisdom. Rather than a hierarchical structure of training (or employee learning), today’s training world will be flat and focused

on user-generated content.

If the American dream used to

be about stability

(and therefore security), the

Millennial dream,

both due to financial

circumstance and

preference, seems to value

flexibility (and therefore

freedom).

Michele Serro , founder and CEO

of Doorsteps.com. Appeared at

fastcompany.com

So – what can you do?

FORMAL ON-THE-JOB

SOCIAL AND INFORMAL

When you step back and think about all of this information, you end up with a

blend of . . . well . . . everything and anything.

Let’s return to a statement from earlier in this e-book. Keep it simple.

Learning content is anything your employees can use to perform their jobs better.

When we think about learning content this way, we can stop thinking about the

endless variety of training modalities, terms, styles and theories. Instead, we focus on

only what helps our employees perform better.

Learning content is anything . . . .

• Streaming video – formal resources needed to build foundational knowledge

and baseline skills

• User-generated content – advice from co-workers on safer, faster or more

efficient ways to use existing tools, equipment or resources • Custom video – rapidly made video explaining a new product release

• Questions and answers – employees ask and answer questions all day, but if they

ask and answer questions in a social platform everyone benefits from the answer,

as opposed to an e-mail exchange where only the sender and recipient benefit

We are limited only by our imaginations. We are learning all of the time. We learn at

work – most of the time. The shift we have to make as learning professionals is to quit

thinking in labels and categories. We have to quit thinking that we are the source of

learning. We aren’t anymore. If our organizations are going to really thrive, we have

to give up control of the employee learning function and turn it over to the people

who really ought to own it – the employees themselves.

Learning content is anything and we need access to it from anywhere.

After a slooooow start,

organizations are making

progress in offering training

via mobile devices.

1.4 % of training is available

on a mobile device

compared to 0.4 % in 2010.

ASTD’s 2012 State of

the Industry Report

PEOPLE TOOLS CONTEXT

Context.

“We need technologies to support

learning at work today. We can buy them packaged in a single,

centralized system, or we can

assemble them ourselves and

integrate them as much or as little as

we wish. They can be our learning

management system, our personal

learning environment, our knowledge

network or whatever. Whatever we

call these tools and systems, the key

thing is what they do. Properly

implemented, they help us make

sense of the issues we face, and work

better as a result,” Donald Taylor, from

the blog post, What Does LMS mean

today?

People Today’s workforce is more specialized than ever. Your top

talent in customer service, sales, product development,

marketing and manufacturing aren’t necessarily in

leadership positions or managing people – they’re doing

their jobs and they are stretched thin. But in the end it’s the

power of your people – the power of the crowd and the

wisdom of the crowd - that will lift your employee learning

to a new level. As learning professionals we have to find ways to facilitate and motivate this growth.

Tools To support widespread organizational learning we need

tools to allow easy access and provide context to the

training materials, user-generated content, sharing and

feedback. The use of tools and learning technology

enables more collaboration across the organization. In

addition, it makes it easier for employees at all levels to

reach knowledgeable leaders and co-workers across the

organization.

Who performs in employee training, development and education function?

As we’ve learned a little more about what an

employee learning program should look like and do,

we need to shift our thinking to who performs the

function in today’s organizations. Traditionally, we’ve looked to employee development professionals to

perform the functional roles associated with employee

development, training and learning. But given the flat,

collaborative nature of today’s work environments,

does it make sense to continue to rely solely upon these

same professionals to fill that role?

The correct answer is, “It depends . . . .” We will need a

new kind of learning professional to succeed in this

economic environment marked by volatility,

uncertainty, complexity and ambiguity.

We’ll need professionals with these traits and

characteristics:

• Digitally confident

• Highly connected professionals (internally and

externally)

• Collaborative

• Engaged with ambiguity

• Agile learners • Influences

• Informal leaders

These types of professionals will be able to adapt and

grow with our employees to meet emerging development challenges.

Information and Influence So – who will perform the

employee learning function of

the future?

Everyone. Open access to technology and networking tools

make that not only possible, but

completely routine.

• Informal Leaders

• Employees – each one

• Traditional roles still matter

• Instructional designers – how to

build content in new modalities

• Classroom facilitators –

collaborators and connectors

not lecturers

• Administrators – information

hubs and influencers

There is an old adage – “Knowledge is power.” This

adage has certainly been proven true in many, many

circumstances in the course of human history. But in

today’s modern organization, we’re seeing something entirely different begin to emerge. We’re in this era of

“big data”, and an economic world characterized as

VUCA where everyone has pretty equal and

democratic access to knowledge. Where is the power

of knowledge in such a world?

On the other hand, we’re faced with a world in which

organizations need flexible, decentralized networks

within a structure of strategic intent to manage the

complex dilemmas facing businesses. Knowledge

doesn’t matter much in that environment. The people

who can connect other people based upon common

interests, needs and expertise will matter. People who

can influence these networks and find the important

pieces of data among the chaos will be important.

“Knowledge” per se becomes less so.

Every complex network has “connective tissue.” In

human and professional networks, these are the people

who seem to know everyone. They are the people you

call when you want an introduction, or want to know who is the HR contact at XYZ Company. This is the

space into which learning professionals of the future

should look to fit. By becoming the connective tissue in

their organization’s flexible, decentralized networks,

they can serve a vital and strategic role in furthering the learning objectives and strategic objectives of the

entire organization and every employee.

Power is like being a lady…if you have to tell people you are, you aren’t.

Margaret Thatcher

We don’t know what skills and even what jobs are going

to be critical in three to five years. We need employee

development professionals who are able to help our

organizations adapt quickly as we learn more about

what our emerging needs will become. A traditional,

rigid, structured employee training department is

generally not set up to be this agile, and many of the

professionals functioning – quite successfully – in

traditional training departments might not be up to the

challenges of the new economic realities.

Another critical element we will see in truly agile learning

organizations is the commitment to continuous learning

required of all employees. We’ve already discussed the likely structure of employee learning functions, and this

function is probably going to be flat and much leaner.

With the constant progression towards Web 2.0 inspired

workplace productivity applications and tools, user-

generated content and internal social networks are going to be vital to the success of most organizations.

Employees are already pulling just-in-time content to

themselves. They are just not tapping into resources

provided by their employers to do so - 90% are already

using their own devices for work. But the fact of the

matter is employees need information at the moment of

need – not later. So employees, in many cases, are

already taking ownership of their own learning. Given

the influence of social media inspired tools, employee-driven learning will be the rule rather than the exception.

Ultimately, the employee learning function will rest

largely with the employees themselves.

“ “

www.bizlibrary.com/vuca

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management solutions specifically designed

for small and mid-sized organizations.

Our award-winning online content libraries include streaming videos, interactive e-

learning courses, custom developed courses,

reference materials and e-books. Additionally,

our cloud-hosted LMS, Performance

Management and Social Learning

applications help smaller organizations

streamline and simplify important talent

management processes.

In 2012 alone, our solutions were recognized

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