EDITOR’S COMMENT
Innovate or deteriorate
e.learning age magazine ISSN 1474 – 5127 published by Bizmedia Ltd
IN A BID TO escape the global recession, the private sector is currently battling an anaemic recovery and the threat of intense competition from all corners of the globe; at the same time the public sector, still reeling from the global financial crisis and the years of excessive spending, looks sets to be short of cash for years to come. Given such a difficult background, both public and private, it is surely time to think differently and act differently. No, not according to research from this year’s CIPD/Cornerstone OnDemand Learning and Talent Development Survey. Despite the recent advances in the science of how people learn, the survey shows that most organisations are slow to
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Contents 02 News
L&D professionals reveal how training is stuck in the past
05 Award News Kineo signs three-year E-Learning Awards sponsorship deal
06 Management How to work your digital PR collateral
07 Event report The eLearning Network’s magical tour
08 Learning management How two similar words are far apart in some businesses
12 Learning management
systems Feedback shows the LMS needs tailoring
14 Top performers How to get what you need from mobile learning
MAY 2012 17 Standards
Competition emerges in the world of e-learning standard setting
10 Cover story Building trades Games technology constructs vocational skills
18 E-learning community A three-stage approach for information gathering
19 Job like mine LINE Communication’s Dominic Mason on developing the right mobile strategy
20 Feedback The debate continues on rehumanising the personal learning experience
21 Chalkface & diary The game for the E-Learning Awards gala dinner takes to the water
incorporate new advances in training and development. Instead, they are relying on decades-old analysis and techniques. Of course, it is difficult for organisations to keep an eye on the very latest thinking and practices and it is right not to become too experimental in approach to learning and development in the workplace. However, relying on methods – even updated ones – first introduced in the 1990s means that organisations are in danger of ignoring an array of fresh insights into how individuals and organisations learn. The research has unearthed two weaknesses: first a lack of awareness about up-to-date knowledge on learning, and second a lack of confidence on how to apply that learning analysis in the workplace. There are undoubtedly pockets of good practice and L&D professionals who are championing some great learning in the workplace. However, it is clear that the good needs to spread further. And given the economic challenges bearing down on us all, this needs to happen quickly. Peter Williams Editor
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