TIS

MPS Interactive Systems Wins 6 Brandon Hall Excellence Awards

TIS — 2018-08-24T20:41:01+05:30

MPS Interactive Systems has added 6 more wins to its impressive awards tally at the 2018 Brandon Hall Group Excellence in Learning Awards. The wins consist of two gold, one silver, and three bronze awards.

Brandon Hall awards are widely regarded as the most prestigious awards programs for the eLearning industry. This year's wins cover a range of learning solutions, such as games, simulations, blended learning, and web-based training courseware.

Details of the six awards are as below:

Gold awards

PepsiCo – Supply Chain Leader Onboarding (Best Use of Blended Learning)
Vista Consulting Group - Recruitment Training (Best Strategy for a Corporate Learning University)

Silver awards

Western Union - Quest for Better (Best Use of Games and Simulations for Learning)

Bronze awards

Royal Dutch Shell – Integrated Business Value Game (Best Use of Games and Simulations for Learning)
Royal Dutch Shell – Bitumen (Best Use of Games and Simulations for Learning)
PepsiCo – Preventing Workplace Violence (Best Advance in Compliance Training)

To read more about the awards, click here.

Royal Dutch Shell and MPS Interactive Systems win in APEX 2018 Awards

TIS — 2018-07-23T13:05:26+05:30

Royal Dutch Shell and TIS, an MPS Interactive brand, have
won an Award of Excellence at the APEX 2018 Awards for Publication Excellence.

The award was won in the “Electronic Media – Education
& Training” category. The winning entry was an online
team-based game developed for Royal Dutch Shell by TIS
that allows learners to experience business
decision-making in a simulated environment.

The game offers huge flexibility in gameplay, allowing
learners to come together as teams across disparate
locations and engage in synchronous or asynchronous
decision-making.

Scale Versus Stickiness: The Eternal L&D Challenge

TIS — 2018-07-10T17:52:19+05:30

The first of the learning trends predicted for 2018 by Training Industry Magazine was “mass customization is driving learner experience.” Learners of today no longer want one-size-fits-all training. With millennials becoming a significant force in the talent pool, engaging them uniquely might well be the differentiator for employers. It is common knowledge that technology today can deliver it – but is it easy for L&D to do so?

In L&D, trade-offs between scale and stickiness are inevitable. With limited resources (time, money and people), it is almost impossible to reach everybody with great, personalized and sticky content on time, every time.

Readers who have been in the trenches supporting a new product rollout or a new software update will agree that getting the training ready and rolled out to thousands of employees in time is challenging. As content keeps evolving in these situations, getting the base version ready and out is stressful, let alone personalizing the content.

On the other hand, such contingencies have also resulted in thousands of hours of level-one content in organizations’ libraries. Many big organizations struggle to categorize, archive and search this database. Even if they spend the money to create engines to do this task, does the content really have many takers?

In the past few years, organizations have been leveraging managed learning services (MLS) to solve the scale problem effectively. MLS has been a great way to increase span without increasing cost. There are many other added benefits, such as standardizing content; centralizing training spends; addressing underserved segments of the target audience; and relieving the enterprise L&D teams from doing tactical work, helping them to focus on more strategic initiatives.

However, even as the MLS industry has been burgeoning, supporting training in the “factory mode,” a few exciting technologies have emerged. Augmented/virtual reality (AR/VR), gamification, collaboration engines, artificial intelligence (AI), machine learning, and big data are all geared toward making learning immersive and intelligent as never before.

The truth is that these technologies are still expensive, and creating a truly immersive experience takes time. The traditional models of web-based training or instructor-led training just don’t hold in these modes.

So, whither L&D?

These technologies are evolving at a fast pace. New devices, platforms and commercial models are emerging every quarter. It’s difficult to see exactly how the future is going to shape up. However, L&D can do a few things to keep them on course.

Gear Up!

Here are a few “dos” for the L&D community:

Do start with the paradigm shift: L&D professionals should deeply understand that the wheel has turned a full revolution. We need to take a 60,000-foot view that encompasses changing learner demographics, business realities, strategic priorities, technological advances and training philosophies to chart out a mid- to long-term blueprint. Taking some time out to kick back and carve your consciousness is a good starting point.
Do sell it well: Paradigm shifts need evangelists. They need visionary leadership. This is the time for L&D leaders to step up and integrate the function completely with organizational goals and create solutions that deliver results. This is an opportunity to involve the senior leadership team to envision the learning organizations of tomorrow.
Do work on infrastructure: In many organizations, the IT infrastructure has not kept pace with L&D aspirations. Many implementations of gamification, AR, VR and big data are hamstrung by IT limitations. L&D leaders should collaborate closely with IT to get the infrastructure up and running. It might involve upgrading the LMS. It might also mean finding a new cloud-based platform to augment the LMS. It most definitely involves investing in new devices.
Do collect data: While training ROI has been a raging debate for over a decade now, there has not been much headway so far to create a sustainable way of calculating it. Big data and machine learning are here to solve that problem. But it is up to L&D leaders to have the vision to create the models of ROI calculation. It might mean setting up your systems to do in-depth surveys, certifications and dip checks at various points of the learner life cycle. It might also require a data scientist to look at data differently and meaningfully.

Get Rid Of…

Here are a few “don’ts”:

Don’t flirt with new technology: If there is anything that can set you back a couple of years in your journey, then it is piecemeal experimentation. Work with conviction. Pick the right program, which will be the best showcase to the new mode or technology that you want to implement. Think it through. Plan out the implementation properly. Create a visible campaign around it. Measure outcomes in a meaningful way. Most importantly, be involved completely, from the top down.
Don’t assume learning styles/preferences: “It’s not for us – our organizational culture is different” is an oft-heard refrain in the L&D community when it comes to adapting newer methods and technologies. This is a misconception. To overcome it, talk to your target audience. Understand their needs. Study their preferences. Involve them in the process. Look for insights within your organization.
Don’t get stuck with volume: While there is wisdom in “if it ain’t broke, don’t fix it,” the traditional approach (creating a large volume of content using rapid development tools and templates) might be keeping you from exploring newer ways of training. For example, in case of software training, the approach has been creating “show-try” simulations, classroom training and a sandbox environment. Instead, how about starting with a gamified sandbox environment in which users figure out the software for instant rewards and a place on the leaderboard? How about crowdsourcing content from SMEs and users? How about weekly virtual instructor-led trainings to debrief and clarify doubts? How about collaborative problem-solving sessions using the new software? How about finding correlations between the activity in the virtual sandbox and the success of the software implementation?

These are exciting times to be a learning professional, because our aspirations and technology are finally converging. Let’s lead the change from the front.

By Priya Thiagarajan, Head - Simulations and Serious Games

Gaining Employee Buy-in for Your Digital Transformation

TIS — 2018-07-10T17:48:42+05:30

Digital transformations within organizations require serious investments of time and budgets, but managing this change across employees is one of the key levers to increasing the impact of the transformation and getting it right. Employees, the actual ‘users’ of these digital interventions, need to learn and adapt to a whole new work lifestyle.

Training and support are usually planned to streamline the transition through the initial phase of the launch. However, we classically start designing the user experience (UX) journey only from the point our users begin interacting with our digital solutions. This may be a little late.

Since these initiatives often do not directly impact the end-customer and are internal to the organization, we entirely overlook planning a pre-launch marketing strategy to unveil the digital interventions that are going to come the user’s way. Yet, to get the maximum impact from your target employee/user base, it is important to market these digital interventions to them before they actually get down to working on it. Planning an effective employee user experience (UX) through the entire digital transformation can help you successfully shift the needle to meet this initiative’s planned outcome.

Think of it as internal advertising and marketing communication for the digital transformation that your company is making, and it should be the first touchpoint in your target user experience (UX) journey. The marketing communication should be rolled out before the launch of the digital initiative for it to help generate a positive and receptive environment within your user base and lead to improved and quicker digital adoption. You need to pique their interest, grab their attention, establish context and relevance of the intervention in their roles and connect with them on what will be of value to them. These strategies will help you convince your employees that the time they will spend on the application or new system has clear benefits.

Change for any individual is not easy, and when the change is an unknown entity, there is always skepticism and trepidation on what to expect. Further, digital transformations in organizations are classically a top-down approach and often the target users (employees in this case) have very little knowledge of why this change is really needed. What they need to know is ‘what’s in it for them’; and how will they be impacted for the better. You have won half the battle if you get your users to begin interacting with your digital applications in an engaged and receptive frame of mind, having understood what they are going to gain from it, instead of mentally kicking and screaming and with a ‘mandatory’ sword hanging over their heads!

It is a good idea to put aside a small amount for internal marketing from the big budgets you are investing on the digital transformation, to get the users mentally geared towards appreciating and looking forward to this transformation initiative.

So here are few tips to get your plan in place:

What should one communicate?

Design an internal marketing pitch, the messaging needs to communicate ‘what’s in it for the user’ in this digital change.
Use the pain points and complaints from the earlier way of working as the basis to compare the improvements through this new change.
Advertise the direct advantages and benefits to the users, but it should be contextual to their work, not broad corporate goals.
Present a mix of both qualitative and quantitative benefits to create maximum impact.

How should one communicate?

Define a plan and schedule for the communications.
Build some anticipation and buzz around the release of the digital interventions within the user groups, advertise the upcoming release.
Design the content using marketing techniques like persuasion, context, benefits to the organization and the personal value the users will gain from this digital transformation.
Use channels that are visible in their daily workday; e.g. screen savers, posters, internal networks and social channels (both formal and informal).
Reel them in! Use teasers! Create engagement through videos, motion graphics, animations, competitions and games. Add a bit of lightness and humor in the ads, send the users personalized communications with the ‘what's in it for them’.

A little bit of creative planning and preparation will go a long way in gaining the acceptance and engagement of your employees for an upcoming digital transformation. While there is a lot more that can be done to build excitement, the tips in this article are a good starting point for your internal marketing plans, and will make all the difference between a well-executed and a poorly planned digital transformation.

- By Ishrat Shums, Chief – Global Marketing & Proposal Design

Imbibing a Consultative Mindset

TIS — 2018-07-10T17:44:39+05:30

You thought you had it all figured out when the raw content came from the client. A straightforward solution; you could wrap up in five weeks. Luckily, you have a good team too! The initial calls went off fine and the client seemed eager to wrap this up. You send the first storyboard … and it comes back shredded to pieces by the SME. Proactively, you ask for a call, confident of sorting this out. But the client is now very livid and states that TIS has not understood the requirements. You try to reason, but the client would hear none of it. They have decided that the course should be scripted and built in a specific manner. The SMEs are calling the shots now! Despite several iterations on the deliverables, discussions with the SMEs, and late nights, the project continues to go south. Before you know it, the matter is escalated to the top management.

Another day in the life for you?

Is making ALL changes, requested by the client, enough to keep the client happy? Is that even the right approach? What could we do to ensure that client’s needs are understood and a product is delivered to their satisfaction? Is some debate with the client appropriate, or necessary? Or, just let it be? How do we get them to see our point of view? These questions always bother us.

Some of you might agree that barring a few cases, it might actually be possible to manage and collaborate with clients/SMEs, if we are able to gauge their needs better. This is achievable if we resist the temptation for ‘fight or flight’ and cultivate a mindset that enables better engagement with clients and discovery of their needs. In fact, a consultative mindset provides an effective path to generate positive outcomes. Again, this is not a one-approach-fits-all solution, but a general trend.

Here are few ingredients of, what consists of, a consultative mindset:

Do Your Homework (Prep up): Read up on the topic and the company beforehand when you talk to the client. It helps break ice with the client when they understand that you have some basic knowledge, or at least interest, in their work and culture. This will go a long way in building the initial rapport with the client, which in turn is likely to help you in selling your ideas faster.

Pre-set Expectations: After the kick-off formalities are done, in the first call itself, define a structure for the calls and emphasize the importance of communicating concerns immediately. Some clients don’t need that boost of confidence, but some can be reticent and need this reassurance.

Probe: Ask probing questions. Don’t hesitate to ask things you haven’t understood: why the client might need a particular feature, jargon the client uses often, why the client is pushing against one of our design features, etc. Clients often do not know “what they do not know” and use these terminologies out of habit. In fact, they might open up more with our questions.

Enable a Conversation/Discussion: This one is vital. You are not a “vendor”. You are the client’s partner. Believe it, and let it come out in your interactions. Make it a partnership. Take time to understand client’s business: Is it a change in business model? Are they having operational problems? Is there an issue of time to competency? Paraphrase what the client tells you, without using the exact words. Weave your own perspective. This serves to clarify and communicate your point of view and helps reaffirm your understanding. Recommend and assist them in ways that are specific to their unique situation and goals.

What’s The Big Bet? Figure out the end objective of the training solution. Uncover key business problems, which client’s industry is facing: dwindling customers, manufacturing losses, an impending product launch, or cultural issues. Try and steer your thoughts and recommendations to how it will help achieve the end objective. It could be launching all courses by fall or a solution which helps cut down the onboarding time of learners. This will help sell your ideas faster.

Provide Assurance: The client is looking for someone to understand their point of view. At this point, break from thinking how it will fit into the scope (which is definitely important) and try to understand their perspective. Only after understanding their perspective, would you be able to provide a solution that will fulfil their needs. Transform the interaction from a checklist scope fight to a broader give-and-take discussion. It’s easier to bring things within the scope once you have addressed their concerns with assurances on alternate ways to deal with them.

Ratify Understanding: When you explain a concept, sometimes you intuitively feel that the client has not entirely bought into it. You will know this by the client going quiet and just staring into your presentation, sitting back thinking, trying to collect his/her thoughts, or saying “Yes”/”Ok” in a half-hearted manner. At this point, stop and ask if they have a question or point to make. This will help them trust you and also avoid expectation issues later on.

Speak Up: Shed your inhibitions. You don’t have to just sit and listen. Make your point. And back it up with some theory or experience you are comfortable with. Make it relevant to the topic under discussion. Remember that they are wondering about how the solution turns out as much as you. So, don’t worry. J

Don’t be Defensive: Never be defensive of your concepts and solution. Instead, ask questions and discuss ideas in detail. Walk them through your assumptions and reasoning. Chances are, you will be able to show weight in your concept. This will also show you as flexible in your approach. If you need time to process the criticism and come back with solutions after discussing it internally, ask for it confidently. Just don’t do it too often or you come across as unprepared! And of course, if the client has a point, or several, concede the change gracefully. Remember, you’re co-creating something: you bring the learning expertise, the client (generally) brings the business expertise.

Get Into Their Mind: We are not talking about hacking client’s mind! Gauge the client’s thinking style. Do they like creative, logical, or number-based explanations? Frame your response accordingly. Tactics that work: a) use analogies to everyday things b) Mock it up! Use tools available in web conferences. For instance, the Draw tool in WebEx meetings that you can doodle with.

Play Devil’s Advocate: Challenge ideas, even if they are your own, by playing devil’s advocate. You may make an argument against a position that either you or your client has taken for the sake of a debate to explore a thought further. Think using a ‘What-if’ kind of question. Propose alternative approaches that haven’t been considered, if required. This way the client will feel that you are completely involved in the discussion and are thinking about a solution from a wider perspective leading the client to open up more. They will most likely end up giving solutions to the problems themselves. Very importantly, they will be assured with the thought that you are not only trying to get a closure but trying to get the solution right.

Seize the Moment: Learn to quickly articulate at the first available opportunity. It’s often difficult to set the context later. Don’t wait. Be prompt. Don’t wait for others to speak up first.

Identify your Champion (or Create One): This is important. Try and quickly identify the one person in the client’s team who can help steer things in your favor. This person may either be the main stakeholder or someone whose opinion makes a difference and can influence key decision makers. Try to take this person into confidence without stepping on anyone’s toes.

In the end, it boils down to finding ways to work with a client to achieve a common goal. And a consultative mindset enables you to be nimble, open, creative, persistent, and inquisitive. It cements your relationship with the client and makes you a trustworthy partner.

- By Srijit Prabhakaran, Vice President (Simulations) & Arvind Waghmare, Director (Modeling)