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  • Josep Baijet 9:00 am on December 4, 2013 Permalink | Reply
    Tags: , , training,   

    Training in Business Using Enterprise Social Networks 

    Estimated reading time: 5 minutes

    Businesses need to innovate in training systems they use with their employees in order to make training more attractive and effective. I already spoke about the different factors to take into account when trying new ways of training employees in an organization. Today, I will speak about how to innovate while training employees through Enterprise Social Networks.

    There are already busy and crowded virtual societies that communicate through open online social networks such as Facebook, Twitter, and LinkedIn. Gradually companies see that it is also very useful for this kind of community created in organizations, are opening and using enterprise social networks that establish mechanisms for ongoing training and socialization between components. 

    The combination of  e-learning with Enterprise Social Networks exhibit one of the most innovative and powerful tools to train people.  At Zyncro we have done learning studies where we see how people, during training activities, continue the activity outside class hours and exchange data, opinions, multimedia content, work, etc., and incorporate the training in their professional daily life and vice versa.

    This makes the training form an integral part of their activity and that content is upgraded on time and with micro information that allows people to have them each day. We often see how to formulate a question in the training group, and another student gives a source of information or a response faster than the tutor himself;  or how a group decides to advance in a certain topic that was not a part of the initial content of the course but everyone agrees that it can be more useful than other parts of the course that was planned at the fast obsolescence of some content. And this can only be done with tools that allow this agility of action. 

    The creation of groups is one of the most powerful features of these tools that allow easy creation of learning groups and the exchange of information at different levels, transverse, verticals and multidisciplinary that give the student the possibility to obtain from each person the most useful and relevant information.

    Another advantage of these types of tools is getting that content to stay in the organization. 

    (More …)

  • Josep Baijet 9:00 am on November 26, 2013 Permalink | Reply
    Tags: , , training,   

    6 Factors to Consider in order to Innovate Methodologies in Training for Businesses 

    Estimated reading time: 5 minutes

    Training employees is key to achieving objectives and the innovation necessary to adapt methods to the conditions. To decide how to train our employees today we must take into account diverse circumstances that occur and determine action.

    1. The constant change

    Content changes at great speed and expires rapidly. It is difficult to establish programs and educational objectives when at the same time they are being fulfilled, they are also being changed. 

    2. Innovative Trends

    The businesses that are achieving important changes in employee training use combined processes: classic methods (classroom training or from a distance) and innovative methods (social learning).

    3. Empower the organization thus train the employees

    Work relationships of small duration make it necessary to keep knowledge within the organization. Talent management happens in order for the organization to be the one with the talent and that the people can be the ones to obtain it through informational systems and through the transfer of people. This implies that knowledge is not lost when one person leaves, rather it is kept within the company.

    Let your employees know that having knowledge and training must be a consequence of your organization having it and vice versa.

    (More …)

  • Raúl González García 9:00 am on July 12, 2013 Permalink | Reply
    Tags: , , , training,   

    Three occupational competences that mark the difference between the 20th and 21st centuries 

    Estimated reading time: 3 minutes

    Three occupational competences that mark the difference between the 20th and 21st centuriesThree e-competences that still haven’t been learnt at many universities but that are still in great demand in many organizations:

    1. From the individual we have gone towards the team, and from the team we are going towards the network.

    If the capacity to work in a team was one of the most sought-after competences in the last decades of the 20th century, today it has been joined by the ability to work in networks.

    An omnipresent job, without the usual physical barriers and more flexible relationships, requires the ability to adapt and collaborate openly with all types of environment and people. From the traditional workplace, we are in the transition towards the virtual work environment, in which individuals work connected with different projects, new people and different work structures.

    (More …)

  • Juan Ignacio Barenys 9:00 am on April 18, 2013 Permalink | Reply
    Tags: continuous training, , , , , , training,   

    The People Manager as a Trainer 

    Estimated reading time: 6 minutes

    In this blog, I highlighted a few weeks ago how positive it is that the expression “human resources management” is being replaced by “people management”. It’s not something trivial. The temptation to treat people exclusively as resources has been enticing and has brought with it attitudes that are not favorable for their overall management, beyond the mere administration.

    People management is not solely the responsibility of the departments created for such purpose in organizations. It is the asset and unavoidable obligation of those professionals who are responsible for managing others in their organization. It includes diverse functions, however today I would like to highlight one in particular, perhaps the one most forgotten: continuous training. And never a word better used than continuous, meaning: without interruption, without need for prior planning and without resorting to the well-known liturgy of classrooms, audiovisual media and reserved timetables. All the above is not strictly necessary for training people, although obviously it helps.

    Has anyone ever told, for example, a sales director to not provide training in sales techniques himself whenever the opportunity arises with his agents? Has any ever stopped a production manager from continuously transmitting his experience to the engineers under his command? Of course not. There is no people management or human resources (or however you want to call it) department that can regulate substitutes, more or less dressed up as academics, that highly personalized, enormously practical and directly focused training for the organization’s benefit. Training that is given in the day-to-day, in the work meetings, in the individual conversations and in any act that includes the slightest touch of communication.

    However, on many occasions it happens like that. Managers omit with excessive frequency and ease the responsibility of giving that ideal training and clumsily resort to the cruddy “you’ll have such and such training program” or “they give me people that don’t need training”, unacceptable clichés in a modern idea of people management.

    We shouldn’t manage, at a level, without explicit desire to train the people managed. And that should not sound like out-dated altruism, please. On the contrary, it is not just the most noble of the acts in management, but also the most profitable, in terms of benefit for the people, without a doubt, but also for the organization that houses them.

    To train people, not resources, first we need to know what their learning processes are. This way, the corresponding teaching procedures can be adapted. Not everyone learns in the same way; as a result, you can’t teach them in the same way. In formal education of groups, it is difficult to individualize those procedures, but when it is daily training from management, it can be done. It’s often enough to want to do it and to provide the personal means to do it.

    There are five learning processes that we people use: stimulus association, consequence association, imitation, peer mediation, and reflection. A combination of these can occur, and in fact, it almost always does. In each person, there is a dominant process and the other that accompany it. These five processes have another number of procedures for teaching associated: adapting the practice conditions, increase feedback, show, provide guidelines, and invite reflection. Also here “each teacher has their own book”, i.e. there is a dominant procedure. From conjunction between them, that training to which I refer will emerge spontaneously, and the figure of the manager as a people trainer will be recovered.

    Juan Ignacio Barenys de Lacha is Director at Odati and Eskpe Consulting. Member of AEDIPE, creator of the Odati Method for training executives and managers, ex-CEO of Olivetti Information Systems Spain and of Sligos Systems and chairman of the World Forum Congress in Washington in 1990.

  • Virginio Gallardo 9:00 am on April 10, 2013 Permalink | Reply
    Tags: , , , , , , training,   

    The future of training will be social in communities 

    Estimated reading time: 8 minutes

    Editor’s note: Virginio Gallardo has let us post this article from his blog where he talks about what the new social learning environments in communities will be like. At Zyncro we are prepared for this revolution, what about you?

    We create much knowledge with a high expiration and this forces companies and professionals to reinvent knowledge management, training and business development processes.

    There are things from the past that we should bury in the past forever, because they block new ways of seeing the future. This is especially true in all things associated with what we know of education and training.

    We must learn to live with new concepts like personal learning environments, “gamification”, socialization of learning… although for many these terms are strange and unknown.

    However from all these new ways of learning, I suggest you reflect on the role of Communities, new organizational structures that are not mostly created with educational purposes, but that are the major source of learning in our professional future.

    Social learning, in communities

    In the company, learning in classrooms, memoristic, conceptual, separated from the reality, cognitive, disciplined learning… is disappearing. However, the classroom continues as the basis of business training. We must make the effort to forget this way of undersating education in companies, as the future has little to do with this reality.

    The new ways of learning will be often informal, outside the classroom, without programs, “serendipity”, ubiquitous (in any time and space), cooperative (social, in groups via conversations), participative or inclusive, where we are not just recipients, but also creators of content and ideas (prosumidors).

    Learning will be integrated in our company’s behavior and values as an on-going and collective phenomenon that will affect all us professionals constantly. For this reason, from the company we must ask and help our professionals to create their own personal social learning environments, which in some cases will be closely connected with the company, but on other occasions will be connected with external professionals or systems and educational institutions. The professionals that survive in the future will be socialnetworkers, experts in developing themselves in networks.

    Of all these new phenomena, the most revolutionary way of learning is that you learn with others in collaborative work environments: communities. Usually in technological environments where you connect, share, analyze, question, apply, share, analyze…

    The communities designed for learning are the so-called communities of practice. They are the most well-known: groups created with the purpose of developing a specialized knowledge, sharing learning based on the reflection on practical experiences. This type of community will be created in all companies and in all business environments (commercial, production, management, etc.)

    Many workers will be present in external communities of practice. Faced with the complexity and specificity of the knowledge of many of their workers, they will be trained with external resources, resulting in socially intelligent workers. And this will be done with external academic institutions and platforms, many on the Internet or in external informal groups. Many employees will create their own social learning space on which their professional success will depend.

    However, intelligent organizations will create, above all, another type of community. Communities that are not just used to share internal knowledge, but to resolve business problems, with the knowledge of employees being used to do this. Intelligent organizations will ensure their employees are connected in the network with other professionals, especially within the company.

    More efficient social environments for learning are not environments created to learn

    The most relevent learning theory for the digital era is connectivism, which according to George Siemens establishes that learning starts from the diversity that emerges from connecting people (nodes) and the quality of their connections, where decision-making is itself a learning process.

    The new ways of learning give increasing importance to action and real or simulated decision-making within the network learning process. The communities designed to improve processes, to reduce costs, to increase sales, to analyze new products, will be the communities where the professionals learn the most.

    The learning that will extend in the future will not separate learning and work, it will not separate theoretical learning and real decision-making, it will not separate between communities to learn and those used for decision-making. Communities where the most will be learned, those that will be most used in the future are the communities whose goals are associated with business: communities for improvement, innovation, creation, systemized…

    The goal of these communities is not to develop applied knowledge; the goal is change, the transformation or achievement of goals. They will be created to innovate, although they will be the greatest source of learning for new workers in the digital era.

    These communities will have many characteristics of the communities of practice, but proactivity and distributed leadership and the creation process of ideas to implementation (the so-called idea trip) will be the new bases of success. These communities will be the most mutable and flexible organizational structures, in which there will be roles and decision-making that require the management of complex knowledge thanks to the participation of diverse specialists.

    No, we won’t separate work from learning again. And this will make us think that perhaps there are memories from our childhood that we should not bury in the past forever and that we should remember school and how we learnt there… in the school yard. We will learn like we learnt when we were kids, experimenting, sharing and creating collaboratively, making mistakes and correcting ourselves, to achieve goals.

    Virginio Gallardo is Director of Humannova, a HR consultancy specialized in helping lead innovation in companies and manage the organizational transformation. He is author of the book “Liderazgo transformacional” and coordinator of “Liderazgo e Innovación 2.0”. This post was originally published on “Supervivencia Directiva“, where you can follow his thoughts.

  • Patricia Fernandez Carrelo 9:00 am on October 2, 2012 Permalink | Reply
    Tags: , e-learning, , training, , , Zyncro Learning Institute   

    The Zyncro Learning Institute is here! 

    Estimated reading time: 4 minutes

    After completing the arduous task involved in defining the right methodology, the best courses and suitable learning contents, today we’re proud to present the new:

    Zyncro Learning Institute

    Zyncro’s Comprehensive Learning Environment

    At the Zyncro Learning Institute, we wanted to offer our customers and partners a set of training courses on concepts associated with Enterprise Social Networks, teaching students about Zyncro features, both as users and administrators, aspects in technical development, and even Zyncro sales distribution strategies. Furthermore, we will gradually add new courses and contents as we go along, to offer you the best comprehensive learning system on the different areas related to Enterprise Social Networking.

    We’ll leave you with the video presentation of this new initiative, presented by the Zyncro Learning Institute director, Josep Baijet. We hope you find this Zyncro continuous learning system to be extremely useful.

    Enroll in the Zyncro Learning Institute and… learn about Zyncro!


  • Sandra Bravo Ivorra 9:00 am on May 18, 2012 Permalink | Reply
    Tags: , , training   

    The lack of training means the death of companies 

    Estimated reading time: 3 minutes.

    I’m left handed. Like many people. But when I was small, I used to think that I was the odd one out, as my grandmother never stopped saying that it was normal to use your right hand and started to correct me… What’s more, when she saw me doing anything that she didn’t like, she’d come out with “You don’t do it like that (meaning the way in which I decided to approach a specific task), it’s done like this.” (meaning the way my grandmother did it). Luckily, although I was always a good, obedient child, I paid little attention to many of her demands, and continued writing, eating and living with my left time, at the same time I found new ways of doing things that I had always seen done in a boring, methodical way.

    In a short time, new technologies and the Internet have meant an authentic revolution in the way of relating to one another and communicating socially. It also affects, to a greater extend, the business world. Companies no longer target anonomous, mass customers who buy anything, rather they need to seduce an increasingly more segmented public who knows—and demands—what they want and who, for the first time, has a voice and an opinion. The end user knows the evaluation that others have made of a specific product or service and demands a personalized, quality attention.

    However, faced with this change in paradigm, which is no longer anything new, many companies continue to live in the past—not even in the present—and preserve business values that underestimate the importance of training and creativity. Imagine if all major business owners of our country continued to apply the advice of their grandmothers to the letter. Although they are valuable and esssential, they belong to an era that is not ours to live and, like everything, that advice is no longer valid.

    Reinvent yourself or die. The lack of training means the death of companies.

    As I heard Doménec Biosca, president of Educatur, say at a conference recently, “we cannot continue to talk about human resources, rather people with resources.” Products and services, when it comes down to it, are quite alike. What marks the difference is people, who have to be capable of moving the customer, giving them a unique experience and personalized attention. But that can only be achieved by companies that have previously managed their internal emotions. In other words, that have analyzed and encouraged the skills of their employees, that promote channels of efficient communication and that go that extra mile to achieve specific dreams and not just business figures. Nowadays, in a especially hostile environment, only those that want to survive do —wanting is power—, in other words, those that adapt to changes best and quickly, not the strongest.

    Sandra Bravo is founding partner of BraveSpinDoctors, a strategic communication and political marketing consultancy.


  • Marty Mallavibarrena 10:49 am on July 7, 2011 Permalink | Reply
    Tags: , , , , , , , , , , training   

    Enterprise Social Networks: Fact or fiction? 

    Estimated reading time: 6 minutes

    At the very moment of considering whether or not to evolve our current IT platform to a 2.0 variant, we must be clear about certain aspects related to its implementation.  As always, we will have to analyse our environment very well, measure our level of resistance to change and make clear and solid decisions ensuring the necessary level of support from management.   In any case, real risks are mixed in with the mythicized perspectives that many people have about social networks (not always objective) and their lucrative Internet usage.

    1. Security, Privacy?: Are probably the most popular risks (though pretentious or unrealistic) for these types of solutions.  If the implementation is carried out in the correct manner and the staff understand the working philosophy, nothing needs to change as regards being careful about sensitive information getting outside or to sharing important data inappropriately in undesirable forums within the organization.

    • This is the most common case suffered by many executives’ lack of “collaboration 2.0” culture (they see everything as being like Facebook) and they forget that their personnel remains the same and that everybody has a profile in this type of platform therefore all of our contributions (“good or bad”) remain properly registered (as opposed to the Internet where our profiles do not necessarily have to be so “real”).
    • Obviously there are software solutions (online and with coherent approaches to working) to control these possible information leaks via the organisation’s different channels and digital platforms.
    • In the same way, it is usually thought that this type of environment, as with the symmetrical Internet is more exposed to spyware, viruses and the classic security problems.  Clearly the fear is unfounded given that it is an internal platform where the level of control and surveillance is very high in most cases.

    2.  Loss of control over content: This could be one of the main advantages of this type of environment (the auto structuring of information within the collaborative community) it could turn out to be a nightmare if things are not done correctly or the evolution is simply not planned.

    • The current information creators and the basic flow of information should remain intact on the whole, though adapted to the new strategy.  Various other people within the organisation will now be able to create, comment upon the work of others, label and share in other spaces within the infrastructure.
    • In the launch phase of the solution, the current main content creators should be considered and an effort me made for some of them to act as “believers” or as “champions” (the same as in other project management techniques).  It is vital that these people understand that the new solution is not only a risk but that it will also provide advantages in terms of enriching content (file sharing, labelling, recommendations, etc.)

    3. Inappropriate usage (productivity decrease): Is an unrealistic problem that arises from the employees being apparently “entertained” (as when on the Internet) instead of working.  This is a myth on most cases and with all change comes a learning curve as to how to use the related platform.  If our new environment is very attractive and offers many communication possibilities, everybody will want to experiment during the first few weeks of use and test it to the maximum as what happens for example, in instant messaging environments.

    • Everything will go well if we guide our users and they quickly understand good practice.  The onscreen mix of generation X and Y will have a great influence.  Lead by example (starting with the CEO) is a good strategy to eradicate this problem and end the myth.

    4. Complexity and redundancy in systems map: If we have made bad decisions and/or have had a bad implementation, certain operations will not be natural.  They will be complex and overlap with others that have not been updated in parallel.  As a consequence we will not have this impact foreseen and problems will arise on their own.

    • It is a common case that the proper use of collaborative 2.0 platforms clearly reduce the tendency to use internal mails and in other cases it changes the focus of storing content (previously on servers but now in the cloud).
    • In both cases we should foresee that in order to act consequently regarding our IT (less storage and better communication for example).

    5. Training and unnecessary evangelization: As with all change process there is a need for management: a training plan, champions and control in the different stages.  If the user does not understand the environment and is not trained properly, they will never use it in the intended way and the entire collaboration philosophy will begin to fail.

    • The percentage of generation Y in your ranks will be a a factor of influence but all of these activities will always be necessary.

    6. It is not necessary to motivate the employee to accept change: If we make an important change and implement the environment without ensuring that all employees feels that it is a “win-win”situation (all: the company and the workers) it will be difficult for it to be successful.   The benefits to all should be considered.

    7. Excessively changing technologies / loss of IT control: Your company’s IT department could be resistant to this type of infrastructure due to the supposed “loss of control” over the environment (it is assumed it is a democratic system and on the whole auto-regulated) as well as being too subject to change with regards to the associated technologies.   This last component is inherent to the entire IT platform and will be more closely linked to  the unknown as to 2.0 technologies and the Internet.

    • The key IT people should be a part of the team that promotes the system but always in line with the agreed strategy.
    • They should understand that the system has many advantages and should provide support whenever necessary, evolving the current and implementing the new whilst controlling the level of use in the first stages and providing support to the future evolution.


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