Blog Post

Education Outside of the Box: 3 New Ways of Learning

Cornerstone Editors

What do Google co-founders Sergey Brin and Larry Page, rapper P. Diddy and chef Julia Child have in common? Turns out all three attended Montessori schools, which stray from traditional education systems by emphasizing independence, freedom within limits and respect for a student’s natural curiosity.

While plenty of influential people have excelled in standard learning environments, the success of these individuals is a reminder that there’s more than one way to approach education. Here are a few examples of alternative learning styles that managers can incorporate into their teaching methods.

Minimally Invasive Education

Championed by Sugata Mitra, Minimally Invasive Education refers to a form of learning in which children operate in unsupervised environments. In 1999, Mitra was chief scientist at global talent development company NIIT. His team carved a hole in the wall that separated their building from the slum in Kalkaji, New Delhi, and set up a computer in the space. Using what’s now known as the "Hole in the Wall" methodology, the children began learning to use the computer on their own.

Employees can benefit from the same self-teaching tactics. Mitra's experiment showed that, given free and public access to computers and the Internet, anyone can become computer literate on their own and teach themselves basics. On a broader scale, Minimally Invasive Education argues that learning is a process you do, not a process that’s done to you — a philosophy that can certainly be integrated into the workplace.

Spaced Repetition

Rooted in psychology, spaced repetition incorporates increasing intervals of time between subsequent reviews of previously learned material. For example, if students using math flashcards get the right answer, they’ll use those cards less frequently than the ones they answered incorrectly. With computer-assisted learning, software programs can tailor the spaced repetition to learner performance.

Formative Assessment Learning

Teachers who are proponents of Formative Assessment Learning use ongoing evaluation to inform targeted instruction. According to a study from Florida State University, researchers found that "when early elementary math teachers ask students to explain their problem-solving strategies and then tailor instruction to address specific gaps in their understanding, students learn significantly more than those taught using a more traditional approach."

Applying this methodology to the workplace, employees are encouraged to monitor and regulate their own learning while reporting to managers issues they may have in learning processes.

[Image via CanStock]

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Central New Mexico Community College (CNM): Driving continuous improvement with streamlined recruiting and increased learner trust

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Central New Mexico Community College (CNM): Driving continuous improvement with streamlined recruiting and increased learner trust

Central New Mexico Community College (CNM) is the largest higher education institution in New Mexico for undergraduate enrollment. CNM ranked No. 1 in the nation for the number of associate degrees and certificates earned by Native American students, No. 3 for Hispanic students and No. 6 overall for all students combined. CNM’s previous Applicant Tracking System (ATS) made it difficult to identify, track and hire qualified applicants. “Requisition templates either had outdated information or weren’t aligned with today’s needs,” said Michael Hardiman, human resources consultant for faculty contracts at CNM. “There were several thousand different versions of postings, and no connection between our management and ATS systems. Plus, all updates had to be made manually.” The old system offered zero reporting capabilities. According to Karen Montoya Paisano, director of talent management at CNM, “There was no historical information. Once a posting was submitted and hired, it was gone. The inability to measure the success of our hires posed real limitations from a talent management perspective.” Multiple training platforms made training equally challenging. “We had disparate, uncoordinated activities around training,” said Trish Heaton, talent development officer at CNM. “Users had to log in to multiple LMSs, and the systems didn’t communicate.” Why Cornerstone In 2015, CNM implemented Cornerstone OnDemand’s talent management platform as part of the college’s strategic plan. “As a community college, we’re facing decreasing public funding and student enrollment. To survive, we must make our jobs more efficient and our services more customer oriented,” said Feng Hou, CIO and chief digital learning officer at CNM. “Yet we knew HR simply could not accomplish what the college wanted to accomplish with our existing system. We needed technology that would help us function more efficiently and effectively.” Implementing Cornerstone was also a key component in elevating HR’s approach to talent management. “Instead of just recruiting and training, we wanted to encompass the whole talent development cycle from hire to retire,” said Trish Heaton, talent development officer at CNM. “We knew Cornerstone would enable a more holistic approach.” The Results Increased access to meaningful data. Previously, HR had zero access to recruiting metrics. “You can’t make process improvements without data,” said LaMonica Whittaker, director of technology projects at CNM. “With Cornerstone, we can see the data. We know what’s going on historically. And we have insight into what we need to do better.” Enabled real-time communication with candidates. Before Cornerstone, applicants often wouldn’t hear about their status until a position was filled. “Today, we have real-time communication with applicants,” said Heaton. “If someone doesn’t make it past an interview stage, they immediately get an email.” This increased communication has also reduced the time it takes to hire new employees. Ensuring candidates have a positive experience is crucial to CNM’s reputation. “Applicants share that kind of information,” said Karen Montoya Paisano, director of talent management at CNM. “The ability to communicate with them in real time has helped us create a rapport with the community.” Increased learner trust and integrity in the training process. The lack of visibility and reporting capabilities in CNM’s legacy LMSs led to decreased trust by both learners and HR alike. “There was low trust in our previous system. People were afraid they weren’t going to get credit for learning,” said Heaton. “Cornerstone has helped us build high trust and integrity into the learning process. Employees know they are going to get registered, their progress will be tracked, and that their records are in fact in the system.” Streamlined mandatory reporting. As a public institution, CNM must comply with numerous regulatory requirements. “When someone submits a requisition, everything they need to process that posting and hire is in the system,” said Paisano. “They don’t have to look for up-to-date information. It’s all in Cornerstone.” Simplified hiring processes. Since implementing Cornerstone, the new hire workflow has been transformed from a “spaghetti process” requiring dozens of steps to one that requires less than 10. “Cornerstone has significantly improved the efficiency of the hiring process” said Hou.

The New Generation of Educational Video Games

Blog Post

The New Generation of Educational Video Games

Often associated with violence and cultural degradation, researchers at University of Wisconsin-Madison’s Game+Learning+Society think video games deserve a better reputation as teaching tools in classrooms and workplaces. The group is currently designing video games that create engaging ways of learning about biological systems, civic activism, pro-social behavior and many other STEM topics. Perhaps more importantly, they’re building games that people actually want to play. Forget "Oregon Trail" and "Number Munchers." The new generation of educational video games aims to immerse players in situations that can evaluate their learning in real time and rewire their brains. Using innovative game mechanics, data analysis and assessment methods, the goal is to seamlessly teach players without them realizing there’s a lesson involved. Extensive back-end analytics allow researchers at GLS to mine patterns of play and tie them to specific learning outcomes. Could these games replace the need for after-the-fact assessments? U.S. Secretary of Education Arne Duncan hopes so. "I would love to see...more reliable, meaningful, and easy-to-administer assessments that help us understand whether we are teaching the noncognitive skills that predict students’ success in college, careers, and life," he said at the American Educational Research Association Conference in May. "This is the next frontier in assessment." What are the workplace applications for video game-based learning? Read more on Human Capitalist. Photo credit: Game+Learning+Society.

3 Key Attributes of Holistic People Experience Design

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3 Key Attributes of Holistic People Experience Design

Your employees crave a work experience that’s uniquely personal, and where growth and development is rapid and continuous. At the same time, your organization needs to be ready to retrain and redeploy talent to remain competitive in rapidly shifting market conditions. The stakes are high. And yet historically, work design has centered on efficiency. The result is rigid structures and workflows that don’t meet employees’ needs or flex with fast-changing conditions. The good news is that effective practices around people experience design can drive significant impact for business, people, and innovation in an organization. In this webinar, Betsy Summers, Principal Analyst, Future of Work with Forrester Research, and Mike Bollinger, VP, Strategic Initiatives with Cornerstone, share how taking a more human and holistic approach to people experience design connects people with growth opportunities, and business goals with purpose. To help everyone achieve extraordinary outcomes — together.

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