The Utility of LMS, LXP, and TXP
For many years, companies have questioned how technology can be best used to manage their training strategy. And within L&D itself, there were three camps: believers in face-to-face learning, those who were passionate about working with people, and the future-gazing few who loved e-learning tech and claimed that the future was digital.
The “LMS” brought all three worlds together. Training sessions were managed, with enrollments for the classroom captured, joining instructions issued. It also became the place where e-learning could live.
The world of L&D became more and more familiar with “SCORM” (Sharable Content Object Reference Model) and other such L&D tech jargon.
In essence, there was an acceptance that learning could take the form of both e-learning and in-person learning.
As the name suggests, the focus of the LMS was “Management” – the technology-empowered the company to ensure that proper training happened.
The current technological landscape has pushed the boundaries of LMS. Yes, there is still the need to manage the required training, but learning is so much more than “training.”
The LXP (Learning Experience Platform) has arisen out of a baseline belief that learning at work is an experience unique for everyone.
Just as consumers have freed themselves of the constraints of the television schedule, high street shops, and radio schedules with on-demand services like Netflix, Spotify, and Amazon, corporate learners expect more than a top-down training schedule managed by their bosses.
LXPs empowers users to discover content from a variety of sources. They have become popular in suggesting personalized content, recommending third-party articles, index documents, videos, and other digital assets by deploying intelligent methods.
The LXP embraces the fact that learning happens all the time in an almost infinite number of modalities.
But there is a problem with this. Improving the Learning Experience is excellent (and necessary), but how can companies ensure they push the formal learning?
The next chapter in the saga is the TXP (Talent Experience Platform). The TXP ensures that this improved learner experience aligns with the organization’s goals and the world.
Companies today need their employees to develop and learn new skills. The world is changing quicker than ever, with external factors like the pandemic and climate change altering the paradigm for the future of work.
The TXP refers to a new employee experience. The end-user is presented with a consolidated platform that maximizes the learning experience and guides the user on required skills related to the company’s unique situation.
For example, if your company needs more Data Scientists, the TXP will promote these skills and roles to the current workforce, ensuring that the Talent can change where required.
Functional Differences between LMS/LXP/TXP
- The primary objective of LMS is to distribute e-learning (or face-to-face learning) and administer the company’s internal training. These systems were designed to support critical functions, including registrations, validation workflows, and sign-up sheets for face-to-face training.
- With the content curated by L&D professionals, it is highly structured, aiding companies in organizing and managing employee learning needs while tracking and managing content consumption.
- While LMSs offer content and user experience, they facilitate tracking progress and reporting learning performance.
- Primarily driven by internal Learning Administrators, LMSs don’t allow users to create and consume their content. They are typically management-centric systems for learning focused on business rules, compliance, and other organizational courses.
- LXPs go above and beyond limited role content to create personalized learning experiences and help users discover new learning opportunities.
- With LXPs, users are in charge of their learning, not limited to consuming prescribed content. For instance, they house powerful search and personalization functions to screen content from expansive and open-ended repositories.
- The open-architecture ecosystems and aggregators take learning beyond the company’s repository by integrating with external sources. This delivers better learning experiences and is set up with categorized content, much like streaming platforms, from which users can browse.
- They are designed to supplement L&D with broader skill development, micro-targeted towards enhancing specific domain/job-related skills.
- LXPs augment learning interactions by data-driven insightful feedback. This creates a holistic understanding of the impact between learning and on-job performance.
- With an adaptive learning ecosystem, learners can add new content and decide what to consume and how.
- Content on LXP can also be learner-generated by collating content from several external service providers for diverse content options.
- A TXP starts with a user profile similar to social media applications such as LinkedIn. EdCast by Cornerstone's TXP creates an engaging environment using nudges and activities relevant to specific roles, employee journeys, and essential work activities.
- Our TXP is designed to be conversational. By leveraging videos, short messages, suggestions, chat, and mobile interfaces, the TXP can be seamlessly integrated into the workflow. Additionally, most TXPs, can be combined with existing communication software such as Slack, Microsoft Teams, etc.
- Unlike ERP systems, TXPs requires no training. Intuitively designed, the UI is simple, making the end-users aware of the use/feature.
- Unlike integrated Talent Management systems, TXPs are focused, functional, and innovative.Our TXP can input data from the existing ERP or active directory to access user information without duplicating or replacing existing data.
- TXPs are built using the cloud, making them highly suited for the current digital landscape. The EdCast by Cornerstone TXP is highly adaptable with responsive interfaces and a well-developed mobile application.
- By integrating AI into its basic architecture, TXPs grow more intelligent and more predictive with time. Our TXP provides actionable insight by analyzing data gained over several hundred employee journeys allowing for tailored recommendations.
- TXPs are designed to be fun and easy to use. EdCast by Cornerstone TXP, for instance, has gamification integrated with the form of points, nudges, and recommendations. This allows employees to find other people, share knowledge, communicate, and encourage peers. This will go long in building work LMS vs. LXP vs. TXP.
Top-down vs. Bottom-up
The critical difference between LMS and LXP is that the LXP empowers employees/users to choose how and what content they want to consume. This fosters social and curation-based learning against the structured, organizational approach of an LMS where the company decides the content.
In an LMS, the learning material is assigned to specific employee demographics based on business requirements such as compliance maintenance, responsibilities, onboarding, etc. LMS offers robust tools to help develop skills relevant to the industry or role through structured courses. These formal learning courses are an integral part of corporate L&D.
In contrast, LXPs are designed for bite-sized content. This includes videos, podcasts, and animations. LXPs allow employees to contribute, share, or curate content. Additionally, an LXP will enable users to interact and build customized resources by offering learners their choice of content.
Training delivered through LXPs delivers immersive learning experiences and is more responsive, personalized, and contextual than traditional LMS. This feature of LXPs has been vital for businesses to foster self-driven learning among employees.
A TXP takes care of your organizational learning needs in today’s digital landscape while offering room for employees to independently. Additionally, a TXP allows users to focus on their development and career planning by looking at various courses and selecting them based on relevance and requirement.
With business resilience increasingly critical, especially in the wake of the pandemic, assessing team-wide skills is imperative. EdCast by Cornerstone TXP allows organizations to build self-assessment and team assessment tools into the system.
The Final Word
While LMS will continue to be a necessity among organizations, the road ahead will lead to TXPs growing popular by offering the best of LMS and LXP.
EdCast by Cornerstone TXP extends and enhances the capabilities of traditional learning platforms by offering structure while enabling free-form learning. This helps employees understand the value addition they bring to the table while building long-term relationships with the company.
Creating an effective TXP instills a sense of meaning, growth, teamwork, and healthy alignment once an employee is settled within the organization. This goes a long way in enhancing the day-to-day employee experience to improve engagement and performance.
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Taking A Company-Wide Approach to Learning & Development
There’s a lot of coordination that goes into a company’s learning and development programming, from identifying skills gaps and creating engaging content to scaling initiatives company-wide. And because there’s so much complex planning involved, organizations can sometimes get caught up in the details, and overlook how L&D fits into broader organizational goals. A recent survey—titled "The Revolution is Now: New-Skill Your Workforce to Catalyze Change"—from Cornerstone People Research Lab (CPRL) and the Human Capital Institute (HCI) found that only 55% of organizations believe their L&D programs are well-aligned with their company’s overarching strategy. But CPRL and HCI’s survey reveals two logical ways to overcome this challenge. First, there’s a need for L&D executives to participate in strategic conversations around organizational goals to ensure that L&D planning aligns with broader business plans. And second, it’s important to share responsibility for learning effectiveness. If facilitating continuous learning is a part of everyone’s role, it becomes easier to integrate it organization-wide. Promote Cross-Departmental Collaboration and Responsibility To better align L&D efforts with overarching business goals, learning executives have to participate in strategic conversations about organizational direction. For instance, when business leaders gather to discuss goals and KPIs for the coming year or quarter, HR and L&D leaders should be involved in those conversations. And the opposite is also true: Business leaders need to help direct the learning outcomes framed against those goals. According to the "Revolution is Now: New-Skill Your Workforce to Catalyze Change" survey from CPRL and HCI, only about half (51%) of learning leaders report being involved in these discussions. During these business planning discussions, it’s important to establish accountability, especially among people managers. CPRL and HCI found 67% of people managers report being involved in the creation of content, but only 47% are involved in the accountability for the results. By holding more people accountable to the success of L&D programs, it can be easier for a company to spot pitfalls or opportunities for improvement. It creates shared goals for measuring effectiveness, and establishes a process for making changes. For example, by getting people managers involved in L&D initiatives, L&D leaders can work with them to get a better understanding of a specific team’s skill gaps or what reskilling or new skilling solutions will work best for them. All leaders in an organization, in fact, should be eager to participate and own their team’s newskilling, reskilling or upskilling efforts. Ask a people manager in the IT department to reiterate the importance of learning to their team, and track the amount of time their employees spend on learning content. This approach will not only create a shared commitment to continuous learning, but can also help leaders outside of L&D and HR get a better idea of what content or formats work best for their teams and recommend adjustments accordingly. Continuous Learning Is Everyone’s Responsibility Aligning overarching business plans and strategy with learning and development efforts can improve each’s efficacy. The more cross-departmental collaboration that exists, the more information that HR and L&D leaders have about their workforce and its needs, strengths and weaknesses. And with more accountability, all stakeholders in an organization can become more involved in ensuring the successful partnership between L&D and a company’s overall strategy. To learn more about the findings from Cornerstone’s "The Revolution is Now: New-Skill Your Workforce to Catalyze Change" survey and its recommendations for using cross-departmental collaboration and accountability to help with L&D efforts, click here to download and read the full report.
Why supporting neurodiversity is essential for any successful workforce today
When we think of diversity in the workforce, we typically think of it along the lines of race, religion, sexual orientation or gender. But focusing only on those four is its own sort of constraint. To truly create a successful and diverse workplace, you need to ensure you're also embracing neurodiversity too. Understanding neurodiversity In the late 1990s, a single mother in Australia named Judy Singer began studying Disability Studies at University of Technology Sydney. Her daughter had recently been diagnosed with what was then known as “Asperger’s Syndrome,” a form of autism spectrum disorder. As she read more and more about autism as part of her studies, Singer also suspected that her mother, and she herself, may have had some form of autism spectrum disorder. Singer describes crying as she realized that her mother, with whom she'd had a tumultuous relationship throughout her childhood, wasn’t purposefully cold or neurotic as she had thought. She just had a different kind of mind. In her honors thesis, Singer coined the term “neurodiversity.” For Singer, people with neurological differences like autism spectrum disorder, attention deficit hyperactivity disorder (ADHD), or dyslexia were a social class of their own and should be treated as such. If we are going to embrace diversity of race, gender, religion, sexuality, etc., then we must embrace a diversity of the mind. The following video is an excerpt from the "Neurodiversity" Grovo program, which is available in the Cornerstone Content Anytime Professional Skills subscription. Neurodiversity in today's workplace Recently, neurodiversity has become a trendy term in diversity, equity, inclusion, and belonging spaces. And many organizations are working to hire more neurodivergent people, as well as give them opportunities to thrive at work. That’s why, at Cornerstone, we recently produced a series of lessons on neurodiversity. If your organization hasn’t prioritized neurodiverse inclusion yet, here are some reasons why it both supports your people and organization. 1) Neurodivergent people are underemployed Neurodivergent people, especially people with autism, are widely under-employed, regardless of their competence. In the United States, 85% of college graduates with autism are unemployed. According to a 2006 study, individuals with ADHD have higher rates of unemployment than individuals without. However, there is no evidence that neurodivergent people are less competent or less intelligent than neurotypical people. Organizations are missing out on talented people. 2) Neurodivergent people are more common than you may think Neurodiversity manifests in many different ways. It can encompass autism spectrum disorder, ADHD, dyslexia, dyspraxia, dyscalculia, Tourette syndrome, and many other conditions. And as scientists have learned more about what makes someone neurodivergent, they're identifying more and more people. According to the World Health Organization, 1 in 160 children have some form of autism spectrum disorder. The Centers for Disease Control and Prevention estimate that 1 in every 162 children have Tourette Syndrome, and roughly 8 percent of children under 18 have attention deficit hyperactivity disorder, or ADHD. And that's just children. How many adults, like Judy Singer's mother, have struggled their whole lives without a diagnosis? People who are neurodivergent are everywhere. Diverse organizations are stronger Diverse organizations and teams not only have better financial returns than less-diverse ones, but they also perform better. Having the different perspectives presented by people who are neurodivergent can help your team solve more difficult problems. Different perspectives and different ways of thinking lead to creativity and innovation.
Why Selecting a Leadership Development Program Is Way Too Complicated
Many organizations face a leadership gap and cannot find the talent needed to grow. We could blame the retiring baby boomer phenomenon, the free agent nation, or the lack of investment made in developing leaders. But since blame is a lazy man’s wage, I will not entertain that debate because there are too many options out there for developing leaders. There are many leadership development programs in the market. In minutes, with a simple Internet search or over coffee with your head of human resources, you can discover myriad high-quality leadership development programs that you could use in your organization to develop leaders. The problem is not finding a good program, but in choosing one. Answer the Right Questions So how does one choose? The problem we face in evaluating leadership development programs is that we get caught up in evaluating the content rather than asking a simple question, "What do we want our leaders to be able to do?" Each organization is unique in how it answers this question. And that is where the secret lies. If an organization can select a program that matches the answer to the question above, the selected program will likely be the right one. After all, each leadership development program is very good in some way. It is not so important which one you select. It is important that you use the one you select. In other words, the key is to not let it become another un-opened binder on the bookshelves of your management team. Be An Effective Leader Let me give you an example: If an organization’s answer to the question above is, "We want our leaders to be proactive and focused on the things that drive results," your choices are narrowed down to only a few programs that would deliver on that answer. And if I had to pick one program that would deliver on that answer, without hesitation, I would choose, "The Effective Executive" by Peter F. Drucker. It is a classic, and all five of the behaviors of effective executives taught in the book remain vital skills that any leader should practice if he or she wants to be effective in his or her organization. In the book, Drucker teaches that effective executives: Know where their time goes Focus on contribution and results Build on strengths Concentrate on first things first Make effective decisions This is not a book review or a plug for "The Effective Executive," though I do believe if you had to choose one set of skills to teach your leadership, it would be the five from Drucker’s book. This is a challenge for every organization to simplify the selection of leadership development programs, and ask, "What do we want our leaders to be able to do?" Answering this question clearly will help you choose the right program. After all, many programs are excellent. The secret to success is not in which program you choose, but that you get people to apply the program you choose. Photo: Can Stock