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New Alignments: Smart Learning Exchanges & Talent Ci9es™

NLV

11/27/13 1 www.newlearningventures.com

INTRODUCTION

11/27/13 www.newlearningventures.com 2

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Thank you to Laureate, the OECD, and you. New Learning Ventures is an educa0on architecture and learning design firm based in NYC. We are privileged to engage in every aspect of the educa0on-‐talent spectrum from pre-‐school to corporate leadership training. We offer deep exper9se in global workplace training and development design, iden9fica9on of new educa9on markets, and design of leading-‐edge innova9ons in transforming educa9on. We consult with Fortune 500 Educa0on prac0ces, NGOs, higher educa9on, governments and school districts. NLV works closely with EdLab and the Athena Center for Leadership Studies, both of Columbia University.

NLV has just completed Phase 1 of a 5-‐year R&D project with the Oracle Global Educa9on IBU.

www.newlearningventures.com

The Main Point The necessary linkage between higher ed and the sustainable growth of talent is a bigger mission than currently envisioned. Address requires •  an in-‐depth understanding of the state of workplace learning •  the changing landscape of educa9on •  the ability of technological innova9on to help partnerships –

higher ed, employers, entrepreneurs -‐-‐ facilitate change on a societal-‐scale.

Once fully understood, the solu9on is truly transforma9onal and leads to the crea9on of a new approach to talent management led by higher educa9on.


OPPORTUNITIES


“I am talking about the educa9on and training of highly competent ci9zens who can thrive in a 21st-‐century workforce. The upside of training these types of workers, by the way, will be huge. According to McKinsey, by 2030, the US GDP could increase by $1.7 trillion annually if we make the necessary improvements to our talent pipeline.”

Andrew Liveris, CEO, Dow Chemical

Gaps, Compe99on & Opportuni9es The Global Labor Force •  75m unemployed youth •  Projected shortage of college-‐

educated workers (38-‐40m) •  Projected (45m) shortage of workers

with secondary educa9on/ quals •  60% of global labor force located in

Africa, Asia, India •  Accelerated, frequent careers, career

moves, non-‐tradi9onal work, new skills and knowledge

•  Mobile connec9vity will reach almost everywhere

•  Opera9ons globalizing seamlessly across geographic and virtual borders

Need for Demonstrable Talent •  7k new large companies ($1b+) in

the next decade •  330 ci9es which have never

hosted before will compete to host these companies, most will locate in emerging economies

•  Ci#es, countries, and individuals need talent creden#als, robust talent management to ensure matching and re-‐matching

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Workplace Learning Needs Leadership •  No consistent standardiza9on •  Managed globally via ex-‐pat talent now being

disrupted in emerging economies •  Managed locally: healthcare, primary educa9on,

service industry needs •  Culturally aware training is becoming important

(women, leaders)

•  Learning recogni0on is discre0onary and sta0onary -‐ currency remains inside individual organiza0ons

•  Does not serve entrepreneurial growth, contractual workers, re-‐assignment or re-‐engagement

•  Current state cannot support shiking trends •  Highly dis-‐ruptable – already displaced by great

examples: IT cer9fica9ons, shared simula9ons, CPE credits

$300b + +


Highly fragmented provider marketplace

Call-‐to-‐Ac9on for Higher Educa9on

Tradi0onal/Current Response: •  Enhanced recruitment of

secondary school graduates (record high in US)

•  Enhanced reten9on of college students (here is the problem)

•  “Brand-‐name” workplace training experiences

•  Alumni networking •  Global mobility (record high)

IT IS NOT ENOUGH!!!

Necessary Response: •  Comprehensive workplace

training and talent development solu9on

•  Strong linkages throughout the entry, assignment, re-‐assignment, re-‐engagement cycles

•  Talent solu9ons for both employment and entrepreneurial growth

•  Talent analy9cs and pipeline management


A Comprehensive Approach: “A Shoelace Effect”

Higher ed must create more linkages to the workplace in a shoelace effect: •  Mobile, consistent currency of achievement •  Courses recognized outside of a single workplace, loca9on or industry •  Greater interac9on between faculty and SMEs earlier in planning cycle •  Ongoing training and cer9fica9on efforts •  Con9nuous learning models •  Bemer messaging to secondary educa9on in support of local growth

industry needs •  Global specializa9on based on industry growth and talent trends •  Advancements in learning •  Digital creden9als at a granular and real-‐9me level •  True dynamic partnership between higher ed, employers, entrepreneurs

to create work, sustainable quality of life, aSract business and investment

•  Data analy0cs required


Higher Ed Leadership of Talent Access to talent readiness is key in determining economic shiks, large business loca9on, sustainable employment, entrepreneurial growth. It is no longer enough to say quality of life. It is now cri9cal to say that talent is a porTolio of op0ons: aSract, grow, retain, engage, re-‐engage, re-‐assign.

The new manager of the talent porTolio is higher ed

This larger mission comes at a 9me when •  Individual voice is stronger fed by

social media •  Flexible pathways •  Mix-‐n-‐match degrees •  Choice is limitless •  Technology is driving new op9ons •  Emerging economies are leveling

the playing field •  Connec9vity creates the poten9al

for universality •  LMS/HCM capacity does not meet

individual or sector needs


INNOVATION

“Every business execu9ve I have met with over the past three years has expressed the same challenges: finding qualified talent, retaining them and finally, maximizing their poten9al for the companies' and their own benefits. …The talent gap is not an empty theore9cal construct created by economists. It is real and tangible, and it is nega9vely affec9ng business.”

Bob Moritz, Senior Partner, PWC


Talent Infrastructure Talent infrastructure, “Smart Learning Exchanges”, create data-‐driven, content-‐hos0ng, interac0ve, real-‐0me, secure cloud bridges between •  Students and Higher Ed •  Higher Ed and Employers •  Governments and New Businesses •  Entrepreneurs and Supports •  Higher Ed and Higher Ed •  Government and Higher Ed •  Schools and Higher Ed

Umbrella aggrega0on of app, LMS/CMS capability, data: structured, semi, unstructured data.

Higher Ed

Government

Entrepreneurs

Students Schools

Employers


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Smart Learning Exchanges Choice – Universality – Insight – Choice – Universality – Insight – Choice – Universality -‐ Insight

Universal “lifelong” access Engage whole popula9ons, all segments

Universal choice and mix-‐and-‐match op9ons to create playlists

Allowing learner/faculty/stakeholders to engage through browse, SHOP, seek

Personal learning -‐-‐ robust, precise recommenda0ons engine

5 levels of data -‐-‐ driven by user preferences, use pamern, legacy systemic data, learning style/level

Rewards plans and incen0ves Drive new behaviors – library, mentor, reten9on

Advanced hos0ng complemen9ng current LMS/CMS

Simula9ons, gamifica9on, hybrid op9ons

Universal recogni0on/ Lifelong Granular Digital Creden0als

Badges, cer9ficates, courses, degrees, skills, experiences, languages, mix-‐n-‐match degrees

Digital Footprint, Dashboard, Predic0ve Analy0cs

Product/service effec0veness & improvement

Learner guidance

Teacher/Faculty/Trainer Insight

Sector/system improvement

Talent Insight www.newlearningventures.com

This fully mobile, device agnos9c personal exchange offers: §  CustomizaCon to personal learning needs, interests and progress

§  Robust recommendaCons engine

§  GamificaCon/simulaCon §  Rewards plans (points/badges) §  Content driven course compilaCon

§  CredenCal mix and match §  Social media integraCon §  Varied e-‐commerce schemes

Digital assets come from open source, libraries, virtual course providers, publishers, media providers, faculty.


Actual OLX digital marketplace screen shot

Learners, faculty and stakeholders ‘toggle’ between an engaging, digital marketplace and a data-‐driven personal learning environment.

Expanded ROI Model Higher Ed •  Shiking of workplace training budgets to higher educa9on

–  New, long-‐term revenue stream •  Defined curriculum niches and areas of specializa9on in concert

with regional talent needs –  Distribu9on channel for online content

•  Greater readiness and alignment of pipeline to higher ed – stronger admission, reten9on, engagement, less remedia9on

•  Bemer support of incubators and entrepreneurial growth •  Amrac9on/reten9on of businesses, foreign investment •  Easier transi9on to competency based educa9on! •  Hos9ng of digital creden9als/degree op9ons “currency” •  Strategic innova9on •  Longevity and heightened role in economic planning.


Talent Ci9es™: A New Dialogue •  Predic9ve analy9cs allow efficient iden9fica9on and

management of gaps; crea9on of global specializa9ons.

•  Con9nuous pipeline of data allows resolu9on of problems earlier, e.g. lowering of US reten9on numbers through early college, in the educa9on spectrum.

•  Systemic messaging and alignment throughout the system; basis for new dialogues and joint program crea9on.

•  Data visual dashboard allows representa9on of regional talent to amract business and plan learning partnerships with employers and entrepreneurs.


2014 PLANS

“As fewer jobs require a physical presence, talented individuals will have more op9ons open to them. Skilled young adults in Uruguay will find themselves compe9ng for certain types of jobs against their counterparts in Orange Country.”

Eric Schmidt & Jared Cohen, “The New Digital Age”


Ini9al Implementa9ons Loca0on Re-‐drawing Milwaukee Universal K12

Connect to all city services Connect to community colleges, local 4-‐year (private/public) Business community

Trinidad University mission to ensure universal ter9ary, secondary, ter9ary universality Use pipeline to iden9fy and resolve ter9ary inhibitors at secondary level Enhance LMS Introduce innova9on Support incubators Talent dashboards to amract investment and support incubators

mid-‐west US State-‐wide higher ed to preK, primary, secondary

UK Linking K12

Middle East Country wide


Smart Learning Exchanges allow the expanding and re-‐drawing of educaCon borders

Talent Ci9es™ Rankings & Events

•  Introduc9on of Talent Ci0es™ Rankings – a lis9ng of criteria that create a Talent City™

•  Series of global events planned around the Talent Ci9es™ concept

•  Look forward to seeing all of you there!



New Learning Ventures


new$alignments:$ - oecd burton nlv oecd... · opportunities) $!!!!! $ 11/27/13 $ 5 “i am$...

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