Elearning! Magazine: Building Smarter Companies via Learning & Workplace Technologies.
Issue link: http://elmezine.epubxp.com/i/201066
Figure 2. Only 29% of Workers Engaged 29% Engaged 53% Actively Disengaged 19% Not Engaged These employees are loyal and psychologically committed to the organization. They are more productive and more likely to stay with their company for at least a year. These employees are physically present but psychologically absent. They are unhappy with their work situation and insist on sharing this unhappiness with their colleagues. These employees may be productive, but they are not psychologically connected to their company. They are more likely to miss workdays and more likely to leave. work days. And the 19 percent who are actively disengaged are really unhappy and harmful, because they will try to share their unhappiness with fellow employees. Te impact of lack of engagement is certainly greater absenteeism, greater turnover, safety incidents, quality defects, all of which afect your proftability. But the opposite is true with highly engaged workers." (Fig. 3) "[So] we want to aim for career well-being and career happiness where your employees like what they're doing and are doing what they do best. Tey want their leaders to know them, care about their development, and be their friends in the workplace." Kalinske says that managers should discover and build on the talents of their workers, give them more pathways to success, and encourage practical skills and experiences. "Te reason we've had so many issues —Tom Kalinske until recently is because we haven't had enough entrepreneurial attention to education and worker development. Tere's something wrong there, but it's changing. "We're starting to talk about personal knowledge portfolios, measuring return on education (ROE) spending, and we're see- Impact of Engagement Difference Between Top And Bottom Engagement Quartiles 25% Absenteeism -25% -50% -75% High Turnover Low Turnover Orgs Orgs Safety Incidents LAYING THE FOUNDATION Our nation's teachers and professors are laying the foundation for corporate learning. "If you're a star teacher in Korea, you 'We want to aim for career well-being and career happiness where your employees like what they're doing and are doing what they do best.' Figure 3. 0% ing more partnerships — something we all have to push for. We need to partner with companies like Middlebury College, EdX, MyEdu, 2U and Coursera. "Learning platforms are being accessed by more and more companies. Intel, Yahoo, Facebook, IBM, Dell are all starting to access courses as part of their corporate development programs. It cuts development and implementation costs." Quality (Defects) Customer Productivity Proftability can make $3 to $5 million," Kalinske notes, adding that the nation's K-12 teachers are vastly underpaid by comparison. But in online education, things change. For example, Udemy's online teachers are now making up to $500,000 per year, and much of their education is workplace education. "We're seeing a lot of next-generation content like Lumosity, lynda.com, EverFi, and schools like Charter Schools USA and the Florida Virtual School," Kalinske notes. "Return on Education (ROE) accelerator technologies like edSurge and LT media.lab also are having very important impacts." He believes that K-12 and secondary educators must change the curriculum to adapt to 21st-century employer needs. "Tat means there has to be more math, science and I.T.," he says. "We need to move to a competency-based model. What you know is important; not just sitting in a classroom for a semester and graduating with a C. Learn More: Hear Tomas Kalinske's presentation on "Te Quest for Talent: Developing the Next Gen Workforce" at www.2elearning. com under Video Gallery. Elearning! October / November 2013 33