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If your job description includes “building a modern workforce,” you’ve come to the right place. Here, you’ll find articles, case studies, white papers, and webinars designed to help you stay up on the latest trends in corporate training and e-learning. (Because e-learning by osmosis isn’t a thing.)

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WILLIAM PITT AND JULIA B. FEE SOTHEBY’S INTERNATIONAL REALTY & BRIDGE

Making the Best Investments in Dispersed-Workforce Training

The late William H. Pitt opened his first real estate office in 1949 with just $6, a telephone, and his vision to build a full-service, upscale realty company serving Fairfield County, Connecticut. Today, William Pitt and Julia B. Fee Sotheby’s International Realty serves Connecticut, Massachusetts, and New York with 28 brokerages and more than 1,000 sales associates. As the largest affiliate of the Sotheby’s International Realty® brand, it leverages the extensive Sotheby’s network of more than 760 offices on six continents.
Learn more at www.williampitt.com.

established

1949

mission

To offer an unparalleled experience to those seeking to purchase and sell fine real estate

headquarters

Stamford, Connecticut

industry

Real estate

THE OBJECTIVE

When Lance Pendleton joined William Pitt and Julia B. Fee Sotheby’s International Realty as the director of education and training in 2015, less than 15 percent of the company’s agents and employees participated in existing training programs. Low participation was due in part to the company’s inability to mandate training for agents working as independent contractors. But even if more of these external agents opted to participate, training opportunities were limited by the ability of one trainer to reach 1,200 people in 28 offices across three states. To improve the quality, quantity, and flexibility of training programs—and to increase voluntary adoption by external agents—Pendleton’s first priority was to find a corporate learning management system (LMS) that could provide:

  • A simple, intuitive interface that wouldn’t require its own user training program
  • Mobile access, which would enable agents to complete training on the fly
  • The ability to track course completion rates for individual users

After months of what he described as a “horrific experience evaluating complicated and clunky learning platforms,” Pendleton finally found “the game changer.”

“BRIDGE DESERVES A ROUND OF APPLAUSE FOR CHANGING HOW ADULTS LEARN IN THE BUSINESS WORLD.”

LANCE PENDLETON
Director of Education and Training

THE SOLUTION

“I was psyched to see Bridge,” said Pendleton. “My first priority was to find a training platform that was simple to use and versatile. When I presented Bridge to our CEO, COO, and a roomful of managers, they all applauded. They’d been looking for a training solution for 15 years, and there it was.”

Almost immediately, Pendleton began using Bridge to create online courses. He said it was so easy, “it felt like Moses had just parted the Red Sea for me.”

In addition to developing the company’s first onboarding program for employees, he created a learning path for new agents. This series of online courses will free office administrators from the painstaking process of explaining company policies and procedures to each new agent. More importantly, it will provide a formal yet flexible way to enable knowledge transfer, which will get agents up to speed faster and make them more accountable.

Pendleton estimates the company’s new online training program will save 40–60 hours of annual training time for each agent. To further maximize his time during one-on-one and in-class sessions, he plans to implement a blended learning approach—using Bridge to create online course sections for learners to complete in advance.

According to Pendleton, “Our goal is to have our adoption rate at 30 percent by the end of 2016. Unlike most other corporate training structures, we can’t mandate training. We can only offer it and hope they take it. With Bridge, we can offer it, track it, and most importantly, adapt it to meet the different needs of each office—something we couldn’t do with competing systems.”

The millennials have landed, and the workplace is never looking back.
People born between 1981 and 2000 are all grown up and they’re taking the workplace by storm. More and more, baby boomers are retiring and millennials are on track to take their place as the dominant generation, making up 75% of the workforce by 2025.
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75%
So what’s the big deal?
The largest and most diverse generation in US history has more to offer the working world than just volume. The good news is that millennials are very driven, but employers need to step up their training and development programs to grab their attention and their loyalty.
Building
For millennials, it’s not about entitlement. It’s about engagement.
You’ve heard the hype that millennials expect a corner office by their first year out of college. But this idea of entitlement isn’t quite on the mark. In a recent study, training and development ranked 300% higher than cash bonuses for millennials. Millennials not only seek continuous improvement and development, but two-thirds expect their employers to provide them with the opportunities.

Close the technology gap or get left behind.
According to a recent study by Instructure, creators of the modern learning and training platform Bridge, 54% of managers feel millennials are only somewhat prepared to contribute to a company right when they start. On the other hand, millennials are eager to learn and engage. More than 20% of this Generation feel their employer-provided technologies are pretty terrible. Thankfully, this “largest generation” happen to be very ambitious, but only if the training is on their terms.
Laptop
Zero tolerance for outdated training & technology.
Millennials are the first digital natives. When you grow up using computers and cell phones while you’re still in diapers, you have a whole different perspective of technology and its role in everyday life. The “Lunch and Learn” presentations and half-day sessions used in training today are about as old school as dial-up to this generation. As difficult as it is to imagine, PowerPoint isn’t popular with this crowd either.
Mobile
It’s time to get onboard with their lifestyle:
Mobile device
Go mobile — give them the flexibility they want, combined with the tech they can’t live without. Nearly all millennials are permanently attached to their smartphones: four out of five even sleep with a phone or have it beside them.
People
Get social — include elements for social sharing and engagement. 70% of millennials have friended a manager or co-worker on Facebook.
Clock
Stay bite sized — millennials switch between tasks up to 27 times per hour. That doesn’t give you much time (around 2.2 seconds) to get your message across. Think short videos (five minutes or less) and resource libraries where they can guide their own studies.
People
Foster collaboration — 88% of millennials would rather collaborate than compete at work.
Speech bubble
Give feedback (and fast) — 95% work harder when they know where their work is going. Remember, this is the instant gratification generation, so provide same-day feedback if possible.
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Set the framework, then set them loose — tell them what’s expected of them, and get out of their way. This generation is all about discovery, curiosity, and maintaining control of their own destiny.

Don’t expect a work 9-to-5,
retire-with-a-gold-watch mentality.

Millennials know what drives them and what will push them out the door. 88% need a “positive culture” or they’ll start looking elsewhere. And, even if they find meaning in their work, most expect to stay in a job for less than three years. Side projects and hobbies are second nature, and 78% of millennials feel that their “hustle” could take them on a different path, so it’s worth the extra effort. Essentially, their multitasking ability and short attention spans carry over into their professional lives.

Why bother if they aren’t
going to stick around?

Because their short attention spans can give way to great feats in multitasking. Millennials use technology not only to connect, but to be more efficient. Plus, they’ll be the majority of your workforce soon.
Clock
To get started:
Download E-Book
Millennials are here to stay, so you better engage them.
Now that you know just how different this generation is from its predecessors in the workplace, it’s up to you to tailor learning and training programs to meet their needs.
About Bridge
Bridge is a modern, sleek Learning Management System. Bridge measures and improves employee sentiment, alignment, and knowledge to support the goals of your company. In a nutshell, it gets everyone the tools they need to do a great job.
Devices

FOUNDATION CENTER & BRIDGE

Advancing Knowledge About Philanthropy

Foundation Center offers research, education, and training programs to people everywhere who want to change the world through philanthropy. Its website and five library/learning centers in New York City, Atlanta, Cleveland, San Francisco, and Washington, DC—as well as 450 Funding Information Network locations worldwide—provide access to information resources and educational programs for thousands of people every day. This includes free and low-fee online courses and tutorials that teach learners how to research potential funding sources, write grant proposals, and more.

established

1956

mission

To strengthen the social sector by advancing knowledge about philanthropy in the U.S. and around the world

headquarters

New York City, New York

ORG. TYPE

Nonprofit

THE OBJECTIVE

Recognizing the potential for growth in online learning, especially for international learners, Foundation Center set out to overhaul its e-learning program. In 2013, it consulted e-learning experts from Fielding Graduate University who recommended upgrading to a new learning platform that could provide:

  • Mobile access and potential for social learning
  • Easy course creation and user management
  • A clean, intuitive interface

According to Foundation Center Instructional Design Manager Caroline Herbert, the Center’s legacy learning platform was “frozen in time.” It was so complicated that after 11 years of use, Center staff were unable to update course content or access any but the most basic user data.

In order to better serve users with an expanded online curriculum—while also increasing online course revenue—Foundation Center needed a modern, easy-to-use learning platform. For Herbert, this meant “a low learning curve for course designers as well as users.”

“WITH BRIDGE, WE’VE DEFINITELY MET OUR OBJECTIVE OF HAVING EASY TOOLS FOR INSTRUCTORS TO BUILD COURSES AND AN EASY ADMIN INTERFACE.”

CAROLINE HERBERT
Instructional Design Manager

THE SOLUTION

Based on specific recommendations from e-learning consultants, as well as affordability, Foundation Center chose Bridge in 2015. To ensure a smooth transition for users, the Center upgraded to the Bridge Premium Implementation Package, which provides on-site consulting, planning, training, and adoption services.

Following the on-site visit by Bridge consultants, Center staff were equipped with a detailed project plan to roll out Bridge in only seven weeks.

“Having Bridge representatives on-site for four days was invaluable,” said Herbert. “We were really able to fast-track our learning curve around Bridge, and they brought up issues and raised questions about our processes that may have never occurred to us. Most importantly, their presence generated buzz throughout the organization and gave our department and this project more visibility.”

In addition to making it easy for Foundation Center course designers to create, update, and edit multimedia-rich courses, Bridge also provides access to robust data about their learners, including user progress, completion rates, scores, and time spent in a course.

Since its initial Bridge launch, Foundation Center has offered two free and one fee-based course on the platform. So far, enrollment in both courses has increased and staff have received fewer user complaints and requests for help. According to Herbert, these initial results put Foundation Center on track to meet its goals for increased users and revenue.

In 2016, the Center will begin adding new courses to its online curriculum. Additionally, Herbert said she hopes to begin experimenting with blended courses, as well as opportunities for synchronous, collaborative learning.

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