Why Learner Centered Education Is The Key To Meaningful School Improvement

Effective educators have long known that one-size-fits all approaches to teaching and learning are insufficient. Through extraordinary effort, they have figured out ways to differentiate and personalize learning for their students. They have done so despite an industrial-era education paradigm that makes it very difficult to do so. Over time, some of their efforts were named, systematized, and scaled.

Today, building on these approaches, some believe (count us among them) that a shift to an entirely new education paradigm is within reach. Harnessing new technologies, aided by advancements in transportation and communication, and required in order to adequately respond to deep and disruptive social, economic, environmental, and political forces, we envision a fundamental shift in how learners experience their education.

Specifically, we envision moving from a school-centric, industrial-age model akin to factories and assembly lines, to a learner-centric, networked-age model characterized by lateral connections and flexibility. In short, we envision learner-centered education. But what does the movement towards learner-centered education mean for the many methods for designing learning and differentiating support to students developed in recent decades?

In this piece, we identify some of the most-broadly adopted methods developed by educators to differentiate support, improve learning design, and meet the individual needs of learners. They include Response to Intervention (RTI), Positive-Behavior Intervention Systems (PBIS), Universal Design for Learning (UDL), and Multi-Tiered System of Support (MTSS). Then, we seek to compare learner-centered education to these approaches, exploring the implications for each. Ultimately, we will make the following arguments:

  1. Learner-centered education is about a paradigm shift, not a specific methodology.
  2. Learner-centered education requires learning design that is flexible and adaptive, similar to or expanding upon the principles of UDL.
  3. Learner-centered education may include specific methodologies for differentiating support (e.g. RtI or PBIS), but it is more likely to extend and/or replace them.
  4. Learner-centered education is additive to and inherently strengthens existing systems-level approaches such as MTSS.
  5. Learner-centered education is fundamentally adaptive and outcomes-focused (rather than technical and process-focused).

All of the approaches we name above recognize the same problem. The current industrial model for teaching and learning was designed based on an assembly line metaphor, expecting students to move through school in the same amount of time with more or less the same amount of support regardless of where they enter, unique challenges they may be facing, or strengths they may bring.

Within this rigid system, educators have sought ways to differentiate support. Over time, some of the techniques educators developed to provide each student the support they need have been built upon to create school and systems-level approaches. Tiered systems of support and intervention such as Response to Intervention (RtI) and Positive Behavioral Interventions and Supports (PBIS) were developed to introduce achievable levels of differentiated support (e.g. 3 tiers) within the constraints of the industrial paradigm.

  • Response to Intervention is a multi-tier approach and framework for instruction that screens all students for learning needs, and then provides progressive levels of intervention to students on an as needed basis. Interventions scale-up in the level of intensity such as supplemental instruction within the large group (typically Tier 1), targeted small group instruction (Tier 2), and individualized, intensive instruction aimed at skill deficits (Tier 3), though tier definitions and strategies differ by school. In practice, RtI models may call for individualized interventions (problem-solving models) or preselected interventions (standard protocol models). The three essential components are tired instruction and intervention, ongoing student assessment, and family involvement. RtI originated from the goal of proactively identifying and providing special education interventions to students before they fall too far behind.
  • Positive Behavioral Interventions and Supports is also a three-tier approach and framework but focused on student behavior and social-emotional development. The goal of PBIS is to proactively promote positive behavior. Similar to RtI, PBIS typically scales interventions starting with universal and proactive routines and support provided to the full classroom or school (Tier 1), then targeted behavior support (Tier 2), and lastly individualized, intensive support (Tier 3).

Recent innovations with tiered systems of support by organizations such as Turnaround for Children expand these models to include an understanding of trauma and adversity as well as taking into account how to adjust for hybrid and remote learning options.

These systems were developed based on a recognition that all students are capable of reaching similar outcomes, but require different amounts of time and support to get there. They were helpful steps towards providing each student with different amounts of time, support, and attention based on their needs. They have positively impacted tens of thousands of students in achieving desired standards however this often comes at the cost of removing students from their peers and narrowing the curriculum and will continue in such a manner as long as the traditional paradigm exists.

At the same time that these methodologies proliferated for differentiating and targeting support by pulling students out, complementary methodologies were developed for designing learning in a way that was flexible enough to meet the needs of learners with different motivations, interests, (dis)abilities, and needs. One example is Universal Design for Learning (UDL). UDL is an approach and framework for designing instruction and learning environments that are accessible to all students.

UDL emphasizes providing flexibility in how students access content (e.g., visual, audio, hands-on) engage with it, and demonstrate knowledge or mastery. The goal is to remove barriers to learning. UDL is rooted in the premise that while accommodations and flexibility are necessary to ensure learning accessibility for some individuals, they in fact benefit all individuals (sometimes in unforeseen ways) and therefore should always be in play.

More recently, attempts have been made to create overarching systems that build on and integrate these into an overall coherent framework for systems change. One example that has gained widespread interest and adoption is Multi-Tiered System of Support (MTSS). MTSS is a framework for meeting the academic, social, and emotional needs of students. It builds upon and may include data-driven, tiered intervention strategies such as RtI and PBIS as part of the approach.

However whereas RtI primarily focuses on academic learning and PBIS focuses on behavior and social/emotional development, MTSS aims to bring a more comprehensive lens and integrated approach to meeting the needs of learners. Moreover, MTSS is often described as a system-level approach with implications for aligned leadership, resource allocation, professional development and more.

This now brings us to the term that is at the center of our inquiry: learner-centered education. Like MTSS, learner-centered education has been growing in popularity. Learner-centered attempts to define an alternative to the industrial-era education model itself. The graphic below, borrowed from Education Reimagined, makes this clear.

Learner-centered education is about a paradigm shift, not a specific intervention methodology. It pushes education leaders to critically consider the purpose of school and to re-envision how the complete education ecosystem prepares students for the future. Learner-centered education demands that we move away from the traditional industrial model towards a transformative one that designs learning in response to the diverse needs of students.

This future-oriented paradigm requires a new set of student outcomes and aligned success metrics as part of its vision, whereas most of the above can function within the traditional set of outcome metrics. Lastly, learner-centered education goes beyond schools as the unit of change. Instead, it looks at the needs and goals of the individual learner and macroscopically at opportunities for learning within an education ecosystem.

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Together While Apart: Classroom Communication

By their very nature, pandemics shake the systems of society, and that is certainly true for the global educational system right now. Institutions have had to adjust their entire structures, and for many educators, that has meant being thrust into remote learning environments, often without time to study or plan for the change. Until now, many educators have rightfully spent the bulk of their energies on meeting students’ most urgent needs, checking on physical and mental well-being first. Now, though, we find ourselves beginning to plan and conduct actual instruction, and the realities of remote learning bring new challenges. However, it may also bring opportunities to innovate, and, in the way of teachers across time, chances to flex our problem-solving muscles.

Our hope is that the Turnitin team can support you in ensuring student needs are met. This post, the first of three in our Together While Apart series, is part of our effort to help, but that’s not all that we’re doing. We have officially launched Turnitin’s Remote Learning Resources page and populated it with all the best materials, including past publications and a stockpile of brand new content specifically designed to meet the challenges of remote learning.

Remote learning is a broad term encompassing many different approaches. Often, these approaches fall into two brackets – synchronous or asynchronous. When classes meet at specific times in much the same way that they would in person, except that some form of technology is connecting everyone, that is known as synchronous learning. Because of the emergency nature of COVID-19, many institutions are finding themselves more likely to pursue asynchronous learning. In asynchronous learning, collective meetings are not always happening in real-time, and students often independently access content, assignments, and assessments virtually (or even through paper formats, in some places) on widely varying schedules.

Of the many shifts in instructional delivery, one of the most dramatic will be the methods by which educators communicate with their students. The challenges there will impact nearly every aspect of asynchronous instruction, so let’s begin there.

Instructor Challenge: How will I help my students combat a feeling of having limited live access to personalized support?

Strategies:

  1. Set up specific shared times for discussions, question and answer, etc. so that students CAN schedule around the time and check-in if they need to. Make sure to set these times up in advance to increase the possibility that students will be able to participate. For students who can’t join in real-time, record those sessions and post them so that students won’t be isolated or miss out on critical conversations. Additionally, this will build in opportunities for peer interaction and support, which can be critical to the learning process and may help feelings of isolation, loneliness, and even depression that can occur when working remotely. This is a common phenomenon for people working remotely and is likely to present a similar problem for some students.
  2. Offer 1:1 time slots on the calendar for students in the event that they need more support. In addition to the shared times for interaction, many students will want or need some individual interaction with instructors. It’s important to give them time and space to ask questions, seek out individualized clarification and support, and to simply connect.

Instructor Challenge: How will I ensure that my students always know WHEN learning activities are occurring and WHERE to find the information they need?

Strategies:

  1. Set up a centralized communication hub with ALL relevant information. Students can link out to the various tools and materials you’ll use, but they will have this as a home base of sorts.
  2. Establish a calendar! Set up a shared calendar where you list all relevant dates and can allow students to use it to schedule their own learning activities and time with you. Pro Tip: Feedback Studio users can use the Class Calendar tool to do this inside the system for ease of access to the information. 
  3. Consistent communication methods – pick the right tool for a task and then stick to it. Try making a list of all the different kinds of communication tasks involved in your instruction, and then match each to a communication TOOL that will best fit the purpose. For example, giving an overview of an assignment is different than providing ongoing feedback throughout an assignment. Which is the best tool for each? You need something that is well suited to longer, more comprehensive sets of information for the overview, but you need something fast and tied to specific student work for the second. Be thoughtful about the tools you select. Once you match each task with a particular tool, make sure you document that and share it with your students. Keep it in a location where students can easily access it over time too.

Once you select a tool, use it consistently! For example, try to avoid announcing some assignments through email and then some on a discussion board and still others on Twitter. Using other communication methods as back-ups are fine, but always utilize the one established upfront so there isn’t any confusion about where to access information.

Instructor Challenge: Since I am not communicating in person with my students, how will I avoid misalignment or misunderstandings about expectations, processes, or products?

Strategies:

  1. Anticipate questions or misunderstandings and address them upfront. It might help to picture a particular student and ask what questions they might have. By answering them in advance, you are more likely to head off any confusion and save both yourself and your students wasted time and effort. Additionally, you will ensure that every student has the right information whether they ask for it or not.
  2. Over-communicate – If you think your students already know your expectations, spell them out anyway. Sometimes, we make assumptions about how students think, but students surprise us. Losing physical proximity can complicate this even more. Outside the physical environment of a classroom, students sometimes fall back into the patterns of their new space. “I’m learning from my kitchen table, where I feel relaxed and easy-going.” Sometimes, those changes infect their thinking about work and expectations in unproductive ways. Therefore, it’s important to take the time to reassert those expectations and processes so that they carry over into students’ work.
  3. Document – To the greatest extent possible, write down and/or record–audio or video, and with captions, if available–all information so that students can access it repeatedly. This might seem incredibly time-consuming, but the upfront investment will save time later as you’ll be able to refer students back to it anytime you need to, and you’ll find that you are able to re-use it. Since students won’t be accessing instructions or content at the same time, recording it in writing or through another medium means that they can read or hear it from anywhere, any time, and as MANY times as they need to. Just think… this might actually mean that you don’t have to answer the same question 10 times! Additionally, it means that students can repeat information without any fear of judgment from their teacher or their peers, and you will have done so in a way that encourages them to seek out critical information they need rather than passively waiting.
  4. Provide feedback about expectations and processes, not only products. Students will make mistakes. In many cases, asynchronous learning is new to them too. Include opportunities to practice new skills within the tools they use and the processes involved, and make sure you give them feedback. Doing so has the added bonus of building their sense of agency and taking ownership of their own learning. Pro Tip: Be honest about your mistakes and what you have learned from this process so that students understand that learning is messy and requires us all to be reflective.

Students and teachers alike are overwhelmed by all that has changed in such a short time. That means that the “soft skills” that go into effective educational practices are perhaps more essential than ever. At its most fundamental level, education is built on relationships and communication.

 

How Educators Can Master Working In a Hybrid Learning Environment

Unfortunately, time management is far more difficult now versus pre-pandemic. The findings from Doodle’s “Time Management in Education” study support this, with over a third of the surveyed college students (37 percent) saying it has been harder to manage their time and stay productive now that lectures have moved online. This is a serious issue, as a majority of students (66 percent) say that time management is extremely important in regards to their ability to meet their academic goals.

On top of this, nearly half of students (42 percent) say that they’re working more now that classes have gone virtual. And they’re very concerned about the long-term impact on their academic success, with 71 percent of students saying that they’re either extremely worried, or somewhat worried, that the shift to online-only education will negatively impact their academic success.

On the surface, these stats might seem like they paint an abysmal outlook for the future of education in a COVID-19 world. But I think there’s a way to right the ship and technology will play a huge role in doing so. This is a great opportunity for academic institutions to change their processes and implement new technologies. It’s not about stripping away all existing processes and systems that have been in place for decades.

Rather, it’s about making small, impactful changes. It’s also about implementing the right technology solutions to facilitate the kinds of change that will allow academic institutions to deliver the best experience possible to students, faculty members and administrative staff, while helping them to be highly productive, focused and successful in achieving their goals.

For students who are already digital natives and accustomed to using upwards of 15 digital tools/apps daily, technology can be tremendously useful in cutting down on administrative tasks like coordinating office hours with their professors, 1:1 guidance sessions with faculty advisors and group study sessions with classmates. That’s time that can be refocused and reinvested into studying, writing papers and devising their graduation strategy.

Not only does technology make learning more flexible and convenient as 55 percent of the surveyed students reported in the Doodle study, but it also creates a more engaged and collaborative environment. For example, 16 percent of students say they value how technology makes it easier to collaborate with classmates and 13 percent see it as being useful in increasing access to their professors and faculty members.

Now consider introverted students who may have once shied away from speaking up in front of their classmates. They can be more active participants in their online classes in the safety of their homes and with the option to turn off their camera to reduce their anxiety and shyness of being ‘seen’ while participating. It takes some of the pressure off, allowing them to focus on learning and excelling in their classes.

Technology can also add efficiencies for busy educators by cutting down on context-switching. For example, using a scheduling tool that is integrated with video conferencing software like Zoom will eliminate the need to toggle back and forth between both solutions. It can also address the all-too-common problem of forgetting to create, copy and paste a Zoom link into each calendar invite. If it’s integrated into your scheduling tool, then the Zoom link is automatically populated and added into each calendar invite. That’s less tedious work for educators and more time spent on guiding students to academic success and achieving their own goals.

To help, I have outlined some useful tips for professors, faculty, administrative staff and students.

Tips for teachers/professors, faculty and administrative staff:

  • Use a communication platform, like Slack, to interact and pass essential messages on to students, fellow professors, faculty members and administrative staff. Answering questions in a way that all can see means you won’t be asked the deadline for that paper 40 times. Having an open, real-time communication link between students and professors means more questions are likely to be answered online, rather than during lengthy one-to-one meetings, while students get answers when they need them.
  • Schedule one-to-ones with individual students whom you teach or advise. Use this time to gauge how they’re feeling. Don’t talk about the class curriculum, their grades or academic performance. Focus on their emotional wellbeing.
  • Set up group meetings with your department heads and administrative staff to understand how everyone’s workload is being affected. Does anyone have concerns? Are everyone’s needs being met? Does everyone have the necessary resources and tools to be effective educators? Asking these questions is critical to empowering your faculty and staff to do their jobs well and support your students.
  • Record key sessions so students can revisit them when studying for exams, catch up on them if they missed a lecture and even use the recordings for future study groups.

Tips for students:

  • Slice and dice projects into smaller, manageable chunks.
  • Focus on one task at a time. Don’t switch back and forth between assignments. Only move to a new task once a single task has been completed.
  • Automate administrative tasks, like scheduling study sessions and office hours with professors, so time can be better spent on engaging in class, studying and getting feedback from professors.
  • Pay attention to your productivity flows and energy levels. When your productivity is highest, use that time to focus on a larger, high-priority assignment.
  • Use time blocking to make yourself unavailable for meetings, activities or anything else and dedicate that time to important tasks/projects. So if anyone tries to book time in your calendar, it will appear as unavailable.
  • Set up assignment/project deadlines in your calendar so your grades don’t suffer simply because you forgot a deadline.

By: Renato Profico

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Next articleFlyOnTheWallApprentice – Bringing the Apprenticeship into the 21st CenturyRenato Proficohttps://doodle.com/

Renato Profico is the CEO of the leading enterprise scheduling tool, Doodle. A qualified executive with 20 years of professional experience in digital companies, he most recently held the position of CEO for four years at a leading job platform network in Switzerland, JobCloud. In addition to his extensive leadership experience, Renato is an expert in B2B sales, marketing, business development, customer relationship management, as well as organizational structure and development.

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The Future Of Jobs And Education

The world of work has been changing for some time, with an end to the idea of jobs for life and the onset of the gig economy. But just as in every other field where digital transformation is ongoing, the events of 2020 have accelerated the pace of this change dramatically.

The International Labor Organization has estimated that almost 300 million jobs are at risk due to the coronavirus pandemic. Of those that are lost, almost 40% will not come back. According to research by the University of Chicago, they will be replaced by automation to get work done more safely and efficiently.

Particularly at risk are so-called “frontline” jobs – customer service, cashiers, retail assistant, and public transport being just a few examples. But no occupation or profession is entirely future proof. Thanks to artificial intelligence (AI) and machine learning (ML), even tasks previously reserved for highly trained doctors and lawyers – diagnosing illness from medical images, or reviewing legal case history, for example – can now be carried out by machines.

At the same time, the World Economic Forum, in its 2020 Future of Jobs report, finds that 94% of companies in the UK will accelerate the digitization of their operations as a result of the pandemic, and 91% are saying they will provide more flexibility around home or remote working.

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If you’re in education or training now, this creates a dilemma. Forget the old-fashioned concept of a “job for life,” which we all know is dead – but will the skills you’re learning now even still be relevant by the time you graduate?

One thing that’s sure is that we’re moving into an era where education is life-long. With today’s speed of change, there are fewer and fewer careers where you can expect the knowledge you pick up in school or university to see you through to retirement. MORE FOR YOUThese Are The World’s Best Employers 2020The Value Of Resilient LeadershipEmployers Must Act Now To Mitigate The Impacts Of The Pandemic On Women’s Careers

All of this has created a perfect environment for online learning to boom. Rather than moving to a new city and dedicating several years to studying for a degree, it’s becoming increasingly common to simply log in from home and fit education around existing work and family responsibilities.

This fits with the vision of Jeff Maggioncalda, CEO of online learning platform Coursera. Coursera was launched in 2012 by a group of Stanford professors interested in using the internet to widen access to world-class educational content. Today, 76 million learners have taken 4,500 different courses from 150 universities, and the company is at the forefront of the wave of transformation spreading through education.

 “The point I focus on,” he told me during our recent conversation, “is that the people who have the jobs that are going to be automated do not currently have the skills to get the new jobs that are going to be created.”

Without intervention, this could lead to an “everyone loses” scenario, where high levels of unemployment coincide with large numbers of vacancies going unfilled because businesses can’t find people with the necessary skills.

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The answer here is a rethink of education from the ground up, Maggioncalda says, and it’s an opinion that is widely shared. Another WEF statistic tells us 66% of employers say they are accelerating programs for upskilling employees to work with new technology and data.Models of education will change, too, as the needs of industry change. Coursera is preparing for this by creating new classes of qualification such as its Entry-Level Professional Certificates. Often provided directly by big employers, including Google and Facebook, these impart a grounding in the fundamentals needed to take on an entry-level position in a technical career, with the expectation that the student would go on to continue their education to degree level while working, through online courses, or accelerated on-campus semesters.

“The future of education is going to be much more flexible, modular, and online. Because people will not quit their job to go back to campus for two or three years to get a degree, they can’t afford to be out of the workplace that long and move their families. There’s going to be much more flexible, bite-sized modular certificate programs that add up to degrees, and it’s something people will experience over the course of their working careers,” says Maggioncalda.

All of this ties nicely with the growing requirements that industry has for workers that are able to continuously reskill and upskill to keep pace with technological change. It could lead to an end of the traditional model where our status as students expires as we pass into adulthood and employment.

Rather than simply graduating and waving goodbye to their colleges as they throw their mortarboards skywards, students could end up with life-long relationships with their preferred providers of education, paying a subscription to remain enrolled and able to continue their learning indefinitely.

“Because why wouldn’t the university want to be your lifelong learning partner?” Maggioncalda says.

“As the world changes, you have a community that you’re familiar with, and you can continue to go back and learn – and your degree is kind of never really done – you’re getting micro-credentials and rounding out your portfolio. This creates a great opportunity for higher education.”

Personally, I feel that this all points to an exciting future where barriers to education are broken down, and people are no longer blocked from studying by the fact they also need to hold down a job, or simply because they can’t afford to move away to start a university course.

With remote working increasingly common, factors such as where we happen to grow up, or where we want to settle and raise families, will no longer limit our aspirations for careers and education. This could lead to a “democratization of education,” with lower costs to the learner as employers willingly pick up the tab for those who show they can continually improve their skillsets.

As the world changes, education changes too. Austere school rooms and ivory-tower academia are relics of the last century. While formal qualifications and degrees aren’t likely to vanish any time soon, the way they are delivered in ten years’ time is likely to be vastly different than today, and ideas such as modular, lifelong learning, and entry-level certificates are a good indication of the direction things are heading.

You can watch my conversation with Jeff Maggioncalda in full, where among other topics, we also cover the impact of Covid-19 on building corporate cultures and the implications of the increasingly globalized, remote workforce. Follow me on Twitter or LinkedIn. Check out my website.

Bernard Marr

 Bernard Marr

Bernard Marr is an internationally best-selling author, popular keynote speaker, futurist, and a strategic business & technology advisor to governments and companies. He helps organisations improve their business performance, use data more intelligently, and understand the implications of new technologies such as artificial intelligence, big data, blockchains, and the Internet of Things. Why don’t you connect with Bernard on Twitter (@bernardmarr), LinkedIn (https://uk.linkedin.com/in/bernardmarr) or instagram (bernard.marr)?

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World Economic Forum

The Future of Jobs report maps the jobs and skills of the future, tracking the pace of change. It aims to shed light on the pandemic-related disruptions in 2020, contextualized within a longer history of economic cycles and the expected outlook for technology adoption, jobs and skills in the next five years. Learn more and read the report: wef.ch/futureofjobs2020 The World Economic Forum is the International Organization for Public-Private Cooperation. The Forum engages the foremost political, business, cultural and other leaders of society to shape global, regional and industry agendas. We believe that progress happens by bringing together people from all walks of life who have the drive and the influence to make positive change. World Economic Forum Website ► http://www.weforum.org/ Facebook ► https://www.facebook.com/worldeconomi… YouTube ► https://www.youtube.com/wef Instagram ► https://www.instagram.com/worldeconom… Twitter ► https://twitter.com/wef LinkedIn ► https://www.linkedin.com/company/worl… TikTok ► https://www.tiktok.com/@worldeconomic… Flipboard ► https://flipboard.com/@WEF#WorldEconomicForum

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The Upward Spiral Of Doing The Right Thing

Have you ever noticed that you eat less junk during the weeks when you hit your target of working out four times? And when you are eating better, you pause before ordering that next drink? And then as you’re working out a bit more, eating better, and drinking less, you get to bed a bit earlier and wake up more readily?

This is the upward spiral of good habits. The same effect can be observed for work habits, financial practices, or any other element of our lives. And it also happens in organizations. Let’s consider the example of Ellevate, a community of professional women committed to helping each other succeed, and a certified B Corp.

First, a word on B Corps: these are for-profit companies that have been certified (and re-certified every three years) by the not-for-profit organization B Lab, which created the B Corp certification. B Lab’s B Impact Assessment (BIA), on which the certification is based, is a rigorous set of standards for how a company operates, with about 200 indicators in five areas (customers, community, workers, environment, and governance).

Companies must earn at least 80 points on these questions, which range from the training and benefits they offer employees to ratio of the lowest and highest salaries, ethics policies and procedures, and whether you’re working with the landlord to improve your facility’s environmental performance.

Ellevate was established as a strongly mission-driven for-profit company in 1997, by women who worked at Goldman Sachs and called the group 85 Broads, in reference to their employer’s corporate address. As other women expressed an interest in the peer support offered by the group, it expanded to include others beyond the GS network. In 2013, Sallie Krawcheck acquired the company and rebranded as Ellevate to capitalize on the business opportunity of helping women advance in leadership, which has been shown to have great economic benefit to employers and the communities around them.

The mission of Ellevate, then, has been the same for over 20 years. It may have become more newsworthy in today’s #MeToo era, but it’s no more or less important now than then. What has changed is the way that Ellevate executes on that mission. The group certified as a B Corp in 2016, earning a score of 88 on the 200-point BIA.

Perhaps Ellevate’s identity as a mission-driven company made this transition to B Corp more likely, but many of the other 3,000 certified B Corps are very standard businesses, selling cleaning products, ice cream, branding advice, or even electricity. Whether or not a company’s ‘what’ is inherently good for the world, in an increasingly transparent world, Ellevate isn’t the only company thinking more about not just what they do, but how they do it.

And this is where B Corp certification comes in, as Samantha Giannangeli, Ellevate’s Operations Lead, said: “It’s worth it for the introspective take on your business – not just what you hope to achieve, but how.“

Regardless of what they sell, all companies have myriad opportunities to create less harm and ultimately generate benefit to the people and planet around them. The BIA offers 200 very specific such opportunities, such as including social and environmental performance in job descriptions and performance reviews; managing customer data privacy; and sharing resources about best environmental practices for virtual employees. CEOs are generally assigned the most direct responsibility – and credit – for how a company operates. Indeed, Giannangeli said that Wallace, “is a driving force behind our work with B Corp. She leads by example every day, and we’re lucky to work with her.”

But the upward spiral that you’ve felt during those healthy eating weeks kicks in quickly once a CEO states or signals that they support operating the business in a way that’s good for the world. After all, CEOs do very little of any company’s day-to-day operations. Decisions about fair hiring practices, good environmental practices, and customer support and protection are made by middle management and executed (or not) by frontline employees.

Giannangeli described how Wallace’s commitment to improving Ellevate’s operating principles engages and reflects employees, saying that Wallace “listens to us, and takes the time to understand the challenges we bring to the workforce – and the challenges we want to solve.”

The vast majority of us want to make a positive contribution to the world through our work, whether by improving a single person’s day or making a system more equitable. So getting permission from leadership and learning best practices for doing business that’s good for the world (from the BIA for example) is enough to activate a team to improve the pieces of a company’s operations that they’re responsible for.

Ellevate’s team “drastically increased our energy efficiency, launched a series of trainings on cultural awareness and anti-discrimination and harassment, and developed an internship program focused on first generation college students.” These initiatives have nothing to do with the company’s core business of supporting women at work – they would fit equally well in a cleaning products or ice cream company.

As a result of these efforts, Ellevate’s BIA score rose from 88 to 115 when they were re-certified in 2019. They became a Best for the World honoree, indicating that their score in the Workers category falls in the top 10% of all B Corps. Giannangeli pointed out that the practices that earned this recognition “were employee-driven, and employee-led.”

What’s more, during recent testimony to the House Committee on Small Business, Ellevate CEO Kristy Wallace said: “I’d also like to note that our business revenues doubled during that time period illustrating that being good for society is also good for business.” This understanding that doing well by doing good is not only possible for businesses to attain, but increasingly a mandate from customers, investor, and employees. And there’s nothing like revenue growth to drive an upward spiral of being good for society.

So regardless of your position, industry, and function, check out the BIA. Find one or two indicators that you or your team participate in or influence. And think about what small step you could take to improve your company’s performance on that one small factor. You could stop buying individually packaged snacks in favor of bulk purchases that go into reusable containers to reduce your waste.

Or institute a team-wide afternoon stretch break to improve employee well-being. Or start a Slack channel for online articles, podcasts, videos, and courses to offer low-cost, self-scheduling professional development that helps colleagues stay on the cutting edge of your industry.

These are all small and very low-cost initiatives, but they’re much more likely to get your colleagues and leadership thinking about other ways your company could be better for the people and planet around you than doing nothing. And these and similar small actions can also be taken in your home, informal communities, or even just your personal habits, like the gym and healthy eating we started with. So what will you do in 2020 to kickstart an upward spiral?

Follow me on Twitter or LinkedIn. Check out my website.

I am the founder and CEO of Inspiring Capital, a certified B Corp. We help employees connect their work to its impact in the world, increasing engagement, innovation, an…

Source: The Upward Spiral Of Doing The  Right Thing

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** Please Like the Video and Subscribe, Thanks ** We’re just going to talk about what is employee engagement, what is the definition of employee engagement? Let’s start with what it’s not. See, a lot of people think employee engagement is the same as employee satisfaction, but satisfaction doesn’t raise the bar high enough. See, I can be satisfied as I clock into work at nine and satisfied as I take my breaks and lunch and clock out at five o’clock. I’m satisfied and I do what is asked of me. More importantly, I’m satisfied but I’ll take that executive recruiter phone call that says, “Kevin, are you interested in that job opening from the competitor across the street?” “Ah, I’m pretty satisfied here, actually.” “I can get you a ten percent raise.” “Oh, well, okay, I’ll take that job interview.” Satisfaction just doesn’t set the bar high enough. Others will say, oh, what it’s really about is happiness. We’re trying to create happy workers, a happy workplace. I’m not against happiness. I hope everybody is happy, but just because you’re happy doesn’t mean you’re working on behalf of the organization. I’ve got two teenage daughters who I had to take to the mall to go clothes shopping recently, every parent’s worst nightmare. We went into one of these trendy teen clothing stores with the cool-looking young people working everywhere and the music blasting through the speakers. I noticed, we walked in, the workers seemed pretty happy, looking down at their smartphones, but nobody greeted me as we came in the door. They were laughing at one point in the corner, all talking with each other. Not once did they come over and ask me if we were finding everything we needed. When we were checking out, the young woman behind the cash register, she was happily bopping her head to the beats blasting through the speakers, but she didn’t try to up-sell me. She didn’t offer me the company credit card. The workers there, I really noticed it right away. They sure seemed happy at work. They seemed like they were having a fun, good time, but they weren’t necessarily doing the behaviors or performing the way their company leadership probably wanted them to. If engagement isn’t satisfaction and it isn’t happy, what is it? Basically, employee engagement is the emotional commitment that we have to our organization and the organization’s goals. When we’re engaged, when we’re emotionally committed, it means we’re going to give discretionary effort. We’re going to go the extra mile. That’s the secret sauce. That’s why engagement is so important and so powerful. When we are engaged, we give discretionary effort. That means if you have an engaged salesperson, she’s going to sell just as hard on a Friday afternoon as she does on a Monday afternoon. If you have an engaged customer service professional, he’s going to be just as patient with that irate customer at 4:59 at the end of the shift as he would be at 9:30 in the morning. If you have engaged factory workers, they’re productivity is going to be higher, the quality is going to be higher, fewer defects and mistakes, and most importantly, they’re going to get hurt less often. Your safety record is going to improve as people are more mindful and aware. Discretionary effort leads to better business results no matter what your job role or responsibility in an organization. Now this is a shame, because the C-level executives, they would care more about engagement if they understood the differences. What they care about, the C-level executives, they really care about investor returns. They care about their stock price. Employee engagement is the lever that can move that needle. I call it the engagement profit chain. Engaged employees give discretionary effort. They’re going to sell harder. The service is going to be better. Productivity is going to be higher. That means customers are going to be happier. The more satisfied your customers are, the more they’re going to buy and the more they’re going to refer you. As sales go up, as profits go up, inevitably your stock price is going to go up Shareholder returns are going to go up. Employee engagement, so-called soft stuff leads to a hard ROI. Several years ago, the Kenexa Research Institute did a study and they found that companies with engaged employees, their stock price was five times higher than companies with disengaged employees, over a five-year time period. I hope that you will help me to spread the gospel of engagement, and it starts with making sure that everybody is on the same page with what engagement really is. I invite you to just forward this video to friends and colleagues, get us all on the same page. -~-~~-~~~-~~-~- Most Recent Video: “How To Talk ANYONE Into ANYTHING | Negotiation Tips From Former FBI Negotiator Chris Voss ” https://www.youtube.com/watch?v=7jqj3…

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