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MicroLearning is a form of learning that delivers key concepts in as short an amount of time as possible. It is a short, sharp, just-in-time snippet. I like to think of microLearning as 'short enough to watch standing up on the job'. It's when you need a quick tip, brush up on a specific skill or have a moment to learn about new product between customers.

What are the 5 advantages of microLearning?

The greatest advantage of microLearning is time. Imagine a manager racing through their day. They have a performance management meeting with an employee but have not had the time to read up on the correct procedure to follow. Or a railway engineer arriving at a broken down train and the broken axle is something he hasn't unbolted for 12 months. Neither of them have the time to scroll through three layers on the company's Intranet, find the LMS, log on and watch the 20-minute module. 

What they want is to go to their phone, open an App, and BAM! There is the 3-minute microLearning video. It's all about timely learning.

One of our clients is a global Japanese car manufacturer. They require an eLearning module for every new model released. They don't have months to plan for product training. They need learning NOW! What companies require is microLearning with rapid development that matches their timeline for product delivery.

Learning's expiry date is faster than ever. It used to be that a learning program would last a few years before it needs refreshing but with changing products, people and systems, learning is being discarded faster and needs to be produced cheaply, yet with quality. MicroLearning is a cost effective and fast way to develop training content, making it a win/win for the companies and the learners.

Around 70% of millennials visit YouTube monthly. It is a large part of their life so it seems obvious that we should adapt learning to what they are familiar with. When millennials need to learn something, they watch a 2 minute YouTube video.

Research teaches us that if you hear something, after 3 days, you would have only retained 10% of what you learnt. If you then add a picture to that, retention increases to 65% - that's 6 times better! Using video in MicroLearning makes it stick. Our brain links what we hear to a picture and retention is greater.

One of our Pharma clients is investing in Asia. The people they are training in Asia have limited access to computers, but they all have smartphones. How do they train them? MicroLearning. They make it engaging, enjoyable, entertaining and most of all mobile compatible. The training is mobile, so that they can watch it standing up on the job, or sitting on the bus or train.

MicroLearning is certainly leading the way in creating new and exciting learning content, whilst making the process easier for both the companies and their employees. Send me a message if you'd like to find out more on our microLearning offering and what we can offer.

Chris Gaborit is managing director of The Learning Factor, an eLearning company who loves technology linked to learning. Follow him here on Linkedin, on Twitter @droneservicesAU and Instagram @idronefoto

The vast majority of humans throughout history worked because they had to. Many found comfort, value, and meaning in their efforts, but some defined work as a necessity to be avoided if possible. For centuries, elites in societies from Europe to Asia aspired to absolution from gainful employment. Aristotle defined a “man in freedom” as the pinnacle of human existence, an individual freed of any concern for the necessities of life and with nearly complete personal agency. (Tellingly, he did not define wealthy merchants as free to the extent that their minds were pre-occupied with acquisition.)

The promise of AI and automation raises new questions about the role of work in our lives. Most of us will remain focused for decades to come on activities of physical or financial production, but as technology provides services and goods at ever-lower cost, human beings will be compelled to discover new roles — roles that aren’t necessarily tied to how we conceive of work today.

It’s no surprise that Google, now part of Alphabet, loves data, and the company’s execs frequently share the revelations they find, such as their insights on mobile web use. But some of us would be surprised to discover that this unicorn company often turns its eye inward, analyzing information about its people to help improve its operations.

A group of employees from Google’s People Operations section, the equivalent of an HR department, decided to complete an analysis to answer one question: What makes a Google team effective?

Here’s a look at their approach and the startling revelations they had along the way.

1. Learn something new, even if it's stressful: Mastering a new skill means more stress now but more happiness later.

If you are willing to push through a bit of added stress in the short term, you can experience huge gains in happiness for the long term.

So learn a new skill. Though you'll take on a bit more stress, research shows you'll be happier on an hourly, daily, and long-term basis.

The gains from this investment in time and energy were documented in a 2009 study published in the Journal of Happiness Studies. Participants who spent time on activities that increased their competency, met their need for autonomy, or helped them connect with others reported decreased happiness in the moment yet increased happiness on an hourly and daily basis.

The key, according to the study, is to choose the right new skill to master, challenge to undertake, or opportunity to get out of your comfort zone. The greatest increases in happiness come from learning a skill you choose, rather than one you think you should or feel forced to learn.

Many of the most successful people had to fight tooth and nail for opportunities to learn new skills and advance up the corporate ladder. That’s often because what they wanted to learn and achieve wasn’t in sync with what their bosses wanted for them. You’re not a data scientist. You’re not cut out for engineering. Sales isn’t what you do. Lines like this are still used all too frequently when employees tell their managers that they want to move in a new direction.

But this is only half the story. Managers are under tremendous pressure to generate results. You have annual quotas, quarterly goals, and increasing competition. Who has time to let employees go learn skills that may not be relevant for years, or may not serve your unit at all?

I hear these challenges all the time as I work with managers at all levels, particularly in large corporations. I’ve also faced them myself with the companies I founded and scaled. It’s a tough balancing act. But I’ve learned key lessons to help managers turn lofty goals — such as making learning and development a central pillar of the workday — into real actions that mitigate damage to, and even help strengthen, the bottom line. Here’s how.

From teaching employees the basics of your technology infrastructure to helping them develop new insight and skill sets, training is a necessity in many companies. And while stand-and-deliver instructors in classroom settings make up 46% of training hours, according to a 2015 report by Training magazine, managers are increasingly adopting new formats and methods of training to both improve employee satisfaction and increase effectiveness.

"What is changing, but albeit much too slowly, is thinking much more about the whole learning ecosystem and what has to happen before people go to training, what has to happen after training," says Roy V.H. Pollock, PhD, chief learning officer at corporate training firm The 6Ds Company and author of The Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results.

2017 was an exciting year for talent acquisition. We prepared for Generation Z. Leaders realized how critical it is to recruit

female talent. Organizations focused on offering attractive benefits that supported employee development and even infertility.

With all that progress, it'd be a shame to take two steps back in 2018. Dive into the new trends before it's too late.

This is what you need to concentrate on when hiring in 2018:

If we learned anything in 2017, it's that corporate stability is elusive. One week your company is leading the industry, the next the CEO is facing a series of scandals. If your workforce can't thrive in changing conditions, they won't achieve long-term success.

Andreas Pettersson is the chief product officer of the video cloud security company Arcus. The company is currently in the middle of a big hiring push, and they're approaching talent acquisition in a new way.

Pettersson pointed out that in the past, organizations looked for employees who adhered to a rigid plan. That is no longer the case.

"For today's most agile teams, a set plan is no longer a feasible or successful strategy for product development," he said. "In 2018, rather than technical skills defining the gold standard recruit, ideal candidates will fit seamlessly into the team, thrive in an empowered environment, and focus on solving the problem at hand."

This will be true for all industries, not just tech. Assemble a team that can keep up with the changing business environment. Look for candidates who have a wide range of experiences.

Check out LinkedIn and reach out to candidates who have successfully transitioned from one industry to another. This is one sign that they are adaptable.

We've been talking about artificial intelligence for years. But we're just starting to see useful applications when it comes to hiring. Newer software saves hiring managers countless hours by pre-screening candidates.

Brian Christman is the vice president of people at the digital freight marketplace Transfix. He also has over a decade of experience helping companies like Etsy and SiriusXM scale.

"By leveraging big data and machine learning, recruiters are able to cast wider nets," said Christman. "They become more efficient in building high-quality pipelines, and ultimately can better predict the skills and attributes of prospective candidates that will have the highest probability of success."

Find an AI tool that will grow with your company. For example, Mosaictrack uses technology similar to IB's Watson to read through resumes like a human. Over time, it becomes more attuned to the skills and cultural factors you need. This leaves hiring managers more time to develop relationships with top talent.

Blockchain technology is another tool that will be gaining momentum this year. It was developed for exchanging bitcoin, but now there are wider applications.

Blockchain allows for a faster interaction with information by two or more parties. Everyone has the most up-to-date information, no matter how many people are using it.

Imagine how that could simplify team hiring. Instead of scrolling through an endless chain of messages to see what each person thought of a candidate, use blockchain technology. This will assure that each individual can easily add their own opinions and see those of everyone else.

Finally, chatbots are beginning to make a big impact. The technology saves hiring managers from wasting time on candidates who are a bad fit.

Put a chatbot on your company career page. Then potential candidates can interact with it and ask questions. Bringing things full circle, the chatbot can then deliver that communication to AI software. If there are signs that this is a strong candidate, you can make direct contact with them.

Google for Jobs, which debuted in 2017, will impact how organizations craft job listings in the coming year.

"Now recruiters have to think about how they are marketing their openings, which keywords you use, the schema behind how you set it up and ultimately what specific personas they want to attract," said Teri Calderon, executive vice president of human resources at technician staffing firm Field Nation.

Chances are your hiring team has no idea how to optimize a job posting so it will appear on the first page of Google. Offer training that explains to them why this is important. Provide a list of researched keywords that your ideal candidates will be searching for. This will ensure that the best talent applies with your company first.

If you’re a working parent, chances are excellent that at any given time, your to-do list looks like the one above — and that it stretches on, and on, and on — an endless, and eternally growing, list of deliverables. Is it any wonder that research shows that most working parents feel stressed, tired, and rushed? Or that when you look ahead, you feel more than a little overwhelmed?

As a responsible person and a hard worker, you know how to dig in and get things done. And since becoming a parent, you’ve tried various strategies to keep the ever-more-intense pace: moving paper to-do lists onto your iPhone, reorganising your Outlook “Tasks” section, spending more and more time logged into work each evening, cleaning up the endless queue of unread emails, sleeping progressively less each night.

But here’s the good news: There are simple and effective techniques for taming the overwhelmedness — things any working parent can do, starting today, to feel more competent, calm, and in control and to start shrinking that task list permanently. Here are four of the most powerful.

When we find our work meaningful and worthwhile, we are more likely to enjoy it, to be more productive, and feel committed to our employers and satisfied with our jobs. For obvious reasons, then, work psychologists have been trying to find out what factors contribute to people finding more meaning in their work.

Top of the list is what they call “task significance”, which in plain English means believing that the work you do is of benefit to others. However, to date, most of the evidence for the importance of task significance has been correlational – workers who see how their work is beneficial to others are more likely to find it meaningful, but that doesn’t mean that task significance is causing the feelings of meaningfulness.

Now Blake Allan at Purdue University has provided some of the first longitudinal evidence that seeing our work as benefiting others really does lead to an increase in our finding it meaningful. “These results are important both for the wellbeing of individual workers and as a potential avenue to increase productivity,” he concludes in the Journal of Vocational Behaviour.

You finally got approval to go to that pricey training seminar. Maybe you’ll be learning the secrets of entertainers or fishmongers. But do you know how you’re going to deliver a return on the training investment to your company?

"Organizations that send people out for training really need to have some type of a plan from beginning to end," says David Lewis, president and CEO of OperationsInc., a human resources consulting firm. And if your organization isn’t providing such a framework, it’s up to you to do so, so that you can not only prove that it was worthwhile, but also to open the door for future training.

Here is what you should be doing before, during, and after to maximize the return on investment.