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Bill Eliot

An Innovation Story

The Silver TsunamiHere's a sobering statistic that should keep every C-suite executive awake at night: 10,000 baby boomers are retiring every day in the US alone. That's not just people walking out the door, it's decades of institutional knowledge and hard-earned expertise evaporating into thin air.This Silver Tsunami isn't a distant threat. It's here, swirling around us right now. APQC’s recent survey of 1,000 knowledge management (KM) professionals across industries revealed that 51 percent of the enterprise workforce will retire or leave within five years. That’s half the organizational brain trust. Gone.The Boiling FrogRemember the parable of the boiling frog? The creature doesn't notice the water heating up gradually until it's too late to jump out. That's exactly what's happening to businesses today. While 58 percent of C-level executives and 51 percent of board members express concern about knowledge loss from departing retirees, the response has been glacially slow.The most damning finding? A staggering 92 percent of organizations don't capture knowledge on a regular basis. They are literally watching their competitive advantage walk out the door, day after day.Quill and PapyrusThe few companies attempting knowledge capture are stuck in the Stone Age. The survey revealed that 53 percent still rely on manual capture and documentation methods—essentially digital versions of quill and papyrus. Picture this: 30 percent of organizations wait until employees are literally heading for the exit door to capture their knowledge. Another 23 percent conduct last-minute elicitation interviews, which are typically rushed and shallow. Even worse, 37 percent depend on informal people-to-people transfers.These antiquated approaches are neither scalable nor sustainable—they're business malpractice.AI: Opportunity and ProblemEnter AI—both the solution and the problem rolled into one disruptive package. The opportunity is enormous: AI can automate knowledge capture, analyze patterns in expert decision-making, and create searchable repositories of institutional wisdom at unprecedented speed and scale.But here's the rub—the survey found that nine in 10 of respondents aren't leveraging AI to automate KM. And there's a reason: trust. Organizations are terrified of AI-generated answers that could be incorrect or non-compliant. It's a classic catch-22: the technology that could solve the knowledge crisis is paralyzed by accuracy concerns. No wonder 95 percent of AI pilots are failing to deliver business ROI, according to recent MIT research.KM and AI: BFFs for Business ValueAI automates knowledge management, and knowledge management makes AI trustworthy. This symbiotic relationship works because robust content management practices ensure AI has clean, accurate, well-governed data to work with. Meanwhile, AI handles the heavy lifting of knowledge automation to speed up the entire knowledge capture, retention, publishing, and optimization process.BFFs in ActioneGain’s Fortune 500 and Global 1000 clients are already striking gold with the combined power of AI and knowledge management:A global financial services corporation enhanced first contact resolution rates by 36 percent and cut onboarding duration by 40 percent through AI-powered knowledge platforms.A leading utility eliminated knowledge silos and sped up knowledge creation 10X while improving search success 6X.A fast-growing SaaS enterprise boosted contact center representative confidence by 60 percent and self-help utilization by 30 percent.A major federal government department serving 25 million citizens saw their Forrester CX Index ranking rise by a third in a single year.A massive federal agency redirected 70 percent of inbound calls to AI-enabled virtual support while slashing case resolution time by 25 percent.These aren't incremental improvements—they're transformational results that land these organizations in the elite 5 percent of companies succeeding with AI.Beat the Clock (and the Competition)!Your experts are retiring. The clock is ticking. Every day you delay implementing AI-enabled knowledge capture is another day of irreplaceable expertise walking out your door forever.Organizations that act now to leverage the power of AI and KM will emerge as the winners. They'll turn the knowledge exodus into a knowledge edge, transforming the Silver Tsunami from an existential threat into a competitive advantage.The question isn't whether you can afford to invest in AI-enabled knowledge capture and retention. The question is whether you can afford not to. Because in today’s knowledge-centered economy, there are no participation trophies—only winners and losers.The tsunami is here. Will you surf it or be swept away by it?

Strike Gold in the Silver Tsunami With AI-Enabled Knowledge Retention

If you have decided you want to pursue an ATD credential but are unsure whether the Certified Professional in Talent Development (CPTD) or the Associate Professional in Talent Development (APTD) is right for you, I may be able to help. As a credential holder, previous manager of the ATD career development community, and editor/author of Find Your Fit: A Practical Guide for Landing a Job You’ll Love, I have had dozens of similar conversations with potential certification candidates and can speak about this choice on personal and professional levels.Think about your answers to these questions:What are your career goals? The first thing to determine is what you would like to do next in your career. Are you hoping to take on different responsibilities at work? Do you aspire to hold a managerial position? If you’re unsure about what you want to do next, you need to think it through before deciding which credential to pursue.Are you eligible? Both certifications have eligibility requirements because they are designed for professionals who already have experience and knowledge in the field. They’re not designed for people who are just starting out or who want to get into the profession.To be able to sit for the APTD or CPTD exams, you need work experience, and you must have completed professional development in key areas covered on the exam.Work ExperienceHow much experience do you have? To qualify for the APTD or CPTD exams, you need to have professional experience in learning and development or related functions such as human resources. CPTD candidates must have at least five years, and APTD candidates must have at least three years of work experience to qualify. The amount of time you spend on talent development activities is not specified, but you should have some experience across various functions.What type of experience qualifies? You need to have worked with adults on activities related to the capabilities described in the Professional and Organizational domains of ATD’s Talent Development Capability Model. We’ve listed the type of activities that your work experience should include in Figure 1. Check out the details under each topic by exploring the interactive capability model site.FIGURE 1Professional DevelopmentHave you done any professional development for yourself lately? For the APTD, you need to have completed 28 hours of professional development in the past three years. For the CPTD exam, you need at least 60 hours of professional development in the past five years.What type of professional development qualifies? Professional development activities must be verifiable, at least 30 minutes long, and relate to the topics in Figure 1. For more information about the type of professional development that qualifies, watch the short video on this webpage or review this infographic.Do you have broad-based or focused experience? Has your experience been focused on one or two main areas of expertise, such as training delivery or instructional design, or have you worked in many different areas across the talent development spectrum? Many people describe the APTD exam as best suited for individual contributors and the CPTD exam as most appropriate for those with more strategic or leadership experience.The APTD exam focuses on the knowledge you need to have gained after working for at least three years in the field. You must understand the concepts well enough to be applied at work, which is why your work experience is so important. The CPTD exam targets knowledge and skills needed at the five-year mark and beyond. It heavily emphasizes application and professional decision making and has a deeper focus on organizational capabilities.An example of the differences between the type of content covered on the two exams can be seen in Figure 2. The APTD and CPTD exams include questions about career and leadership development. However, the APTD exam focuses on your knowledge of the types of leadership development techniques, while the CPTD exam emphasizes full implementation of a leadership development program.Figure 2If you are eligible to take either one of the exams, the best way to decide is to review this comparative content outline for both exams or complete the gap analysis that can be found in the APTD and CPTD handbooks.What type of test taker are you? Another consideration is your comfort level with taking a timed test. The APTD and CPTD exams are computerized and taken in a secure test center or closely monitored online environment. When I was considering which credential to pursue, part of my decision was driven by the fact that I had not taken this sort of exam in quite a while.The APTD exam is a two-hour, multiple-choice exam with 115 questions. There is only one correct response, and you have an opportunity to review your answers before submitting your exam.The CPTD exam is a three-hour exam with two portions: one multiple-choice section and another with multipart case management-style questions.The multiple-choice questions are both knowledge and practice-based. As with the APTD exam, you may review and change your answers at the end of that section of the exam.The case management questions are a bit different. They pose a scenario then ask you to determine what actions should be taken at each step in the process. You will need to rely on your experience and professional judgment to answer the case management questions correctly. For this portion of the exam, you cannot go back and change your answers.How much time do you have to devote to preparing for the exam? Another key factor in your decision is the amount of time you can devote to preparing for the exam. It takes time to study and take the exam. Before you make a final decision, make sure you have room in your schedule to complete this goal. APTD candidates report studying between 60 and 80 hours, and CPTD candidates say they study between 80 and 120 hours for the exam.How will you pay for the exam fees? The final consideration will be the money you have available to invest in your professional development. If your employer supports your certification, take advantage of any funds that can be applied to preparation and exam fees. For more information about how to convince your employer, review this recent webinar.The APTD exam fee is $499 for ATD members and $699 for nonmembers.The CPTD exam fee s $975 for ATD members and $1,350 for nonmembers.Which one is right for me? Only you can determine which certification is the best fit for you, but here are a few last thoughts on the subject.Associate Professional in Talent Development (APTD): Even if you technically qualify to take the CPTD exam, you may want to consider the APTD exam. If your experience is focused in a few areas of knowledge or if you have little exposure to the organizational capabilities that are tested more heavily on the CPTD exam, the APTD may be the right choice. Many professionals who take the APTD exam have far more than three years of experience.Another advantage to taking the APTD exam first is that you can use it to fulfill the professional development requirement for the CPTD exam, should you decide to pursue it in the future. APTD certification can also be used to satisfy one year of the work experience required for the CPTD exam.Certified Professional in Talent Development (CPTD): If you have years of experience in a wide range of the topics covered on the exam**,** the CPTD may be your best choice. If you are in a management role, aspire to a management position, or hope to build a consulting practice in the future, the CPTD may be most appropriate for you.For more information, you may want to listen to one of these recent webinars or download a candidate handbook from the active candidates page. To network with others who are pursuing certification, join one of these LinkedIn groups:APTD Candidate Preparation LinkedIn GroupCPTD Candidate Preparation LinkedIn GroupPursuing an ATD certification is a challenging but rewarding experience. Join the next group of elite candidates to achieve an ATD certification.Still not sure which certification is right for you? Browse additional frequently asked questions or sign up for an upcoming call with ATD CI staff or current credential holders here.

The APTD or the CPTD? That Is the Question

Elliot Masie once said, “Bad education is bad education no matter how it is served.” He was referring to a trend in the education field at the time to turn everything into an automated PowerPoint and call it education. Healthcare has certainly been guilty of this. Prettying up our slides or automating them does not make them more educational. The basic premises of education and the research behind them are pretty universal across industries. However, each industry has unique drivers, standards, challenges, and constraints that must be addressed—and this certainly applies to the healthcare industry. If we fail to address those unique attributes, the education can be seen as irrelevant. As adults, we view our world through the lenses of our experiences and acquired knowledge. If something conflicts with our frame of reference, it can interrupt the learning process. For instance, if you are training neonatal nurses how to document patient care in an electronic health record system, but give them a scenario that has wrong drug doses for a neonate, they could be so distracted by the incorrect scenario that learning may not take place. Healthcare’s Challenges in Education Healthcare faces a continual state of change due to new research, government mandates, reimbursement models, and other issues. This creates a need for continual learning and changes to educational materials. So, in addition to the day-to-day educational needs of new hire orientation and mandatory refresher courses, new equipment, systems, medical breakthroughs, processes, and payer modules are increasing the responsibility of clinicians. In addition to all these tasks, we must also teach clinicians how to educate patients and deal with increasing cuts. Unfortunately, education teams are being reduced in size right when clinicians need more education and are incurring higher patient-to-clinician ratios. Response: Ask the Right Questions It is more important than ever to deliver and reinforce education in a manner that creates true results. Doing things as we have always done them will no longer cut it. We must be looking for ways to help clinicians learn with ease so they can spend more time providing care to patients. Questions to ask include: Is our new hire education model still effective?Are there new technologies that can be utilized?Are there new methods that create better outcomes?How do I measure the outcomes to ensure I am spending my time in the right areas?How do I make sure I am delivering relevant content to each healthcare role?Am I properly prioritizing my work to ensure I am delivering the content most important to my organization?What are other healthcare organizations doing to obtain greater learning outcomes in a shorter amount of time? Healthcare learners drive the work of healthcare learning professionals. However, organizational learning will always play a big role in achieving the outcomes that help manage the challenges of the healthcare sector. Therefore, organizational learning can increase satisfaction, recruitment, and retention, and promote healthy work environments. Bottom line: Asking the questions above will be paramount to your success.To learn more, read the February 2015 bonus issue of TD at Work, “Learning and Development in Healthcare.” This issue will explain how learning needs in the healthcare field differ from other professions, the ADDIE model can be modified for the healthcare sector, to align training with current reporting requirements, to choose the correct tools to evaluate the effectiveness of L&D programs.

Asking the Right Questions in Healthcare L&D

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