Google Ad #1 - desktop - 728x90

Google Ad #3 - desktop - 728x90

Google Ad #1 - mobile - 300x200

Google Ad #3 - mobile - 300x200

ATD_Half_Page

Googel Ad #1 - Side Bar - Content pages

ATD Footer Logo

Since joining OPM, Tony has worked on and led various projects such as workload analysis and job design, creating organizational performance management systems and individual performance plans for executives, and giving expert consulting on performance management and staffing issues. He specializes in delivering training on managing virtual workers. His proudest achievement was working with a small agency with a failing performance management system, overhauling it, having it pass OPM’s review process, and most importantly working with managers to implement it so that it was utilized effectively. Currently his favorite work is delivering specialized trainings to a federal agency made up entirely of virtual workers and empowering those employees and their managers to succeed. He has an MS in Industrial/Organizational Psychology from Missouri State University and a BA in Psychology from Brigham Young University with an emphasis in Social Psychology. The things that make him happiest in this world are his wife, his 3 year-old son, Will, his 1½ year-old daughter, Lauren, and the Boston Red Sox.

Tony John

Tony Lynch is a leader and entrepreneur with more than 30 years of experience in sales and management. During this time, he has trained many in sales, management, and leadership. As a seasoned leader, he works with many people to help them go further—faster. Tony has not only been a TEDx speaker, but he has also been named by Inc.com as one of 100 great leadership speakers for your next conference. He serves the President Advisory Council for The John Maxwell Team, as well as the Simulcast Advisory Council for the John Maxwell Company. His company, Keep Thinking Big, provides training programs that help deliver a process to enjoy greater influence, impact, and income. His own blog www.KeepThinkingBIg.com has a readership from over 100 countries.

Tony Lynch

John Zorbini has spent his career helping organizations understand the strategic link between effectively managed human capital and successful business results. John’s unique background and experiences as a senior executive, professional speaker, and certified leadership coach, combined with his collaborative and results-focused approach, makes him ideal to consult, coach and facilitate all levels of leadership. For Stewart Leadership, John specializes in working with clients in such areas as succession planning, full-cycle strategy planning (business & talent review, succession review, leadership development review), human resources consulting, and executive leadership coaching.For 30 years, John held various leadership roles for three of Wisconsin’s largest employers, spending 25 of those years in the chief human resources officer position. Having an intimate understanding of the complexities and daily challenges of boards, executives, and other leaders, has enhanced his ability to quickly relate to and assist those with whom he works.As a professional speaker, John has delivered hundreds of workshops and presentations and continues to be a much-in-demand facilitator and speaker. Additionally, John has over 20 years of university-level teaching experience (undergraduate and MBA) as an assistant and adjunct professor at Marquette, Concordia, Cardinal Stritch, and Mount Mary Universities.John received his bachelor’s degree from West Liberty University in West Virginia and his master’s degree from Marquette University in Milwaukee. He completed his fellowship for executives at the Advisory Board in Washington, D.C.He has served as a board president or board member for governmental agencies, civic groups, and not-for-profit organizations, including former Wisconsin Governor Scott Walker’s Council for College & Workforce Readiness (where he represented all businesses in Wisconsin); current Governor Tony Evers’ Career Development Committee; the Wisconsin Hospital Association’s Workforce Development Council; the Mount Mary University Board of Trustees; and others. He currently serves as Chairman of the Washington County Ethics Board.John has always been an active member of his community. He has been the recipient of his community’s Citizen of the Year Award, and two school district’s Friend of Education Award. He and his wife, Pam, reside in Erin, Wisconsin.

John Zorbini

企业在业务上的激进转型有些时候面对的最大困难是如何促使大家放下公司以往的惯例。McGraw-Hill由James McGraw与John Hill于1888年创立，如今100年后已成为美国最大的教育出版社。但在数码时代里，它与许多传统出版商一样渐渐衰退。印刷教科书到了2013年很明显已经成了夕阳业务，而当时名为S&P国际的McGraw-Hill组织以24亿美元的价格向Apollo全球管理公司出售了McGraw-Hill教育公司。接下来所发生的是公司在方向上出现了显著的变化。McGraw-Hill教育实施了转向战略并开始采用技术与软件来重新思考教育。一年后，David Levin成为了总裁，在过渡期间负责以新的愿景带领公司通过学习科学来解开每一位学习者的潜力。而这个决策是建立在基于掌握学习等现有理论的新自适应技术。自独立以来的四年里，公司在拓展电子业务与技术收购上花费了7亿多美元。我们在Levin的纽约市办公室进行了采访。在您担任总裁的三年里，您一直带领着公司在业务上的转型。您在这途中面对了什么样的困难，而人才发展是怎么样成为对应的措施？我们必须应付一个不断在变化的商业模式、新的客户需求与要求、新的技能与能力、以及被视为传统业务的观念。所以，如果您介入的是一个必须从根本上进行改革的情况，那您的任务就是要创建一个指向未来的路径、部署资源使其发生，并由此给予内部与外部针对所作出的承诺带来希望与实质。这不但涉及到战略思考，也要求将战略纳入核心的领导团队。其中很大一部分取决于人才发展，因为我们必须能够理解与拓展新业务的人，并创造和向市场传递一个截然不同的信息。自独立以来，我们也投入了大量的资源来开发内部创建高端工程的技术。我们的电子产品团队现已有500多名真正有才华的人在塑造未来。鉴于这种能量、精力与资源，从根本上就必须要给予您所录用、培养以及想留住的人才激励与援助。这意味着要有策略地提高他们在工作上的参与度之外，同时也要塑造一个将通过不断在变化的劳动力来改变业务形态的公司文化。您是如何将这些新的核心能力素质纳入公司？我在一个特殊的方面很幸运，就是我的前任刚招募了一位很优秀的人才带领电子平台的团队。我在被招聘的过程中与他聊了很多，因为我觉得挑战太过巨大而犹豫了是否该任职总裁的职位。但我们在价值观与软件战略上获得很好的共鸣，我也因此有信心公司具有一个很好的基础可以培养在工程方面的核心能力素质。他是一位可以创造出价值观和程序互相匹配的框架以及执行软件战略的伟大领导者。所以我当时很肯定可以以他们的团队为核心，并通过资源供应以及与其他业务部分在战略上的协调而取得高绩效。您在公司的文化上发现了什么样的短缺是必须要改变的？我们是一个神话般的老公司，在前125年里大家也都认定了我们的业务在于出版。在公众眼里，我们是一个教科书的出版社。但教科书出版建立在两个支柱上：内容与交易营销模式。这种模式也是从古登堡出版到大约三，四年前推动整个出版业的模式。但我们开始使用软件后就不能再依赖这套方法了。所以在销售方面，我们现在重视的技能是那些可以协助我们从交易营销模式转向能支撑长期关系以及重视客户成功的文化。我们正在转向的业务由我们直接影响学生成果的能力所定义。这意味着我们需要有能力通过获取并分析有关学生们的使用方式以及与内容互动现状的数据并给予实际的帮助让他们能够获得更好的成绩。虽然内容仍然非常重要，但我们也必须承认大家不一定只想使用我们所发布的内容。所以，我们也将软件开放给第三方的内容原以添加丰富我们的应用程序。这在五年前还会被视为是异端的举动。新的McGraw-Hill教育将自己描述为一个学习科学的公司。这指的是什么？我们将学习科学视为一种不断在进化的实践，利用着最好的心理学与认知科学来了解人们的学习方式，将其应用于软件中并通过开发的产品增强学生的学习和支持教师们扮演好帮助学生的关键角色。关于人们学习的方式，我们在软件中应用了许多现有但依然在优化中的理念，其目的为使用它们来提高学习的效益。早在19世纪90年代，德国的一名心理学家Hermann Ebbinghaus为找出最佳方法记住三个字母单词的随机字符串而在自己身上作了实验。有些字符串甚至有高达1000个或以上的单词。他找出了将学到的东西从短期记忆移动到长期记忆的最佳复习时间间隔与频率。这些如今也已经成为心理学里的一个重要课题，被称为有意识提取以及间隔练习。20世纪80年代，美国教育心理学家Benjamin Bloom协助推进了掌握学习的理论。简单而言，掌握学习提倡的是您应该在真正掌握了当前的内容之后才继续进行下一步的学习。Bloom发现，通过传统教学方法在评分曲线里得分最低的学生在使用掌握学习技巧后都获得了更好的成绩。而这些学生在接受个别指导后在成绩上甚至还取得了更大的进步。我们在软件里创建了一个支持掌握学习的架构以及能提供给每一位学生有关他们掌握程度的数据以便在需要的时候给他们指出该学习的教程。这个层面的数据与分析也可以让一位指定的教师知道学生们需要他重点关注的问题点。所以，当我们谈论学习科学时，这里指的是通过掌握与能力本位学习技巧的相结合来改进学习的方法，同时也包括在软件中嵌入一些可以帮助大家取得快速与高效学习的分析。这也允许教师或教授能够准确地找出与学生进行沟通的重点已取得最佳地效果。这对我们的公司而言是一个重大的转变。我们现在的目标不仅是要开发最好的内容，同时也要协助学生取得最好的成果。这对学习者也是一个重大的转变。他们在掌握了学习内容后就可以实行与表现得最好。这同时也完全颠覆了人才发展。因为，我们首次可以在观察一位或一群学生的表现时说：“这里是问题点，而这是您需要教导的。” 这比只关注评分曲线里的某部分学生时而忽视到其他人，或在对学生的实际需要毫不知情的情况下授课更加有效率。这种学习系统的优势在于它给予时间与空间专注组织里每个级别所需要的关键知识。您认为学习科学未来的趋势是什么？ 而下一个突破又会是什么？我们现在已经对人们如何更好地学习有了一定的了解。教师与培训师将能够针对学生与学习者的学习状态获得更多信息，所以真正的问题是大家将如何最有效地利用这些信息。我认为未来五年里将发生的突破会关系到基于数据的指导与学习。在专业发展、大学、学校以及职场中，我们要想办法支持在教学形式上的变革以促使大家更充分地利用数据与学习分析所能提供的见解。这可是一个庞大的工程。它可以让教师发挥出自己最好的潜能，也可以帮助学习者在更短的时间里实现更多的成果。您觉得培训师在这种环境里所扮演的角色会有什么样的变化？这个角色会从一个舞台上的圣人转变成一名教练、引导者以及支持者，积极地在塑造学生们的学习路径并踊跃地参与他们的学习与成长过程。元认知理论指出学习者是在察觉到自己的知识落差之后才会更有效地学习，而这也是我们教育技术背后的理论之一。我的判断是未来的培训师会变得更有效率，也会更有针对性地利用他们的时间。而这会有巨大的影响，因为他们必须应付越来越多的学习者以供应知识经济的需求。教学设计师的角色又会有什么样的改变？我们的架构明示了教学的内容必须要直观、易于实践、有吸引力、高效以及能够见效。所以，学习内容的性质也必须要改变。想想我们之前都必须得看的，那些可怕的规章制度说明视频。我还记得有一个很典型的场景就是：“您贿赂还是不贿赂？请点击A或B.”我们真正需要的是可以降低复杂程度来促进掌握度。作为例子的话，我们由此可以教导药剂销售人员了解并传达产品A与产品B之间的相互作用。我们要求通过设计让大家进展到有自觉的胜任。我们希望系统能够支持学习者对自己的能力有信心，并因为完全掌握了自己在做的事情而有杰出的表现。我们需要帮助建立信心的对象属于那些答案虽然经常是对的，但却对自己作答能力缺乏信心的学习者。同时，我们也需要应对不自觉的不胜任，这里指的是那些自信满满但却经常答错题的学习者，让他们能够专注在他们的学习落差上。所以，我们的系统会把信心与准确度分成两种不同的维度以便能够有针对性的给出适当的反馈。那揭示您这类系统所提供的数据又该如何处理呢？ 这项工作是否会交给培训师还是其他的人？这将取决于正在处理中的问题性质、部署软件的组织以及掌握度的关键性。例如，我们考察了一家知名会计师事务所的合伙企业，并且非常明确地显示了在整个集团里大家对于税法一一个非常复杂的课题一在掌握程度上的差异。在这种情况下，许多不同层面的人应该会有兴趣使用这些数据：将担任教练角色的专业人士、需要根据个人学习提供协助的培训人员、首席人事官、甚至连总裁，基于想要合作伙伴充分掌握税法以形成更有力的战略。但如果是对于更基础的前线角色而言，只依赖培训师其实也就可以了。那么McGraw-Hill教育呢？ 学习科学又如何被应用在本企业呢？我们现在在入职培训上使用这些技术。我们是一个复杂的企业，有5000多名员工分布在全球各个国家。我们的文化不断的在改变。我们卖的产品也在变化。所以，这里的环境非常适合用于适应学习的测试平台来帮助企业的新员工快速上岗。之后我们又想到：“如果我们那么肯定这对孩子与学生有那么大的好处，那为什么不把我们的产品公开给我们自己的员工与他们的子女使用呢？“我们现在也已经做到了这一点，使用率也非常高，因为大家都知道这些产品是真正的有效。我也与我最小的儿子一起使用过。我们三年前搬到美国时，他从英国的学校制转成美国制。我们就一起使用了我们的软件来学习数学。我们把它当成竞赛一起修读了高中数学课程，从中我也不得不承认，高中数学真的很难。我们在10年级的阶段停止了比赛，他如今也已经完全掌握了多项式，而我仍然还在学习中。从学习科学的角度来看，您觉得知识掌握与应用之间会有什么区别吗？有的，而且是一个有层次的结构。有些科目需要您先认识到基本的结构，但如何实践又是另外一项课题。学习语言是一个很好的例子。您对于词汇与语法的掌握要抱着高度的信心才能向前迈进。虽然如此，单靠词汇与语法的知识不足以让您自由畅谈。而这时掌握学习就可以成为一座桥梁，通过加强您对自己的自信促使您愿意尝试对话。在工作场所的话，学习科学可以协助人们对自己的能力更有信心，从而更有效地工作。译者：Joseph Tan(陈万中)

现在让我们别出心裁吧

Tony Jones leverages his extensive experience as a Creative Director to teach AI-enhanced creativity as Co-Founder of Creative AI Academy and at Pratt Institute. His patented AI products and award-winning career in top agencies like McCann underscores his expertise in integrating AI into a variety of workflows.


Tony Jones

Revolutionizing Learning: 3 Ways AI Personalizes Learning Pathways

In the third webinar of the 2022 Japan Webinar Series, ATD President and CEO Tony Bingham will join UMU Entrepreneur CEO Dongshuo Li to examine how technology and a strong organizational learning culture are critical for organizational success. It is

Webinar: UMU, ATD to Discuss Upskilling for Digital Transformation

ATD President and CEO Tony Bingham invites our global community to join us at ATD 2022 in sunny Orlando, Florida.

An Invitation to Our Global Community at ATD 2022

Consider a popular statistic: Generation Y, or Millennials, are expected to comprise more than 50 percent of the workforce by 2020. That is just five years away, so it is essential for this new generation to prepare for a future of leadership.In ATD’s 2012 whitepaper Leadership Development for Millennials, 56 percent of employers surveyed believe that Millennials require specialized leadership development programs to succeed. Envisioning a world that works better begins with instilling the right knowledge and skills in young professionals.Seeking to better serve future leaders of the profession, ATD introduced its Young Professionals initiative in 2014 to encourage professionals entering the field to expand their expertise while shaping the future of the talent development industry. Keeping up with trends and the hottest gadgets is part of the Millennial culture, but how can organizations promote a sustainable future with strong leaders? We asked ATD CEO Tony Bingham to share his thoughts on the future of the industry and what that means for new professionals entering the field.Q: How can organizations prepare for a future with young professionals as leaders?TB: In order to meet the demands of the future, organizations need programs designed to meet the development needs of Millennials. Opportunities for regular and focused development are important to this generation, and acting on that is critical. And, since this generation looks at technology as a utility (like electricity), we must shift our perspectives and design our content to support consumption via a variety of technologies. Smartphones, tablets, apps, social networks, and the cloud are used in virtually every workplace and with increasing frequency. If we want to engage this generation, our design and delivery must include the devices and channels most favored by them.Being the “employer of choice” will be determined in part by the talent development team. In order to help attract, grow, and retain young professionals with leadership potential, a prioritized talent development function must be in place. This goes beyond a requisite training program’s focus on technical skills. Young professionals also seek to enhance transferable soft skills. Organizations should consider mentoring and coaching programs in the areas of communication, relationship building, and diplomacy.Q: What is the best way for today’s young professionals to make an impact in talent development?TB: Young professionals do a great job connecting with one another and adapting to new technology. This group has the opportunity to influence the field by increasing collaborative efforts and sharing content, ideas, and practices across the entire global community using digital and social media. Young professionals must be engaged in creating a culture of collaboration and one that is comfortable with change. It’s their responsibility to get their voices heard, and it’s the responsibility of senior leaders to ensure that an environment exists where this generation can comfortably share their thoughts, and be confident that they are being actively listened to.Q: How can young professionals engage with other ATD professionals?TB: Talent development professionals of all ages are encouraged to share their knowledge with the ATD community by connecting in person at ATD conferences, ATD education programs, local ATD chapter meetings, or online in our very active social channels (LinkedIn, Twitter, Facebook, YouTube, WeChat, Pinterest, and so on). I urge young professionals to share their ideas by creating blog posts, podcasts, videos, or infographics. \[Editor’s note: If you’re interested in contributing content, let us know by submitting this form or emailing youngprofessionals@td.org.\]Q: What difference would ATD membership make for a member of Gen Y? Why would a young professional want to join the ATD membership community?TB: This generation understands the importance of community and connections, and that is what ATD membership is about. ATD is dedicated to supporting the growth of talent development practitioners throughout their professional journey so that they can drive results in their organizations, and enjoy greater satisfaction in their careers with a well-proven model for success.Young professionals—really all professionals—need information that is available on demand and highly relevant. With more than 70 years of history, ATD is a trusted source of data-driven best practices, case studies, and education focused around 11 communities of practice (targeted areas of interest). We are constantly searching for offerings that our members will value—we do the work of ensuring that the information is relevant and valuable, saving our members time. Membership also provides many benefits, including discounts, connections to subject matter experts and to one another, assessments, career guidance, and access to content created specifically for members.Additionally, ATD membership and local chapter membership offer many opportunities to network online and in person. It’s always great to see people meet face-to-face at our conferences after virtually connecting on one of our social channels. There is nothing like personal, face-to-face connection. Networking is powerful and robust in the ATD member community.Q: What career advice would you give to young professionals just starting out in talent development or people looking to make a career change?TB: Never stop learning. But, learn with a plan or model. Get involved in online discussions and attend face-to-face events. Joining an association like ATD allows you to develop your networks, potentially leading to new career opportunities, skills, industry information, and relationships. When you’re ready, consider developing expertise and earning recognition through one of our Master Series offerings (trainer, instructional designer, performance consultant, and so forth) or ATD’s industry certification, the Certified Professional in Learning and Performance credential, to demonstrate your skills, advance your career, and deliver even greater results for your company.Q: Do you have any final thoughts for young professionals or the organizations that want to attract and retain them?TB: Great organizations have great people, and in today’s workforce those great people come from multiple generations. While each generation has unique characteristics, I think an important reminder is that every generation has something it can learn from others. Organizations would be wise to recognize the unique opportunities this provides by creating an environment for collaboration within and across generations. Being a lifelong learner is particularly important in this field. Whether you’ve been in the profession for five months or 35 years, you have to continue pushing yourself to learn new things, challenge your assumptions, meet new people, expose yourself to growth opportunities, and embrace change. I think this applies to individuals as well as organizations. We are entering a period in business where innovation and change are key areas of focus for CEOs. The best organizations are developing their talent and their cultures to meet these important challenges.ATD young professionals are encouraged to get involved and submit blog posts, podcasts, videos, or learning visuals. Read more about how you can share your content.

The Time Is Now for the Next Generation: Q&A With Tony Bingham

Tony O’Driscoll is a professor at North Carolina State University’s Jenkins Graduate School of Management. Prior to joining NCSU, O’Driscoll held research and learning strategy positions at IBM.

Search results for 'Tony John'

Categories

Refine By