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Michael Burke

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M-Learning Basics

Michael Idinopulos is the chief marketing officer of PeopleLinx, a venture-backed technology startup that helps large enterprises integrate social media into their sales process. Michael's professional passion is improving work by helping people connect with one another. As global director of knowledge technology for McKinsey & Company, he led one of the earliest enterprise-scale deployments of blogs, wikis, and social networking. He then joined social-business pioneer Socialtext as vice president of customer success, and became general manager of the business following its acquisition by Peoplefluent. Michael’s TEDx talk, “Mr. Manager, Tear Down These (Digital) Walls,” is available on YouTube. He holds a BA from the University of Chicago and a PhD in philosophy from U.C. Berkeley. Michael lives in Philadelphia with his wife, Katherina Rosqueta, and three children.

Michael Idinopulos

Michael Lee Stallard (www.MichaelLeeStallard.com) is a thought leader, author, speaker, and expert on how human connection in culture affects the health and performance of individuals and organizations. He is the president and co-founder of E Pluribus Partners and the Connection Culture Group. Michael is the primary author of Fired Up or Burned Out: How to Reignite Your Team’s Passion, Creativity, and Productivity and Connection Culture: The Competitive Advantage of Shared Identity, Empathy and Understanding (ATD Press).Michael has appeared in media outlets worldwide, including Entrepreneur, Financial Times, Fast Company, Forbes, Fox Business, Inc., Knowledge@Wharton, Leader to Leader, New York Times and Wall Street Journal. His clients have included Costco, Lockheed Martin, Memorial Sloan Kettering Cancer Center, NASA, Scotiabank, U.S. Department of Treasury, and Qualcomm. Texas Christian University founded the TCU Center for Connection Culture to advance Michael and his colleagues' ideas at TCU and in higher education.

Michael Lee Stallard

Patti Shank looks at some of recent research that illuminates which types of work are better candidates for automation.

Can Computers Do Human?

Government agencies are facing unprecedented financial pressures. Budget reductions, hiring freezes, and even the elimination of entire organizations have forced agencies to scrutinize every dollar. Yet agencies must still ensure their workforce remains trained and equipped to meet the evolving demands of public service.Many agencies continue to rely on legacy learning management system (LMS) contracts signed when budgets were more flexible. These often include steep licensing fees, costly add-ons, and unpredictable pricing models. As oversight tightens and agencies are asked to do more with less, many are asking: Is our current LMS worth the cost?Key budgetary concerns include:High annual costs that divert funds from mission-critical initiativesUnpredictable pricing structuresLimited scalability for evolving training needs and changing populationsOn-premise maintenance that can require significant IT resourcesMany commercial LMS platforms seem robust at first glance, but their pricing structures introduce long-term financial burdens. Constraining per-user pricing models makes forecasting difficult as training needs grow. Base pricing may appear reasonable, but essential features like compliance tracking, external training requests, and advanced reporting often come at a premium.Hidden costs include:Per-user pricing that scales unpredictablyAdditional fees for compliance and reportingAdditional costs to meet federal security regulationsIT resources required to maintain outdated systemsMany agencies still operate legacy, on-premise LMS platforms requiring extensive internal IT resources. These systems, often 10–15 years old, now demand costly consulting or larger internal teams to remain operational. This approach strains budgets, limits scalability, and introduces inefficiencies—challenges that could be solved with a cloud-based solution.A Smarter Approach: TotaraGov’s Cost-Conscious, FedRAMP Authorized LMSAgencies are now seeking cost-effective alternatives that prioritize security, reliability, and efficiency. TotaraGov is a purpose-built solution for government needs, eliminating many of the added costs associated with traditional LMS vendors.Key advantages of TotaraGov include:FedRAMP® Authorized and 508 Compliance at no extra costPredictable pricing for accurate budgetingShared services that reduce redundant spending and can help shorten the procurement processCloud infrastructure that eliminates costly IT overheadTotaraGov meets stringent federal security and compliance requirements. Unlike other vendors that have additional charges for security or compliance features, TotaraGov includes these protections by default. Agencies can focus on workforce development without the burden of navigating costly add-ons.TotaraGov’s pricing model avoids unpredictable per-user costs, enabling agencies to scale training programs without budget uncertainty. This predictability helps ensure training remains accessible without financial roadblocks.Another key factor that sets TotaraGov apart is its support for interagency collaboration. Agencies with similar training needs can share resources via established shared service provider channels—reducing duplication and maximizing the value of training investments.The Future of Government Learning: Cost-Effective, Secure, and ScalableOutdated, expensive LMS contracts are no longer sustainable. Leaders must choose platforms that balance cost with quality. Choosing a platform that aligns with budget constraints while maintaining security and scalability is critical for long-term success.TotaraGov offers a secure, scalable, and budget-aligned alternative, enabling agencies to modernize learning, eliminate unnecessary costs, and support interagency collaboration—all without compromise. It empowers public sector teams to focus on what matters most: developing a skilled and capable workforce.Key benefits include:Reduced costs with no licensing fees or add-onsBuilt-in compliance with no hidden chargesShared learning resources across agenciesCloud-based efficiency with no on-premise maintenanceInvesting in an LMS should not mean compromising security or financial sustainability. With TotaraGov, agencies can reduce costs, enhance productivity, and ensure that every valuable dollar is spent wisely. In a time when government agencies are being asked to do more with fewer resources, selecting a cost-effective and secure LMS is not just a smart decision—it’s a necessary one. 

The Pressure to Cut Costs While Maintaining Readiness

 By 2025 Millennials, individuals between the ages of 20 and 35, will comprise 75 percent of the global workforce. Organizations are justifiably concerned about attracting and retaining them. Many articles on Millennials often focus on their desire to find purpose in their work and to collaborate. But to truly understand Millennials requires a broader perspective. Longing to Connect When the global marketing firm McCann WorldGroup surveyed 7,000 Millennials in 2011, it found that more than 90 percent of those surveyed rated “connection and community” as their greatest need. As the researchers put it: “To truly grasp the power of connection for this generation, we can look at how they wish to be remembered. It is not for their beauty, their power, or their influence, but simply for the quality of their human relationships and their ability to look after those around them.” Connection is a bond that promotes affection, trust, and cooperation. Connections can be tight, as with family members and close friends; or connections can be loose, as with acquaintances. The opposite of connection is to feel unsupported, left out, or lonely. Feeling Disconnected Despite their avid use of social network sites and cell phones, whether for calls or text messaging, there is evidence that Millennials actually experience less connection these days. While it may seem counter-intuitive, increased media use is a contributor. Excessive media use has been shown to diminish connection. Research by Norman Nie at Stanford concluded that an hour spent on the Internet reduced face-to-face contact by 23.5 minutes. The lack of meaningful connection makes individuals vulnerable to stress, anxiety, depression, and addiction. Connection is one of the most effective ways human beings cope with stress. Feeling connected to others reduces the levels of stress hormones, including cortisol, epinephrine, and norepinephrine. Without connection and other healthy means of coping, stress has been shown to produce emotional and behavioral disorders, including anger that leads to a fight response, fear that leads to a flight response, and depression that leads to the body shutting down. Many people deal with their stress by self-medicating with the use of alcohol, mood-altering legal or illegal drugs, binge eating; cutting; or promiscuity. These behaviors provide short-term relief by stimulating the brain’s reward centers, but they eventually rewire the brain with a negative-reward reaction so that cessation exposes the addicted individual to unpleasant sensations of withdrawal. Creating Connections  Employers are wise to help Millennials experience the connection they desire so they perform at the top of their game and avoid negative coping behaviors. Here are three ways for employers to connect with their Millennial workers.Communicate an Inspiring Vision—and Live It. Millennials want to work for a cause greater than themselves. Being part of an organization that has a mission that serves others helps. Meaningful core values also connect Millennials to the organization, especially if they see leaders living them out. I recommend identifying and consistently communicating simple and memorable phrases that reflect your organization’s mission and values. Here are a few examples: The most useful and ethical financial services in the world (The Charles Schwab Corporation) Connecting People with HealthCare (Beryl Companies) Opening the Highways for All Mankind (Ford Motor Company) The Change Agency (FCB New Zealand) Making Cancer History (M.D. Anderson Cancer Center) Learning to Change the World (TCU) Don’t Be Evil (Google) Strive for perfection, settle for excellence (Alpha International) In the spirit of straight talk (Pfizer)  Value Them. Valuing people is the heart of connection. Take time to get to know Millennials, including their career aspirations, past work experiences (ask what fired them up and what burned them out in past jobs), their strengths, the skills they want to develop, and even what there interests are outside of work. Encourage and mentor them so they learn and grow. A 2014 IBM Institute Study showed that Millennials prefer face-to-face contact when they are learning new skills. When you give Millennials projects to complete, don't micromanage. Be clear about what you want them to deliver, and let them know you are available if they run into obstacles or would like your advice or assistance. This gives them autonomy and conveys your respect for their competence. Give Them a Voice. Many Millennials want to be in the loop and have a voice in decisions that affect them. This isn't always possible when time is of the essence. However, if the situation permits, explain what you are thinking about an issue and ask them what is right, wrong, or missing in your analysis and perspective. Consider their opinions and ideas, then implement those that make sense—giving them credit it’s when due. Communicating an inspiring vision and living it, valuing people, and giving them a voice engages Millennials (and the rest of your employees as well). You’ll find that engaged employees put greater effort into their work, align their behavior with the leaders’ and organization’s goals, and more fully communicate so that decision makers have better information to make optimal decisions  These advantages provide a powerful source of competitive advantage. Editor’s Note: This post is adapted from Connection Culture: The Competitive Advantage of Shared Identity, Empathy and Understanding at Work.

3 Ways to Connect with Millennial Employees

Michael’s entire career has been in Education and Learning, primarily in HR. His current role is Vice President of Learning & Organizational Effectiveness for Upstream Americas with Royal Dutch Shell. Previous roles include VP Learning & OE Upstream International, VP HR Learning & Development for Gas & Power, and the Global Head of Design & Development in Shell Learning and Shell International Exploration & Production. Previously based in The Hague, The Netherlands, he is now in Houston, Texas, USA. Prior to joining Shell in February 2002, Michael’s experience spreads from Directorship within HR to a variety of Training Managerial positions. He worked with AMR Corporation/parent of American Airlines & American Eagle for 14 years. While at AMR, he served as the Director of the World Language Academy with programs in Thailand, Turkey, Turkmenistan, and the USA. Michael is a past Board Member and current member of I.A.L. (International Alliance for Learning), member of ASTD (American Society of Training and Development) and member/Board Member of I4CP (Institute for Corporate Productivity).

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