You’ve seen the announcements and the posts about our exciting new platform for Pioneer Careers.  Still need some help in learning how to use it? We’ve created 4 short videos to help you maximize the useful tools in Pioneer Careers:

We are continuing to update and refine the functionality to help you on your career path.  Watch the Pioneer Career Blog for news and system updates!

For several years now, innovations in educational technologies (edtech) have impacted how business professionals want to learn. Edtechs such as virtual classrooms, mobile devices, digital readers, on-demand video, online gaming, and cloud-based LMSs have fed a market that has been, and continues to be hungry for innovation. Traditionally, most investments for product innovation in edtech was focused on the higher education market. But recently, investors have looked across the traditional market boundaries beyond higher education and toward corporate training.

A key driver for innovation is the adoption rate of new technologies by the millennial community. Millennials entering the job market bring a new set of expectations on how to learn and collaborate. They are teaching leaders of training organizations that learning is best achieved in small ongoing increments, over time, accessed on-demand, using multiple devices, over multiple forms of media. The greatest lesson millennials have taught us is we need to focus on speed and how to make learning efficient and effective.

Because of these changes, investment is flowing into the edtech market at an unprecedented level. Entrepreneurs and established edtech companies are recognizing the opportunity to leverage innovative products across market boundaries and are designing tools for the “adult” market, instead of education versus corporate.

The key trends for 2017 reflect how the training industry continues to evolve. And the trends we see are not those which are flash in the pan, short term, hot applications – but rather, changes to the market that will have a lasting impact for years to come.

Fueled by the learner’s ability and need to consume content fast, when and how they want it, investment in educational technologies is translating into a level of innovation we’ve never seen in corporate training. Tools for content development and delivery, digital readers, virtual delivery, reinforcement, content libraries, gaming and cloud-based administration systems, all are bringing a level of innovation that is at an all-time high for corporate training. Much of the investment is coming from companies that have traditionally invested in public and post-secondary education but are now shifting their focus to the corporate market. The main reason for this shift is best practices for developing and consuming knowledge-based content transcends age levels, as well as market boundaries for adult education and corporate training.

With the influx of mobile devices and the demand for short, object-based content increasing, learning libraries have grown rapidly. This rapid growth means that learners have access to virtually any type of learning content they want any time they want it; on virtually any device they choose. Having this abundance of information available can be a positive thing for learners, but training professionals must have a strategy in place to ensure learners are consuming the content designed specifically for their job requirements. The good news is training professionals can more easily meet the needs of learners through learning libraries for roles with competencies that are more market generic. The training leaders challenge is to better manage the content that is proprietary to the corporation to fill the gaps from ubiquitous learning libraries.

Training professionals have the unique responsibility of supporting the needs of the business while understanding the needs of the learner, and bringing both together to improve performance. This responsibility is similar to that of marketing. Marketing must understand customer and client needs, while marketing products and services that meet those needs. Adopting a marketing-based approach to understand the needs of learners by using analytics and demand-generation strategies allows the training organization to target competency-based content directly to those who need it. Training organizations can then develop, promote and implement learning initiatives based on a profound understanding of learners’ needs and can help training organizations brand themselves and engage their learners more effectively. This is not about marketing the availability of courseware for the purpose of increasing the consumption of content. It is about using analytical data and intelligence about the learner’s needs to better target content directly to the learner who needs it.

Identifying ways to improve the learning experience while minimizing the impact on employee downtime have been challenges across the industry. Adaptive learning is about personalizing the learning experience. By using adaptive learning techniques, we can reduce the time it takes learners to become proficient, eliminating the need to cover content they already understand. This improves the effectiveness of our programs because the learner only focuses on what is absolutely needed. Traditional approaches to content design involved developing courseware in a one-size-fits-all approach and then expecting the learner to consume the content. Adaptive learning is about adapting the content to the learner’s needs. For many years, the training function has been interested in personalizing the experience, but now they can accomplish this objective by letting the platform adjust information based on a learner’s previous responses. The future success of adaptive learning is not only in the design of the technology, but in the design of content. Content must be shortened and modified into learning objects, so it can be consumed based only on what the learner needs.

Research related to the science of learning has taught us that one of the most effective techniques for increasing retention and application is to reinforce content over an extended period. Extending the learning experience pre- and post-training requires multiple touches throughout the learning experience. Technology is changing the way content is accessed and consumed, and changing how training leaders look to design learning experiences. In a 2016 study, 79 percent of training leaders told us that offering alternatives for training modalities is vital to their success. From mobile apps and e-learning, to job aids and simulations, employees need multiple touches and ways to consume information and drive behavior change. Essentially, these multiple touches transform training from an event into an extended learning experience.

As the outsourcing market for large-scale, comprehensive BPO deals are declining, we are seeing more growth in project, mission or initiative-based training engagements. We refer to these as “burst” engagements. A training “burst” is where the supplier is contracted to manage any or all processes associated with a defined training initiative – such as a product launch, technology implementation or change management initiative. When the initiative is completed, the supplier engagement ends. The primary difference of this from traditional BPO engagements is those are “process” oriented. Burst engagements are project-based, and the terms of the contract are more directed at the deliverables related to completing the initiative. Burst engagements provide an innovative option to the training leader and substantially reduces the risks of traditional process outsourcing engagements. 

As the workplace continues to evolve with the emergence of new generations and technologies, there has been a gradual shift toward developing a more inclusive learning culture. One where companies value the internal development of future leaders, and where institutional knowledge is passed on to up and coming talent. One of the most effective ways to transfer proprietary knowledge is through mentoring and coaching. And the old saying holds true, that the best way to learn something new is to teach it. Mentoring not only develops the ones who follow in the footsteps, but it is also a wonderful way to develop current talent for leadership roles. The challenge is we haven’t done as much as we should to develop structured ways to develop the mentors. Cultures that value coaching are ones that emphasize the value of the talent, and provides a systematic approach to developing mentors and a culture for coaching. 

Game-based learning enhances motivation, engagement and knowledge retention. Early implementation of gaming focused on replacing the classroom experience with a game. The next evolutionary step in gaming saw us learning how to embed gaming programs within the learning program. We are now learning that at the heart of every engaging game (e.g., video games) lies an enticing story that pulls players in, appealing to their motivations and emotions. The evolution of gaming theory has found that using the principle of storytelling and engagement is key to appealing to learner emotions while enhancing learner engagement and recall.

As virtual delivery platforms and online training programs have increased in popularity and adoption, average class enrollments continue to reduce in size. In the days of traditional classrooms, the objective was often to increase class sizes to amortize the fixed costs associated with an instructor and classroom across multiple students. There was always a conflict with the notion that smaller class sizes were better for students; while larger class sizes were more efficient for the business. Now the business’ needs and learners’ needs are aligned with the idea that training is becoming more affordable to deliver in smaller groups.

Driven by a performing economy, buy-side companies are hiring more internal staff for training than in previous years. This is driving up their mix of internal to external spend. Just a few years ago, the average spend for buy-side companies was around 58 percent for internal resources and 42 percent for external. Our most recent study showed that over the last two years companies have moved the balance to more of a 60/40 or an expected 61/39 split in 2016. So while the overall corporate training market is still growing, we are seeing a relatively flat spend occurring with suppliers, especially with large scale BPO engagements. This trend may be short-lived depending on the future global economy. Our experience has shown that as the economy improves, companies tend to hire more staff for training. As the economy declines, companies tend to move full-time resources to variable resources.

If you’re considering a career in health and human services, there are several resources to support you in learning more about the industry, as well as, the job or internship search. Common job titles include social worker, therapist, counselor, public health administrator, community outreach director, research assistant, nurse, physician, or physical therapist, just to name a few.

While there’s a host of information about these professions online, hearing directly from individuals who work in these fields will be far more illuminating; as such, be sure to leverage your alumni network via Pioneer Connect to identify DU alumni with whom you can arrange for informational interviews. In the process of making those connections and gaining more insight into the industry, you just may open the door to job or internships opportunities you might not have found simply by searching online postings.

Keep in mind that most professional associations have job boards, as well as great resources for networking in the field, and professional development opportunities.

“I’ve always had a lot of questions about the traditional American workforce, the whole 9-5 structure,” Morgan Silverman said frankly, not 10 minutes into our conversation about her intriguing career journey from social worker to real estate agent in less than a decade as a working professional.

“I wasn’t sure it was for me.”

You can’t say she didn’t try though. Silverman worked in her field of study for two and a half years before determining, once and for all, that it wasn’t a “lifestyle” she was interested in. In spite of great management, tons of learned skills, and stage-setting for her career, Silverman chose not to stay with it, opting instead for a work-life balance most people can only dream of (and few are brave enough to go after).

“It’s 2:45 on a Tuesday, and I’m sitting in my kitchen talking to you. I’m making more money than I was before. I’m free,” Silverman said without a hint of arrogance when I questioned her current state of contentment.

Her self-awareness didn’t surprise me—after all, she does possess a masters’ degree in social work, and she did cope in an incredibly stressful environment for a period of time—but I still found it refreshing. Of course, that didn’t stop me from throwing her a couple of hardballs related to her career change.

“Do you regret going to grad school? Do you ever miss being a social worker?” I asked.

“Part of me felt like I was selling out a little [when I made the career change], but I’m happy and I do use some of the same skills.”

She allowed that her feelings might be different if she was saddled with student loans, but without those weighing her down and combined with the fact that she’s both good at what she does and happy doing it, there was really only one answer: “I have no regrets.”

To get the full picture of Silverman’s career path, read on.

In 2013, I completed my MSW from The University of Michigan. While at Michigan, I specialized in more micro-level social work (referred to in social worker terms as interpersonal practice and mental health).

I completed my practicum in the counseling department of Jewish Family Service, a wonderful sounding board for my career that also offered excellent supervision.

My partner and I (boyfriend at the time, husband now) moved to Toronto not long after I completed my degree for his job, but I couldn’t get work there.

I volunteered some and took continuing education courses in the social work department at the university. After about six months of mainly doing yoga and eating carry-out, I decided I wanted to move back to DC because I was bored and felt unaccomplished—so I started applying for jobs and interviewing remotely.

I was offered three different positions and opted to accept an offer as a case manager at Community of Hope, a nonprofit organization helping underserved families in the DC area.

I met great co-workers, and in the beginning of my time there, the management was helpful and pro-active. I stayed for one year. The work entailed long hours for minimal compensation, and I found it difficult to live a healthy and balanced lifestyle.

When I was offered a job at a private psychotherapy, I took it. After about a year there, though, I started slowly transitioning to real estate.

My husband I were buying a house in DC, and I have family in real estate, so it wasn’t a huge jump in that sense.

I remember thinking, “This is something I’d be good at.”

I cold-called top real estate agents in the area and asked if they needed an assistant. One of them did. He hired me and became my mentor. I shadowed him, literally went everywhere he went. He was instrumental in helping me to succeed.

I got my license after about a year of being an assistant, and soon I started taking on clients of my own. It was a slow transition though; doing both jobs part-time helped me determine if real estate was the best track professionally. It turned out it was.

Communication. In each field, you have to convey your point in a concise way so that people understand you. This is what I did with the families I was working with and it’s what I do now when I’m taking clients through the process of accepting an offer.

Also, conflict resolution. Stress management. Those serve me well now.

Be willing to do things that are pretty undesirable in order to learn. As an assistant to a real estate agent, I would literally lick and stamp envelopes.

Want to read more career-changer stories? There are plenty of them out there, but here are a couple of our personal favorites:

DU Career Services is pleased to announce that Patricia (Patty) Hickman was recently hired as assistant director at the University Career Center.  She provides career development for all graduate students, except those in the Daniels College of Business, Sturm College of Law and Josef Korbel School of International Studies who are served by their respective career centers. She is also the career liaison to Veterans Services the division of Natural Sciences and Mathematics.

Patty received her master’s degree from the University of Oregon and has been at DU since 2005. During that time here she has served as Assistant Director, Associate Director and Interim Executive Director of Daniels College of Business Career Services. Patty’s experiences have made her one of the best on campus for career advising and coaching, job market trends, program development, and strategic planning.

We are excited to have her as a part of our team and as a resource on campus. Meet with Patty today by making an appointment at (303) 871. 2150 and see the difference she can make for you!

We are just a little less than a month away from the annual Fall Resume Review Days on the Driscoll Bridge. This year the event will be held from 12pm-4pm on the Bridge on October 4th. Employers and Career & Professional Development staff will be available to review your resumes, CV’s, and cover letters! You don’t need to register, but you can read more about the annual event in Pioneer Careers under Events.

So ahead of Resume Review Days and the Science & Technology Fair on October 5th, you might be thinking about how to enhance your resume. If you’re not sure of the best way to get started here are a few resume concepts to keep in mind.

1.) Limit the use of color: Call me a resume traditionalist, but I wouldn’t say you’re putting your most professional foot forward by printing your name and contact information on your resume in bright neon orange– as cool as it looks. I get the point though. You want your resume to stand out from the others. The logic makes sense, but because your resume is a professional document you want it to appear as formal as possible.  Most employers will want to see that you’re able to make your resume stand out based on the content of your resume. Now, this isn’t a one-size-fits-all. Depending on the industry you are in, you may need to add some flare and design concepts to your resume. Marketing professionals will often have a modern design resume to display their graphic illustration skills. You will want to keep the industry of the job you’re applying for in mind. Take a look at this article from Keith Wolf at ResumeSpice which outlines how to think about adding color to your resume (or if you should at all).

2.) Ask yourself this question… How easy is my resume to scan? You have probably heard this statistic before. Most recruiters will only look at your resume for 5-7 seconds. Every hiring organization is different in terms of how they evaluate resumes, but this is true to an extent. A recruiter isn’t going to read every word of your resume, at least the first time through. Rather they are looking for the most important information: degree, the companies you have worked for and how long you were there, gaps in employment, software experience, etc. etc.. These things will vary based on the job you’re applying for, but once you’ve read the job description you should have an idea of what the most important factors of a position are. Looking at your resume quickly, how easy is it to find that information? Would your resume benefit from some formatting differentiation or reorganizing your categories (Skills, Work Experience, Education, etc.)?

3.) Consistency and Grammatical/Spelling Accuracy: Spelling and grammatical errors are a very common reason that a resume will not be considered by a hiring organization, and they can be easily avoided. A good example might be if you have periods after some of your bullet points in your position descriptions, but not all of them. The more eyes that you can get on your resume, the more likely it is that these mistakes will be caught… AND another reason to come by Resume Review Days!

One of the most exciting industries around, the tech industry has built its reputation on growth and innovation. This is great news for recent grads who are passionate about technology and interested in contributing to its development. To find out more about tech industry opportunities, we asked the team at Philips Lighting, a tech industry leader focused on healthcare and lighting solutions, to tell us what they look for in an employee and what you can do to stand out from the crowd.

Here are the steps you need to take if you want to land a job in tech.

When it comes to starting your career, few things are as important as knowing the industry inside and out. Although this may sound a bit overwhelming at first, it’s actually good news because your knowledge doesn’t have to be academic. While computer science and business classes can be a good way to learn about the tech industry, there’s also a lot you can do to develop that knowledge on your own. Tech-focused websites like Forbes Tech offer a lot of insight into industry trends and emerging technologies. Beyond that, it’s about learning about specific companies and the kind of work they do. At Philips Lighting, where the focus is on improving lives through technology, this means being familiar with the company’s products and the impact they have on people all over the world.

Once you have a strong grasp of what’s happening in the industry, it’s time to narrow your focus and pick a career path the matches your skills and interests. For example, if you’ve been coding since high school and want to take a hands-on approach to creating new technologies, you might want to focus your attention on engineering. On the other hand, if you’re more interested in sales or marketing, focusing on those aspects of the industry might make more sense for you. If you’re not sure, working for an industry leader like Philips Lighting is a great way to gain exposure to all aspects of the field before deciding on your specialty.

With industry knowledge under your belt and a strong focus in mind, it’s time to get some hands-on experience by interning with a tech company. This is a great way to deepen your knowledge of the tech field while also figuring out what type of role is best for you. Depending on the type of company you work for (and the internship you choose) you may be involved in different aspects of a company’s operations from engineering to marketing or even human resources. While smaller companies can provide a more cross-functional internship experience, larger companies can give you a chance to truly specialize in your field and gain the kind of experience that might take you a year or two to develop at another company. This is an important thing to keep in mind as you apply for internships since you’ll want the internship you choose to reflect your career goals moving forward. If you’re a recent grad without a tech internship under your belt, don’t worry. You can still stand out from the crowd by developing your industry knowledge and studying the companies you want to work with.

While tech companies definitely have their share of differences, they also have a lot of similarities. One of these is the desire to hire bright, motivated people to join their teams and give them the chance to create solutions that are truly game changing. “I love the idea that we can put the control back into the consumer’s hands. We provide the technology so that individuals can control their environment.” says Galvin Ho, a Philips Lighting engineer who focuses on creating innovative lighting solutions. Since tech companies place so much emphasis on talent and passion, being able to demonstrate these qualities is extremely important to landing a job.

By following these tips and developing your skills and knowledge, you’ll have no problem finding a tech job that’s right for you.

Next, get more career tips for internships and entry-level jobs such as the Top 10 Skills Employers Want in an Intern and find answers to common interview questions such as Where Do You See Yourself in 5 Years?

The post How to Land a Job in Tech appeared first on Career Advice & Interview Tips | WayUp Guide.

11/2 Start Up Orientation- So, You Want to Start a Business?, No Cost (details)

11/20 Access to Capital, $129 (details)

11/21 Ready, Set, Start Your Business, $49 (details)

12/6 Access to Capital, $129 (details)

12/7 Start Up Orientation- So, You Want to Start a Business?, No Cost (details)

12/8 and 12/9 Construction Contractor Training, $355 (details)

2/7 Access to Capital, $129 (details)

4/4 Access to Capital, $129 (details)

6/6 Access to Capital, $129 (details)

Ready to sign up? Call us at 503.399.5088 to register for any class. On weekends and after 5 pm, leave us your name, number, and email address and we’ll be sure to get back to you.

All classes are held at the Center for Business and Industry (corner of High and Union) 626 High Street NE (2nd floor), Salem unless otherwise noted.

Business Advising – come and see one of our knowledgeable advisors, free of charge!

EDGE Business Accelerator – a supportive home for ten young businesses.

Entrepreneurship Classes Online – college credit for planning your business.

Small Business Management (SBM) Program – a 9-month program that assists established businesses experience increased efficiency, profitability, and support through monthly one-on-one business coaching and interactive learning sessions. SBM is a great way to start working on your business, not just in it!

Opportunity Knocks – business support from business owners

Brewery operation requires knowledge of everything from regulatory requirements and intellectual property to financing and accounting. Three years after launching the online Business of Craft Beer Certificate Program, UVM is introducing a series of short courses to meet the growing demand for professional development opportunities for staff in existing breweries.

UVM Continuing and Distance Education is offering in 2019 a variety of four-week, online courses that will be taught by seasoned professionals in the craft beer industry.

Courses include:

“Trial and error can be costly for a small brewery owner and our goal is to provide professional development opportunities in an easy-to-access, affordable and online format,” says UVM Business of Craft Beer program director Greg Dunkling.

“The short courses—what we’re calling Beer School—serve as continuing education for existing breweries. While there will be some courses offered for brewery start-ups, most of our focus in the short courses will be offering professional development for staff in operating breweries.”

The UVM beer program is also establishing a national advisory board that will include brewery owners. Dunkling says the goal of the advisory board is for UVM to gain advice regarding the business challenges breweries face and to generate ideas for courses to help build knowledge and skills. Once the advisory board is up and running, it will help UVM identify new topics for additional Beer School short courses.

“Brewery staff often wear many hats but aren’t necessarily proficient in all areas,” Dunkling says. “Our Beer School provides relevant and in-depth education to help build their knowledge of social media, brewery finance, taproom management, and other topics.”

David Nyhan, an experienced taproom and operations manager who is teaching the Brewpub/Taproom and Restaurant Planning course, says professional development opportunities for breweries is essential in today’s competitive market. “The more education and knowledge you can offer, the better,” he says. “It can help with your brewery’s long-term growth and sustainability in the industry.”

Marketing and sales are becoming a greater focus for most breweries as well, Dunkling says. While marketing and sales are often secondary to buying equipment, building a facility, and hiring staff when a brewery is in the start-up phase, they are critical to a brewery’s success.

“While the craft beer industry continues to grow—there were 980 new breweries last year alone—there is growing competition. There is limited shelf space in any store and on tap handles in bars and restaurants. Breweries must be firing on all cylinders to remain competitive today,” Dunkling says.

“Conferences and guild sponsored-workshops are helpful, yet these tend to focus on the technical side of brewing or are typically only an hour or two in length. There is only so much one can cover or take away from such a format. In discussions with brewery staff, we felt there was a need for more in-depth professional development programming.”

Listen to Kary Shumway, instructor of upcoming Maximizing Taproom Sales and David Nhyan on UVM’s Business of Craft Beer podcast