Emerging technologies such as artificial intelligence (AI), voice interfaces, and augmented reality (AR) are poised to radically change not only the nature of work, but also how employees are taught and trained in a professional environment. In response, Learning & Development (L&D) and Human Resource (HR) departments have been challenged with how to integrate this new wave of tech to create dynamic learning ecosystems.
This is an especially tough problem today, since technology has conditioned people to expect quick and easy experiences—from Google searches, to help from voice assistants—so they can get answers and get back to what they were doing. While the “on-demand” concept is not new, it’s been historically tough to deliver from a learning perspective. Although most L&D departments have linear e-learning modules or traditional classroom experiences, modern professionals are seeking more performance-adjacent, point-of-need models that fit into their busy, fast-paced work environments.
Despite the challenges, it’s becoming critical for L&D professionals to enable continuous, frictionless learning to meet the demands of today’s professionals. According to Deloitte’s Human Capital Trends Report, 84 percent of executives surveyed view learning as an important (40 percent) or very important (44 percent) issue. At the same time, employees at all levels expect dynamic, self-directed, and continuous learning opportunities from their employers.
The first step to getting on board with this new approach to learning—and implementing it in your organization’s L&D efforts—is understanding the technologies driving it forward. O’Reilly’s recent report, “The New Technologies Impacting On-Demand Learning,” seeks to uncover the most impactful technology trends accelerating modern, non-linear learning models. From natural language processing (NLP), augmented reality (AR), and virtual reality (VR) to gamification, here are the top contenders:
NLP
A field of computer science that uses AI to process large bodies of natural-language data, NLP enables more accurate search capabilities. This allows learners to jump to the exact point in a digital book, chapter, video, or paper that provides the relevant information they need, right when they need it. Voice interfaces recognize and respond to the user’s speech, creating a new, but familiar communication channel that runs parallel to the learner’s typical workflow. Learners can speak a question and receive a precise answer from a trusted learning source without even taking their eyes off what they’re working on. As learning platforms evolve to take advantage of this technology, users may be able to interact in a wide variety of ways with their e-learning platform of choice, from speaking commands to building a personal playlist, underlining passages, or even verbally requesting testing on important concepts to reinforce something they’ve just learned.
AR and VR
AR and VR have enormous potential for both point-of-need and formal learning activities. These technologies enable learners to experience a simulated situation in a safe environment and experiment with a variety of behaviors and solutions while getting real-time feedback. For example, through a partnership with VR startup STRIVR, Walmart has developed training for its associates using the Oculus VR headset. STRIVR’s technology puts Walmart employees in augmented real-world situations so they can learn how to approach various work-related challenges. The retail giant also is using the headsets to simulate a classroom, which enables employees to act as students, while a teacher observes, instructs, and prompts discussion.
Another example of real-world AR/VR applications comes from a startup called Apprentice, which offers AR tools aimed at scientists, engineers, research and development teams, and manufacturing professionals. The solution runs on smart glasses and helps workers troubleshoot machinery remotely and share their findings with colleagues in different locations. Users also can access manuals and other critical information via the glasses. Although AR and VR can seem more like science fiction than tools for practical knowledge, these are just a few examples of how these innovative, tech-enabled approaches to learning can help workers increase productivity, solve problems, and learn on the go.
Gamification
Games are meant to be fun and engaging—and that’s their function in a learning environment, too. Gamification involves the use of game design elements and mechanics in activities that are not fundamentally game based. This is done to motivate learners to become active participants in their own education and training. Often, gaming elements, such as points or reward badges, are integrated to help learners achieve their learning goals and objectives. Deloitte’s Leadership Academy’s (DLA), which trains both Deloitte employees and its clients, puts similar gaming elements into practice. With “missions” that involve multimedia content consumption, quizzes and assessments, and friendly competition, DLA’s social learning environment helped increase engagement by 37 percent per week among participants. Using games to help make learning fun isn’t exactly cutting-edge, but pairing it with the right technology applications can be wildly successful, as seen by Deloitte.
NLP, AR and VR, and gamification are among the technologies that will support performance-adjacent learning solutions that enable professionals to learn from anywhere with minimal disruption. These and other technologies will continue to decrease the level of friction that exists in most learning experiences today, making learning a continuous and ubiquitous part of work.
As chief content officer at O’Reilly, Karen Hebert-Maccaro, Ph.D., is responsible for leading the organization’s content and learning strategy. She oversees the development programs for O’Reilly’s learning and training platform, manages both creation and curation of available content, and directs the internal editorial teams in acquisition, development, and delivery of content for learning, training, and events. Prior to O’Reilly, Hebert-Maccaro served in various talent management roles, including vice president of People Development and chief learning officer for companies in biotechnology and health care. She holds a Ph.D. from Boston College, an EdM from Boston University and a BA from the University of Massachusetts.
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