Percepium LMS has had a major upgrade to 6.0 and an update to 6.0.5. The enhancements included in these updates to the learning management system are delivering some powerful new features and functions for our customers around the world. Below is just a short summary of the LMS enhancements. If you would like a comprehensive Release Notes document, please get in touch using our contact details on this website.
Some of the most exciting enhancements deliver a far better user experience for our LMS customers.
The Forum has been completely redesigned and includes shortcuts to make finding posts easier. We also added a new HTML editor, attachments can be added to posts and quoted posts are much easier to follow. Forum moderators can lock a forum thread. Forums can be linked to a specific learning activity or locally to a specific activity.
The Calendar now has agenda and timeline views. Development Plan and Competency Assessments are now shown as events in the Calendar making it much easier for users to stay on top of their own learning and development. Clicking on an item in the Calendar takes a user directly to the Activity.
Percepium has a Learning Journal that now supports file attachments to users’ Journal entries.
The News feature also supports file attachments and includes our new HTML editor.
Search functionality has been enhanced with users having the ability to search in catalogues directly after logging in to the LMS. If your LMS has multiple Catalogs, users can select from a drop-down to search specific Catalogs.
Our current LMS customers always comment on how flexible the Hubs feature is to deliver user experiences that are individualised and relevant to users. We have added more Hubs to our LMS so that users may be offered more tools and features.
Percepium LMS has added four reports that virtually every LMS customer will use. We have added three analytics reports for Competency Profiles and one Organisation Learning Activity Status report.
A minor improvement but one that makes Percepium LMS more fun for users is the rolling dashboard banners. These banner images can be set to timer and can be very effective for mass communication, inspiration and other purposes.
Percepium LMS is an enterprise Learning Management System that can support a large number of domains within the one installation. The Percepium LMS excels at offering many options for user experience, learning delivery and user management.
Looking back over the first six months of 2019, I can divide my customers into those having strategies that are so complex they are undecipherable and those that have no strategy at all. In the first group there were 50-page documents with diagrams that still haunt me with shapes and connecting lines akin to the first crayon scribbles of a one year old. What I see so rarely is a ‘Zen- like’ strategy that is simple and clear to any person who reads and/or views it. Understandable to the extent that the strategy can be executed.
“Drink your tea slowly and reverently, as if the axis on which the world earth revolves – slowly, evenly, without rushing to the future.”
Thich Nhat Hanh
Effective strategic planning is a process and not an event. The strategic plan is developed in an evolutionary process that eliminates excess and complexity. It is this process that makes strategic planning more difficult; taking what could be complex and creating something simple and essential.
An accounting firm was having trouble making a decision at senior partner level to move forward with a series of our programs. Believe it or not one of the issues they identified was poor decision-making processes! In the end, we proved that a small team can create a revolution in culture change.
Out of frustration, one of principals decided to move forward with our programs in her regional office. We started out with our Profiling Program for the partners and managers and followed that with Strategic Planning, Performance Management and Advisory Skills Development.
In eight weeks, we have seen the changed processes and behaviours in the regional office create enormous interest in other offices. The interest was like a groundswell from people in middle management and junior levels who were interacting with people in the regional office.
small teams can create large scale change in an organisation.
The groundswell began as informal conversations and then we noticed emails being sent to managers, partners and senior partners. The messages were clearly motivated by a fear of missing out, FOMO.
The most common topic in the groundswell was about the new client projects the team in the regional office were working on. These were apparent both in SharePoint and the CRM used by the business. The most common topic among the senior partners was the increase of $55k in the 8 weeks after the Advisory Skills Program.
Other changes took a bit longer to be noticed. The Profiling Program expanded in the regional office to include all of the accounting professionals. As usual, this prompted people talking about their profiles and their efforts at becoming better communicators and relationship builders. People in the regional office would innocently ask about the profiles of their colleagues located in other offices and this generated the ‘why didn’t we do the profiling?’
The revolution was underway. In July we begin our Programs in the head office with a roll-out plan across the firm ending in September. You can drive organisational change beginning with a tribe. In our case, the smaller regional office became the role models for what is possible. They will now be our role models, coaches and mentors for participants in our upcoming programs.
Do you want to learn more about how we initiated and executed this revolutionary change in a staid culture? Get in touch.
Productivity has nothing to do with the latest app. It is all about you and your behavioural style that will determine how productive you are. There is no shortage of productivity experts promoting the latest and greatest productivity apps. It is interesting how large the populations of followers these productivity experts attract. It demonstrates just how many people are interested in personal productivity.I am very interested to learn how many of these followers adopt a new app and workflow and stick with it for any length of time. In my experience, I have found a great number of people jump from app to app and different workflows in a never ending cycle of searching for the ‘magic bullet’.The never-ending quest for productivity nirvana is a symptom of a deeper cause. This deeper cause is variable by person but there are some common characteristics:
Seeking perfection rather than good enough.
Not beginning work until the right tool has been selected.
Difficulty knowing how to start work and delaying the start with analysis paralysis.
Mistaking boredom with a lack of productivity.
Collecting a range of apps, tools and methodologies with bits of work created using different tools and apps.
Information is scattered everywhere and the person is spending time searching.
There are three primary obstacles that get in the way of people being effective and achieving high levels of productivity. These are:
The organisation does not communicate its strategy well so people are not clear on what they should do to have the most impact. If the have an idea, they are not able to prioritise it amongst the fog of other tasks.
The person is using workflows and tools that are not well suited to their behavioural style. This is common in organisations that roll-out productivity software without investing in training and designing workflows.
Information and knowledge sources are scattered all over the place causing people to spend hours hunting information they need to complete their tasks. In worse case scenarios people end up searching the internet for sources or re-creating information the firm already has……somewhere.
Even with a great strategy, an organisation will not achieve its objectives if people are not effective on a personal level. The greatest strategy still relies on people executing the right tasks well and within a timeframe.
The learning management system (LMS) should be a primary support tool for ensuring strategic execution is successful. A business that is focused on strategic execution needs all people to be working on the right tasks at the right time. The whole organisation needs to know the strategic goals and their role in achieving them. A learning management system, with the right features and tools, is ideally suited to align people to strategy and provide learning support.
One of the biggest barriers to successful execution is people not having access to information and learning to support their work. An organisation with high levels of productivity and engagement does not lose focus by people having to search for information and learning on topics they need to complete tasks. The learning management system should be a key software tool to improve productivity and engagement with learning.
If the LMS is not performing these vital functions effectively then it is acting as a roadblock to strategy execution. How does a well implemented learning management system support strategic execution? Below are some of the ones we have identified in our most recent implementation projects.
Configurable, flexible and scalable organisation structure in the LMS that accurately reflects how the business operates and its ongoing reporting needs.
Ability to support large numbers of users and an extended enterprise. The performance of the LMS should not be compromised when there are large user populations accessing it.
User administration of large populations is supported with the user interface, bulk actions and adaptable configurations.
The LMS includes extensive automated actions and workflow configurations to support how the organisation operates. You should not be forced to adapt your workflows to the LMS.
Reporting must be extensive and flexible. The LMS should provide senior leadership historical and predictive indicators to support decision making.
Integration and data sharing is essential to support the organisation’s information architecture. The LMS should not be an ‘island’ of data.
It is critical that the selection process reflects requirements that are both strategic and tactical. The requirements are best collected and assessed drawing on a wide range of stakeholders in the organisation including the ‘C suite’.
There are just some of the areas that we assess when working on a new LMS acquisition plan with a client. This helps us assess the various LMS software options and vendors that are proactively updating their software to meet changes in the workforce and operating environments.
Are there plans for any mergers and acquisitions?
Is the business likely to open up offices in other locations?
Will be business adopt a remote workforce model?
Does the business currently support a channel or may do so in the future?
Will the business undertake a digital transformation project and will the new learning management system remain fit for purpose?