In DigitalIndia; Student will get All CBSE Books online without any charge

There is a big news for the more than 14 lacs students of class 10th and 12th lakh, as they are going to get their books without any charge. Some of the books are already available and now with the #DigitalIndia mission all books will now be available in coming days.

As per theAccording to Human Resource Development (HRD) minister Smriti Irani, NCERT has already made some of its books available online through its mobile app and e-books, and will look to add CBSE books, videos and other learning material. and All CBSE textbooks and other learning material will be made available online by the NCERT.

“We made NCERT books available online for free through e-books and mobile applications a month-and-a-half ago. We are similarly going to make CBSE books available online along with additional learning material and videos as part of our good governance efforts,” Irani said at the inauguration of a new building of the school in Khichripur.

This is a really big decision as digitalizations in the education field is really important as this may impact large number of people In rural India.

Government is also taking more people online with the partnership of state owned BSNL with Facebook to offer free WiFi

How you can get these Books ?

The National Council of Educational Research and Training (NCERT) currently offers copyrighted textbooks online for classes I to XII in Hindi, English and Urdu.

• The online textbooks can be accessed from here
• After that you need to select Class and Subject
• The Title list is populated after selection of class and subject
• When Title is selected the respective books is made available.

Digital India For Education

There are many updates in the field of education. These includes

• HRD ministry has set up National Institutional Ranking Framework all educational institutes and universities will get rankings by April 2016
• Government launches GIAN a government project to boost the higher education in India
• In the month of November, Smriti Irani had announced  ‘e-Pathshala’ program. Besides desktop, these books would be now available on mobile based apps as well.
• Khan Academy has also launched their India-centric website in Hindi, and made the content available in Hindi.

Source | http://www.bumblebeehub.com/2015/12/in-digitalindia-student-will-get-all-cbse-books-online-without-any-charge/

Is Your Company Encouraging Employees to Share What They Know?

Many of the things we need to know to be successful – to innovate, collaborate, solve problems, and identify new opportunities – aren’t learned simply through schooling, training, or personal experience. Especially for today’s knowledge-based work, much of what we need to know we learn from others’ experiences, through what’s called vicarious learning.

Organizations know this learning is important, which is why they invest significant resources in handbooks, protocols, formal mentoring programs, and knowledge management systems to share employees’ experiences. Yet analyst estimates suggest that the companies in the Fortune 500 still lose a combined$31.5 billion per year from employees failing to share knowledge effectively. By trying to recreate the wheel, repeating others’ mistakes, or wasting time searching for specialized information or expertise, employees incurproductivity costs and opportunity costs for the organization. Because while formal systems might help communicate established best practices (the what), they often don’t explain how an individual should apply them to their own work. As a manager for Bain & Co. summarized in Nancy Dixon’s book Common Knowledge, this approach to knowledge management offers only “a picture of a cake without giving out the recipe.”

As a result, employees rely on informal learning practices, such as shadowing or observing senior colleagues to “watch and learn” what they need to know. For instance, in a study of mobile phone manufacturing lines in China, Harvard Business School’s Ethan Bernstein discovered that line workers often showed“tips and tricks” that others could copy in order to assemble phones more effectively than could be done using the official methods. (They were especially more likely to share these informal lessons when they weren’t worried about over-scrutiny from managers.)

While this informal (and intuitive) approach can be effective, it is no longer reasonable to expect employees to simply “watch and learn” in many workplaces. Organizations across a variety of industries are moving away from work that is easily observed and replicated to work that is more nuanced, specialized, and adaptive. More and more of today’s work is knowledge-based and done by people who are geographically dispersed. And success in this work requires being able to adapt knowledge to complex, changing environments. Yet our approach to vicarious learning has not kept pace; our ways of learning from others often assume that work is still watchable and that unobtrusively imitating others is enough.

Coactive vicarious learning

My research has explored an alternative to this “watch and learn” approach. Rather than one person shouldering the burden of absorbing knowledge by passively observing others, I posit that people can more effectively learn through collaborative, two-way interactions with others at work. Throughcoactive vicarious learning, the person learning and the person sharing knowledge work together to construct an understanding of an experience, which better equips the learner to apply it in their own work.

Instead of simply relying on visible results, interactive conversation and questioning allows the learner to understand the underlying reasons behind someone else’s actions, making it easier to adapt what’s learned to a new situation or task. For example, one study found that pharmaceutical development teams were better able to translate and learn from another team’s past experience when they invited members of the other team — the “sharers” of knowledge — to actively participate in their discussion and problem-solving (vs. a “learner” team simply identifying the “sharer” team’s knowledge and then trying to replicate it on their own).

Coactive vicarious learning breaks down the one-way nature of observational learning, so both parties — not just the observer — can benefit. The learner’s questions and reactions can lead the sharer to rethink an assumption or understand an experience in a new way. It can even prompt a role reversal, where the learner contributes unique experience or knowledge that might help the sharer learn. In studies of MBA consulting project teams, I’ve found that when individuals engage in this more reciprocal vicarious learning, sharing past experiences and expertise with each other in turn (vs. only an expert sharing with a novice), they consistently receive higher client ratings on their performance.

Putting it into practice

While many teams probably engage in some degree of interactive learning already, there are several key steps leaders can take to help institutionalize coactive vicarious learning at work, so that people don’t fall back solely on formal learning methods.

Leaders tend to place a disproportionate emphasis on tools like training materials or knowledge portals partly because they are easier to manage and control. It is less clear how to manage amorphous, interactive learning processes; you can’t simply force coworkers to interact and share experiences. However, more often than not, leaders simply need to remove obstacles that discourage people from seeking or sharing knowledge and learning vicariously. They can create a structure that allows these interactions to take place organically by focusing on three steps:

Create a designated space for vicarious learning. Our environments directly affect how we interact. So it’s important to consider how physical space (or virtual space for geographically dispersed teams) can facilitate vicarious learning. For instance, it might be more difficult to have a reciprocal, two-way sharing of experience in stuffy offices where one person is seated behind a big desk in the “more powerful” chair. Creating a common space that individuals recognize as the gathering place for sharing ideas and experiences lays the foundation for these interactions to unfold.

For example, members of air medical transport teams have to learn from each other’s experiences to know how to transport a wide range of critically ill patients. In researching how they learn, I found that a disproportionate number of informal learning interactions took place in one physical space: near the helipad door. Despite having plenty of office space, this 10×15 ft. area became the unofficial, mutually-agreed-upon space for members to share and ask about prior experiences. (This space was a frequent stop during every shift, since it was near the supply room for restocking the aircraft.) Since everyone recognized this space was “in bounds” for these conversations, team members showed they were willing to either share or learn something simply by choosing to stand there.

Similarly, in pursuit of this type of designated space, when Google was designing its new corporate campus, it set out to encourage these learning conversations by planning for lots of small kitchen spaces, because they had discovered that people liked to mingle in these areas and share ideas.

License and endorse vicarious learning. Leaders should be encouraging employees to seek and share experiences often. This gives individuals license to seek out what they need to learn, without fear that they’re being intrusive or bothersome — or that it will make them look bad. People often hesitate to ask others for help or advice because it requires admitting they don’t know something important. So instead they work in isolation, redoing something that their colleagues may have already done or making similar mistakes.

Leaders can license vicarious learning by acknowledging and rewarding instances when people engage in interactive learning and recycle (rather than reinvent) a “wheel.” For instance, managers at Siemens implemented a systemof “points” for sharing knowledge and learning vicariously, similar to an airline mileage reward program. Managers can also encourage an open-door environment that welcomes employees to seek or share information — and helps dispel the notion that such behavior is bothersome.

Plant starter seeds of vicarious learning. Beyond creating the space and license for vicarious learning, leaders can encourage greater learning by jump-starting the process. This means leading by example: proactively sharing experiences with team members and setting aside time at the beginning of meetings for people to discuss challenges and problem solve together. Even one-off efforts, such as a team breakfast or “happy hour,” can plant the seed for vicarious learning that can then grow into a more consistent practice.

Vicarious learning interactions are not a panacea for an organization’s learning challenges. But it is an effective piece of the workplace learning portfolio, alongside formal efforts like training programs, feedback sessions, and knowledge management systems, and informal practices like mentoring and “trial-and-error” exercises. All of these approaches reinforce each other and promote greater learning. In fact, sequencing vicarious learning and experiential learning strategies together has been shown to improve performance compared to experiential learning alone, across a range of different tasks.

Whatever the sequence or strategy, this type of learning is critical for many organizations, and leaders play an important role in making it more systematic, frequent, and easier to deploy. Companies are sitting on far more knowledge and expertise than they realize. Creating the conditions that enable coactive vicarious learning is a central way to bring out the best a team or organization has to offer. As Lew Platt, the former chief executive of Hewlett-Packard (HP) famously lamented, “if only HP knew what HP knows, we would be three times more productive.”

Source | https://hbr.org/2015/

The six systems of organizational effectiveness

The Leadership System is the central organizing system that must deliver on all functions owned by the Top Team or C-Suite

When the Leadership System functions effectively, performance improves. The Leadership System is the central organizing system that must deliver on all functions owned by the Top Team or C-Suite.

These functions include and require that leadership become cohesive, define the future (vision), set direction, create and execute strategy, ensure alignment, communicate clarity, engage stakeholders, develop talent, manage performance, build accountability, ensure succession, allocate resources, craft the culture, and deliver results.

The Leadership System is the organization’s DNA, its genetic code or distinctive brand. It sets the context that produces all outcomes, gives everything its meaning, and indicates what we are predisposed to doing and being. The effectiveness of the Leadership System determines the performance of the business.

Does your Leadership System predispose you to quality, agility, speed, stakeholder engagement, profitable growth, fulfilment, competitive advantage and strong financial performance? How can we improve business performance by establishing a healthy Leadership System?

We use our proven Whole Systems Approach to advance the Six Systems of organizational effectiveness. This approach to developing the organization, with leadership at the core, balances the development of competence and capability with consciousness and character, and transforms any enterprise into a profitable and purposeful organization. Every essential system is integrated and aligned, and every stakeholder is involved.

The Six Systems are broader in scope than functional departments and must be understood independently and interdependently as part of an integrated whole. These Six Systems set up the conditions and components necessary to create a healthy, high-performing organization.

1. Leadership: To achieve high performance or sustain results, leaders must define and refine key processes and execute them with daily discipline. They must translate vision and values into strategy and objectives, processes and practices, actions and accountabilities, execution and performance. Leaders address three questions:

1) Vision/Value. What unique value do we bring to our customers to gain competitive advantage? What do we do, for whom? Why?
2) Strategy/Approach. In what distinctive manner do we fulfil the unique needs of our customers and stakeholders? What strategy supports the vision for achieving competitive advantage?
3) Structure/Alignment. What is the designed alignment of structure and strategy, technology and people, practices and processes, leadership and culture, measurement and control? Are these elements designed and aligned to create optimal conditions for achieving the vision?

2. Communication: Everything happens in or because of a conversation, and every exchange is a potential moment of truth—a point of failure or critical link in the success chain. Strategic communication ensures that the impact of your message is consistent with your intentions, and results in understanding. What you say, the way you say it, where, when and under what circumstances it is said shape the performance culture.

When leaders maximize their contribution to daily conversations, they engage and align people around a common cause, reduce uncertainty, keep people focused, equip people for moments of truth that create an on-the-table culture, prevent excuses, learn from experience, treat mistakes as intellectual capital, and leverage the power of leadership decisions to shape beliefs and behaviours.

3. Accountability: Leaders translate vision and strategic direction into goals and objectives, actions and accountabilities. Performance accountability systems clarify what is expected of people and align consequences or rewards with actual performance. Leaders need to build discipline into their leadership process and management cycle to achieve accountability, predictability, learning, renewal and sustainability.

4. Delivery: The best organizations develop simple processes that are internally efficient, locally responsive and globally adaptable. Complexity is removed from the customer experience to enable them to engage you in ways that are both elegant and satisfying. Establishing and optimizing operational performance is an ongoing journey.

Operations need to be focused on the priority work, using the most effective techniques—aligning initiatives and operations with strategy; continuously improving operations; pursuing performance breakthroughs in key areas; using advanced change techniques in support of major initiatives; establishing a pattern of executive sponsorship for all initiatives; and building future capability and capacity.

5. Performance: The Human Performance System is designed to attract, develop and retain the most talented people. The idea is to hire the best people and help them develop their skills, talents and knowledge over time. Of course, it becomes more critical as they add abilities and know-how, that we reward them properly so they feel good about their work and choose to remain with the organization as loyal employees.

6. Measurement: A system of metrics, reviews and course corrections keeps the business on track. Organizations need concrete measures that facilitate quality control, consistent behaviours, and predictable productivity and results. Within these parameters, control is instrumental to viability and profitability. Every activity has a set of daily rituals and measures.

Leaders establish and maintain the measurement system to ensure disciplined processes. They track progress against strategy and planning; review status on operational results through clear key metrics; update the strategy regularly; and ensure action is driven by insight based on relevant, current information that is focused on achieving the vision.

This Six Systems frame helps people see how everything is integrated. Again, until the Leadership System operates effectively, all other systems are degraded. We work with leaders to ensure their Leadership System is highly effective, and we have dozens of cases that demonstrate the power of using a Whole Systems Approach.

Throughout our careers, we have partnered with CEOs and their teams across dozens of organizations and can say with confidence that successful transformation efforts were those in which the Extended Leadership Team did its work of mastering leadership and improving their individual and collective effectiveness while tending to the health of the Leadership System. These transformation efforts were not only successful, but more importantly, the success was sustained over time.

Sadly, we also witnessed transformation efforts that were less than successful and in some cases failed. These failures could be linked directly to a failure of leadership to consciously transform individually and collectively. Without a mature, highly evolved and fully functioning Leadership System, transformation efforts will not succeed.

Source | Excerpted from Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results, by Robert J. Anderson and William A. Adams (Wiley, 2015).

THE SCIENCE OF RECOGNITION : How to recognise and reward employees and why it goes beyond monetary incentives

Qualitative and quantitative studies conducted by the OC Tanner Institute in India revealed that the more frequently an employee is recognised, the higher their personal “customer satisfaction“ scores become. The clear connect is that frequent and effective recognition is highly correlated to increased tenure, innovation, productivity, trust and engagement.

We also discovered that employees, when recognised, have more drive and determination and are far more likely to be more connected to their organisation, have better work relationships, and a stronger sense of personal standing within the company.

Our research has also found that employee who receive strong recognition are up 33 per cent more likely to proactively innovate, and in turn generating 2x as many ideas per month compared to those who aren't recognised well. With regards to tenure, organisations that offer career achievement programmes retain their employees an average of two years longer than organisations that don't.

Currently, only 58 per cent of employees in India rate employee recognition positively. What could help increase that percentage? Public presentations and communication of recognition are critical elements, as this helps make the employee more visible to their leaders and peers.

Here are five top strategies for maximising your recognition investment:

1 OFFER A VARIETY OF RECOGNITION PROGRAMMES.

Create opportunities for employees to be recognised for all facets of their work. Recognise career and other meaningful milestones, above and beyond performance, daily effort, sales achievement, customer service and so on. This will help employees feel like they can develop and grow their career.

2 RECOGNISE PUBLICLY.

Involve senior leaders, peers and coworkers, and make the presentation a big deal. At the presentation, present a certificate that calls out the reason for their recognition. Many employees consider this a “badge of honour“ that they'll take home to share with family and friends, as well as include in their personal file for use when discussing future promotions.

3 INCORPORATE SYM BOLIC AWARDS WITH THE COMPANY LOGO.

Nearly 75 percent of employees in India feel that an award at work needs to include their organisations logo in order to further communicate its meaning. In fact, employees suggested that even gift cards that include the company logo are instantly more meaning

4 GIVE TANGIBLE AWARDS.

Whether it's a paper certificate, a trophyplaque, or another award, specific details about the achievement make for a more meaningful experience for employees, and provide the opportunity easily share it with others.

5 PERSONALISE AND CUSTOMISE AWARDS TO REFLECT THE EMPLOYEES' ACCOMPLISHMENT(S).

When employees think of their best recognition experiences, a majority received a tangible award. Again, this helps extend the overall appreciation experience.When employees use that luggage or look at that watch, they'll have a tangible reminder of your organisation's appreciation of his or her great work.

Source | Economic Times | 17 November 2015

'Libraries have to ask what people want to read'

A freewheeling conversation with the director of Bibliotheque Nationale de France

The changing educational, social and recreational role of the library is a hotly debated subject among planners and readers alike. On a visit to Delhi, Bruno Racine, director of Bibliotheque Nationale de France (National Library of France), explains to The Hindu how public libraries need to become more interactive spaces. France and India have signed an MoU for digitisation of old manuscripts in the National Library of France. India is working on a National Virtual Library with French support, and France will be seeking India’s assistance to decipher its collection in Sanskrit and Tamil. There is a possibility that all these will be made a part of the joint digital collection.

Excerpts from the interview with Mr. Racine:

Excluding research scholars, far fewer people are visiting libraries today. What is the French experience?

I have to say, the trend is downwards. But we have to make a distinction between those who read online and the ones who come to the reading room. The libraries have not emptied out. Students do come here; I suppose they like to work from here. They may not borrow books, but libraries offer a quiet place and a friendly environment for the young. To address the young, public libraries have to offer services that correspond to their aspirations and give them rooms where they don’t have to whisper and can work together. We have five million items online, excluding copyright material, and our experience shows that people tend to use online resources and confine their visits to the library for a specific enquiry. So, the answer to your question is, the number of books being consulted and the number of physical readers has decreased slightly because more and more people have moved online. 

What is the role of a public library as a public space today?

In France, public libraries are city libraries. There are two state-funded public libraries, one at the Centre Georges Pompidou, and the other which I head. I don’t have recent figures, but I think globally the trend is of fewer people coming to libraries. A lot depends on local factors prevailing in a city. If a city opens a new modern library with reading services, it can become popular. If you go to an opera, it is not cheap. Museums are not free. In France, the policy has been to orient the library to the public. The traditional librarian thinks that if the books are good for the public, they will come. This is not the way it happens now. Libraries have become more interactive now. Libraries have to understand what the public wants. Librarians have to ask people what they want to read. 

How does the public funding of libraries work in France?

The library is completely funded by the government. We had to raise money on our own for heritage acquisition, where the access to the public is not free. Ninety five per cent of the budget of the National Library is funded by the Ministry of Culture. This has always been the case, which is quite different from museums in France, which have millions of visitors and can rest a little less on government money. We have about one million visitors each year to the library. The digital library gets 15 million visitors and is growing very fast. The library in France is a very old institution whose origins can be traced back to the 14th century, the time around which kings built their library of books, which became a permanent institution at the beginning of the 18th century. The practice of acquiring books was established in the 16th century, structured in a very systematic way at the beginning of the 19th century. Whenever a book is printed, it could be audiovisual records too, it has to be deposited at the library as well. Until a few years ago, the publisher had to deposit four books with the library. Now we have simplified the process, as we don’t have the space. We ask for only one copy by the publisher. There is a law since 2006 that gives us the mission of archiving books. The paradox is, when they are online they are free; once they are in our collection, you require authorisation to access them. 

What kinds of readers visit your library?

We have two kinds of readers. We have a public library which youngsters, young students and college students visit, for which the fee is very nominal. I have proposed to the government to make it free. On the other hand, for the digital library, we get an annual grant for digitisation of printed material and journals, which allows us to digitise 10 million pages every year. We get six million euros a year which is quite significant. 

What brings you to India? What are your plans?

Digitisation knows no boundaries. We are interested in countries that are looking at digitisation, and we are trying to understand their priorities. We have an Indian collection which we can share. If we want to have a single digital portal, for instance, for France and India, which is what I would like to discuss, our formats have to be compatible. Exchange of information is always useful, in particular in the area of long-term preservation, which is a big issue for digitised heritage. Another area I am looking forward to is cultural cooperation, because in France, we are interested in Indian collections because of our shared history. Since we know that India is working on a national digital library, we have some material which could be of some interest, which would require expertise from India for cataloguing it. We have 2,500 miniature paintings, and paintings which are not the most beautiful in the world but interesting, and over 1,800 manuscripts in Sanskrit and Prakrit in our collection and over 1,000 manuscripts, in diverse Indian languages, which we refer to as the Indian collection. 

How should the state go about funding public libraries? What should be the terms of engagement?

There are over 2,500 public libraries in France. The majority of them are run by professional librarians. Every few years, a contract is drawn between the government and the libraries, which defines goals and measures performance. Libraries are cultural institutions and they have to conduct their policy within a clearly established framework drawn between the government and the libraries. 

Source | The Hindu | 8 November 2015

Resume for success Writing a winning Curriculum Vitae is a skill. How do you make a positive impression?

If you’re someone who is done with your studies and are waiting to put your knowledge to some practical use, or someone who is looking for a career change, the first thing you do is either whip up a resume or update one.

While it’s never easy to pour out into a limited amount of space, information and qualifications that make up your resume, it is definitely something that ought to be executed skilfully.

Keep it crisp

It is no longer just the generation of black ink on a couple of white sheets of paper that drone on about what you’ve done, what you will do and how you will do it. In this day and age, the two-page resume which you’ve put so much thought into runs the risk of getting rejected or completely ignored for being too stale or monotonous.

Therefore, it’s a good thing that many individuals, like yourself, have already begun thinking outside the box.

It is an accepted fact that people charged with the responsibility of scouring through scores of resumes have a very limited span of attention. Whether it’s your qualifications or past experiences, key information represented in short, neat and evenly spaced sentences makes a huge difference.

Not only is this style easy to read, you also contribute by saving up on the employer’s time even as they simultaneously learn more about you.

The ultimate goal, on any day, is how the roles that you play and the tasks that you carry out will help you grow as a professional and as an individual as well. You might be sure about what you expect to learn from a particular organisation, but the organisation itself will need to know how you can help the company grow and why you should be chosen instead of the competition.

If the section on your past experiences state that you’ve either led a team or handled a project solo, instead of only saying that you’ve done that, you could elaborate on the process and share the positive outcome. Not only does this imply that you’re capable of dealing with such assignments, it also gives a clear picture of how you can contribute.Setting aside your capabilities and accomplishments, sections of your resume that at times do end up seeming similar to a contenders’ resume, it is vital to share information that is exclusive to you alone. Be it a hobby, a talent or a work experience in a field far from what you’re pursuing now, this section equally contributes in putting you on a future employers’ radar, ultimately leading to an interview call.

It might be too harsh to make a decision based on first impressions. But, when it comes to hiring, one look is all it takes to decide if your resume, and ultimately you, are worth spending time on.

This brings us to the most interesting and creative part of putting together a resume. Today it’s all about colours, optimum usage of space, design, visuals and even the medium itself. From graphical representations to pie charts, crisp tri-fold brochures to animated illustrations, video resumes to resumes printed on actual fabric; there is no dearth of ideas.

While this certainly puts life into the tedious task of compiling a resume, it is important to first know your audience. Quirky resumes might appeal to certain types of organisations while they may be deemed as inappropriate by others.

Last but certainly not the least is the task of stopping yourself from talking any more about yourself. You might wonder if the information provided is solid enough to get you to the next round, and, honestly, this apprehension can never completely be abated.

One way to handle this situation would be to summarise the facts about yourself, your aspirations and what you can accomplish. There’s nothing like a prospective employee who can get to the point right from the start. You may start your resume with this summary or conclude with it. No matter what you choose, you are sure to come across as someone who doesn’t believe in beating around the bush.

Finally, it’s your capabilities and the creative effort you put in that will help you stand out and eventually score the position you desire.

Key information represented in short, neat and evenly spaced sentences makes a huge difference.

Source | The Hindu | 24 August 2015

Social media, if used rightly, can create opportunities for a global-playing field

The concept of learning and acquiring degrees invariably throws up images of classrooms, blackboards, buildings, books, etc. Physical classrooms and books still exist, but it’s becoming tough to point out if technology is a learning aid or rightly the new and a more effective way to learn. The reach and ease of using technology is changing the way learners want to learn—virtual classes, forum for peer learning and even learning on-the-go through smartphones.

One of the biggest contributions of technology to this field is its ability to make high-quality education accessible to anyone with internet connectivity. The internet has facilitated education to such a great extent that distance learning or online degrees are accessible for students across multiple disciplines—right from art history to clinical psychology—enabling students to learn at their pace and plan schedules based on what works for each.

Most successful online programmes offer students a complete package of video lessons, assignments and assessments that take away the stress of rigid schedules and offer the freedom of flexible learning and the convenience of going through one module multiple times with the video lessons playback. Most of these programmes also offer forums for posting questions, exchanging notes and learning through peers, making for effective learning and engagement. Combine this with live doubt-clearing sessions wherein the faculty is available online to answer students’ queries and you have everything that a classroom offers with unimaginable freedom and possibilities. With smartphones available at a pocket-friendly price, education is literally in your pocket.

Towrads this end, global campuses have opened opportunities for students who check out universities through virtual tours, video-conferencing with faculty or admissions directors interacting with senior students through LinkedIn, Facebook, Google+, etc. They can even follow their favourite professors or alumni on Twitter.

With the changing pace of technology, it seems that shifting gears from computer screens to mobile screens is here to stay. Customised education by educational institutions and ready adaptability by students is changing the paradigm of learning. From recording attendance to assisting with course work, today there is an app for everything. The impact isn’t limited to educational apps. Crowdsourcing is another interesting way of finding solutions to academic queries.

It is important to note that, by moving education out of a classroom and into the virtual world, the one-size-fits-all phenomenon is being replaced by individualised outcomes. The teacher moves from the role of a lecturer to that of a guide. Learning becomes a shared responsibility and students have a say about the way they wish to learn.

Social media becomes the mainstay throughout a student’s and a professional’s life. How does one search for jobs? Let’s start with networking sites such as Google+, LinkedIn, Facebook. Job portals such as Monster, Naukri and Shine give access to employment opportunities beyond one’s physical reach. There are multiple options; for example web albums, blogs to video resumes that add a three-dimensional effect and reach a global audience.

Let us not forget that the internet is a relatively new development. In 15 years, we’ve progressed from emails to social media platforms. The potential is tremendous. It can open newer vistas and create more opportunities for a global-playing field.

The author is senior vice-president, Marketing, TalentSprint

Source | Financial Express | 6 July 2015