From Content Delivery to Learner Readiness: Designing Role-Aligned Learning Paths
Using a practical framework and real-world examples, Jason will walk through what it looks like when learning is designed around roles, skills, and progression — not just access and completion. You’ll learn how to shift the focus from tracking activity to demonstrating readiness, and how to build learning programs that give employees a clearer path forward while giving leaders the evidence they need to see L&D as a business driver.
Hello. Welcome, everybody, to our learning guild webinar today. My name is Mel Chambers, and I'll be your session host, supporting all of you during the session. Welcome to From Content Delivery to Designing Role Aligned Learning Paths. With us today from Instructure is Jason Gildner, Principal Product specialist at Instructure. So let's please welcome Jason.
Jason, I'm gonna stop sharing my screen, and the floor is yours. Amazing. Thank you so much, and we will get diving right in. Hopefully, everyone can hear me okay. If, my audio needs to be adjusted, please let me know as we go.
We have a lot to dive into today. Before we go into the actual content, I just wanna take a second about Instructure and our mission. It's really about helping learners thrive, and I say learners very intentionally, not just students, not just employers, not just employees, but learners. This is a really important thing for us to make sure that we're no longer confined to classrooms, degree programs, or, you know, a single stage of life. And so the modern workforce really is something that we are excited about, and and it provides an avenue for continuous learning.
So I just wanted to open with that to make sure that we, keep that in mind as we go through this. As it was mentioned, my name is Jason Gildner. I'm a principal product specialist. I'm not gonna go through my entire bio. If you wanna connect with me, that's a QR code to my LinkedIn.
I would love to continue the conversation after today and, happy to discuss topics, offline as well with you. So take a second if you'd like to, and you can scan that QR code. I'd like to have us start off with thinking back for a moment. Think back to the first time or a recent time that someone asked you to do something, and you had no idea how to do it, and they just kinda were like, hey. You have to figure that out.
What did that make you feel like? How would you describe how that made you feel? Put that into the chat. And while you're doing that, I'll just give you a kind of an a small side story, which is I think the the first time that I remember this happening to me was right around age fifteen, somewhere in that range. I was just becoming age of driving in New York. And, you know, I really wanted to learn how to drive a stick, and my dad just threw me the keys. We lived in the country, and he was just like, hey.
Just don't put it in the ditch. And, you know, I think Kathleen just put it in the chat. Nervous, high anxiety. Those were definitely feelings that I was having at that exact moment for sure. Undid you know, unprepared.
Just just this feeling, that you guys are all putting in the chat, it it does make you feel frustrated at times. It makes you feel all of the different feels, a little bit of panic, you know, throw some of that in there as well. And I think that's a totally natural thing for all folks to feel. And the reason for that, as I started to think about that and think about my experiences, is really because we are conditioned. We're conditioned around pathways.
We have paths all around us, and we have for a very long time. Probably some today went on Amazon and ordered something. Right? And so you don't think that you're on a pathway when you order something in Amazon, but you are. Right? You you add the item to your cart, and then you're taken to the next stage, which is, hey. Make sure your billing information's correct, and then we'll ship you the item.
Or if you've been in a car recently, you've probably used GPS in some capacity or old school map even, some form of navigation. And it's no different in education, in learning, in training. We all expect there to be paths available to us. It's kind of this human psychology aspect of things. We we actually thrive on paths.
When we can see the end goal, we are much more apt to actually obtain the goal when we can see where we are and how to get there versus just kind of being thrown, to the wolves, if you will. So I'm gonna keep moving here. We're gonna start with just an understanding of poll, if you will. I'm gonna make this QR code a little bit bigger for you all. There you go.
Now think about the last training that you completed at your work, and I just want you to describe it in one of these categories. What what would that be like? And we'll look at the results as they come in here. The QR code's gonna stay up for just another moment in a large setting here. Hopefully, this works for you all. There we go.
Starting to get some answers in. I'm gonna give it another ten seconds on the QR code. Then I'll make it smaller so we can kinda look at the results a little bit. It's always interesting when you see the bars go up and then back, and, you're wondering if people are changing their mind. But I'm actually not super surprised so far based on some of these responses, specifically the valuable and relevant piece.
It's not surprising. This is usually the smallest slice when we do these types of polls. Most people can't actually remember being in a training that was generally valuable to them at that exact moment, and that's not a knock on any single training or any person's personality in the room or anything like that. It's just a gap that we're here to talk about is how do we make sure that the things that we're doing are relevant and valuable and not a checkbox exercise. Right? This fine but forgettable piece is also just you know, it's probably one of the top two answers that we get.
And it's it's not that the training's bad. It's nobody escalates it. No one files a complaint. It's it's fine. It just kinda falls into this, yeah.
Alright. That was that was just okay. And I think that's what we're here to talk about a little bit too is how do we make sure that the the things that we're delivering are role specific that are gonna provide clear paths and give people a sense of, I can I can take this thing to the next level? I know what I'm supposed to do next. And we we all kind of feel empowered to move along in our in our journey. So appreciate you guys sharing that.
We're gonna keep moving. And This module will take forty Before I play the rest of this, I just want you to think about those responses that you just had, and, hopefully, you can hear this. And if not, let me hopefully, you can hear this. Let me actually stop sharing for just a minute. I wanna make sure that the checkbox is still checked for us so we can hear sound.
Sorry about that. And think about if you've been in one of these situations before. Five minutes to complete. No one. And we will test you on your knowledge at the end.
Harassment is culturally bully Let's take a look. So let's So what we Let's take a look at Have a think about Don't forget. It is the response We're not gonna play this whole video because I think we all get the kind of the the gist of the idea of this, which is we've all been in this seat before, I think, in some capacity, in some training, where we have just clicked through because that's what we had to do. We had to get through that. Now let's take another listen to another video that kind of talks about training.
Compliance training was mandatory. We had full completion. I was proud of the numbers. Then I ran a quiz. Three months later, twelve percent of employees could name a single policy from the training they all completed.
The training was generic, written for everyone, which means it's written for no one. So So I just wanna pause there for a moment to think about that statement. If it's too generic, how does that actually mean anything to anybody, right, if if we're not hitting the mark? And what we're trying to avoid is this last video. We we do not want this to be how people interpret our training, and this is what we wanna make sure that we're we're being thoughtful about. And these are, of course, some some parodies and some funny ways to think about it.
But having been in higher education for twelve years and having to train faculty on how to use different technologies, I can tell you it was always a struggle to find and thread that needle of making sure that the content was both relevant and useful to them, and it's a a struggle every single day. This might be the most terrifying statement that we're gonna look at today. By twenty thirty, seventy percent of the skills that are used in most of the jobs will change. With AI, it is inevitable. We cannot stop AI.
It's not gonna just magically disappear. We're not gonna just wake up one day, and it's just gonna be gone. We have to learn how to adapt. We have to learn how to utilize AI in our everyday world. And so this today, this moment is the slowest working day of your career.
And that that's the part that's a little bit terrifying is that it feels fast already, and today is the slowest, and it's only gonna get accelerated. I think about a year ago, I wasn't talking about Claude. I wasn't using Claude. Now it's a part of my everyday life. And if I didn't have Claude, I don't know how I, you know, accomplished half the things that I did before that.
Probably caffeine. But and the other thing to think about when it comes to skills, and we'll we'll dive into skills quite a bit more in a little bit here, but we know that the skills half life is about five years. So the skills that are relevant today, they may not be relevant in five years from now because the the skills are changing so rapidly that we just can't that's why higher education is actually having a hard time because their curriculum isn't adapting as quickly as the workforce and the labor market and the things that you all are a part of, it's really, really important to be able to stay current. And these skills half life is just kind of a a demonstration of that. So today's framework, we're gonna look at about four different buckets, defining the role, designing the path, making it visible, and proving the actual outcome.
And I think when we start to think about these four buckets, I'm gonna walk you through a scenario. We're gonna talk about a specific story around somebody that I actually know and and a a situation that has happened to them. I think you'll start to see how these four buckets come into play, and we'll we'll dive into each one of them a little bit further as we go. The other thing to think about when we're going through all this is that there are some serious numbers out there that make sure that we're paying attention to our training that we're giving and the the actual content that we're they're they're giving. The training gap isn't necessarily a budget problem.
It's a visibility problem. Employees can't value what they can't see, and ninety four percent of employees say that they would stay longer if their company invested in their development. I was just at a recent, InstructureCon event in Louisville, and, you know, I was talking with folks about this, and I actually asked this question live, and it was interesting to see the hands raised of how many people feel their company has invested in their development, outside of this conference. And it was really staggering, the the lack of actual development that folks were feeling. And I think the top right box on this diagram, forty one percent of folks are actually ready to leave their job right now because they lack access to training.
So, like, as you're reading this stat or as you're seeing this, think about that for a moment. When's the last time you felt like, oh, man. Somebody's pumping actual time and resources into making sure that I am motivated. Right? I am feeling proactive in my role. These are really important things to keep.
Right? You have to have that in your in your organizations, and training is is really crucial to that. So as we look at those four frameworks, think about how those four frameworks play into making sure these numbers don't affect you in that kind of way. And, again, you know, we talked about that fifty nine percent of no training a little bit just by doing the hand poll last week that I that I was a part of that conference, but this is this is a real problem. When you don't receive any training whatsoever, this is this is just causing massive confusion within your organization, and there is budget out there for sure. So I think it's important to pause and think about the world and know that the world went ahead and changed.
And learning didn't change all that much or as quickly as the world did. And I think what we're seeing is, you know, some of those stats that we're just talking about, eighty one percent of employers are now hiring based on skills. So, you know, when you look at the labor market information, the number one skill that almost tops all all job postings across the US, communication. Employers want people that know how to talk to people, that know how to troubleshoot, that know how to work well with others, that know how to get things done. It's not that degree isn't valuable.
It's not that certificates aren't valuable. It's that the skills, can you do this thing, is actually more important to a lot of employers right now. Can you actually show up on time? Can you actually do the thing that we're hiring you to do? And it's it's pretty clear that we need to focus more on skills. And so when we look at that, when we start to really dive into that, a lot of l and d, they look at things in a course completion. They look at things in certificates or seat time or hours of completion, satisfactory scores, and those are all valid.
No one's saying that they're not valid. They're they're not metrics that we shouldn't be paying attention to. We absolutely should be paying attention to those for sure. But if you look at this graphic, I think the thing that is pretty self evident when you look at it is what what are the things that are hidden that we aren't necessarily paying as much attention to? What skills? What role readiness? What's the path? What's the the learning, agility? What what are all these different things? Leadership potential. How do you currently at your organization know that someone's on track to be a good leader or potentially in a leadership, role? Right? These are things that we need to make sure that we're looking taking a deep hard look at your at our organizations and understanding, are we doing a good job here? And if not, how can we start to shift that? K? So let's do another poll really quick.
What hidden skill can solve your biggest challenge at your organization? K. Use of resources. Functional collaboration. Love that. Unlearning.
K. Interesting. Reading minds. This is this is getting deep now. No crystal balls in the room here.
Adaptability. K. Give it another thirty seconds here just to give everybody a chance. Yeah. Reading reading minds has me rolling on the floor over here.
Gotcha. Yeah. Collaboration was mentioned a couple of different times as well, and there's not necessarily a an answer that I'll have for you of of how we can achieve all of these, but I think there are some things that you'll take away from looking at this that we can start to align in a perfect world how we might be able to to make some dents in some of these. Reading minds is gonna be a tough one, though, just to be clear. Alright.
Ability to read data without issues. Yeah. I mean, data is king, right, as long as it's good data. And, yeah, this is great. Thank you all for putting that in there.
It's amazing. They're still coming in. Emotional intelligence. K. So as you wrote those quest as you wrote those comments in there and those answers, start to think about as we go through the rest of this, how might the thing that you write wrote down play into what we're gonna look at next? Alright.
Let's keep moving. Just in the interest of time, I could spend all day reading these. These are fantastic. What we have to be really careful of is this idea of he made me do it. And I mentioned that I was in higher education for twelve years.
And oftentimes, I was always kind of this middle ground where I would have to be the one to put on the training, come up with the content, do all of these types of things. However, it was the, you know, academic dean or it was whoever that was actually forcing someone to actually go and spend time in the seat and receive this training. And it stuck with me one time. Somebody said that the moment training takes on a condition of employment instead of a choice, you've kind of triggered this compliance aspect, and you've lost a little bit of sense of learning instead of, like, this this curiosity. And it is a really, really hard needle to thread.
Like, nobody's saying that it isn't. But I think we have to come up with a way where we start to get a little bit more in tune with what people are wanting to do with regards to these trainings. Think about how we're delivering those certain aspects of things so that you don't run into what's on the screen today. It's forced. I had to do it.
You know? Otherwise, I had to do it by Friday at noon. You know? We've all gotten those emails before at some point in our life. And so I think we we need to start to rethink how we structure things and how we want to operationalize things. So let's keep moving. So the old model tracks completion, pushes out content.
Some of the programs are generic, not all. And we usually ask a very thorough question at the end of it. Did they finish? Right? Did they finish? And while valid and semi useful, I would argue that the new model that we should be thinking about when it comes to this training is more building, capabilities. And we talked heavily at the beginning of this about guided pathways. Are we showing folks, hey.
When you take this, we're gonna move you through this path, through this organization, through these programs, and this is where you're gonna go. And probably one of the things that sticks with me the most on this slide is role aligned learning. Make sure that it's not generic content. Make sure that it's relevant to the users that are actually going through the content. This is so critical to make sure that whatever you're producing is not generic.
Otherwise, you're gonna lose your audience very quickly. Right? The closer training gets to physical work, safety equipment, customer compliance, and more skill alignments, those are the things like, those types of things are gonna matter much more to folks. So, we're gonna keep moving. And, again, I think the bottom question on the right on the new model is, can they do the job? Right? I think that's still a relevant statement. Did they finish? Is is a statement that I think does happen.
I think people do look at reports and pull, you know, completion data of training, and that's kinda where that statement comes from is when you pull a report, there is a completion list of who has done x training. And so they're looking at did they actually finish in that regard. Alright. Let's keep moving here. Woah.
Not that. Alright. So let's talk about Brian for a moment. I want you to meet Brian. Brian is a very knowledgeable individual who works in the ready mix concrete business.
He's really solid at logistics. He's really solid at, you know, all these types of things, protecting margins, plant production operations, safety. He's got all of these different certifications. And, you know, what happened to Brian was kind of interesting because the the company just said, hey. We're gonna move into this role of AI.
We're gonna embrace AI, and we're gonna need somebody that we can trust that can actually take this next AI program to the next level. Right? And so I think we've all been in a situation where we wear multiple hats at our organizations for different things, and that's completely normal. I think what ends up happening is we think about, hey. I have to learn this myself first. This is brand new technology.
This is very much true for Brian in this situation. He had to learn all this new AI technology, the new models, the new systems, how it all kind of interconnects to their business, and then translate it into practice and then help train multiple plants across. Right? And so this was a huge opportunity for Brian. You have to think about it in in terms of opportunity. This is fantastic for him from a growth perspective.
But just for one second, think about what we just talked about with regards to path and role. What Brian didn't have initially was a complete kind of path of, hey. This is what's gonna happen because it was just kind of thrown at him in this kind of way. And that's not a negative thing. That just happens in business.
But just imagine where there was a world where some somebody somewhere in this organization said, hey. You know what? Brian's on a path to becoming a leader in our organization. We should be constructing courses that are gonna help him to facilitate these trainings, to help him, communicate this out to his peers. So not necessarily the content of AI that they could prepare for because that just happens. But being able to spot that Brian had leadership potential and start to lay the foundation for what might come, for Brian moving forward.
So the learning part did happen for Brian. It's just that the path wasn't completely mapped out for him. And that was okay. He was able to to roll with the punches. He was able to kind of look at the situation and take it in.
But I think there was a a missing step there or a missed opportunity rather for Brian where if he kind of saw the whole vision, he may have had a a much better opportunity to to kind of progress through the business. So just think about those folks that are like Brian in within your organization. Right? And I think what's probably even more critical was that as Brian's company started to use Campus Careers started to use these types of technologies, he was able to actually see the skills that he was acquiring in real time. He was actually able to see the proficiency level. And we're gonna look at some of that here in a moment of what does it look like from both an administrator's perspective where Brian stacks up with skills, how do we align those skills to the actual end user, how do those skills resonate to the end user, what what does it look like for them, how can they leverage it, what's going on, behind the scenes.
We all have this type of person that's willing to take on more tasks. We need to think about how do we prepare that person within our training programs. So before we jump into the actual platform and start taking a look at things, two things. One, we're gonna go into a live environment, so we're gonna hope that the Internet gods are kind to us and we have slides as backup. But think about how do you currently spot trusted talent in your organization.
What does that look like today? How do you how do you do that? How do you connect the learning that they do in your organization to potential roles of growth? And how do you make readiness available to those users? And I think if you're you're sitting there and you're wondering, I actually don't know the answer to those, that's okay. I think that's okay. What I think is more important is that we start to think about ways that we we adapt our current programs to fit into this kind of structure. So, as I promised, we have some slides. Let's go into the actual content itself.
So what you're looking at for some context here is Canvas career, and you're in as Brian. And Brian's able to see all of the different, courses and programs that he's a part of. He can also, see this really important section, which is called skill space. So as he's been going through all the coursework, all of the training, all of the different things that have been thrown at him, adding all these different hats, he's able to actually see what skills has been acquired based on those courses proficiency level that he's obtained from those particular pieces and parts. Now he's not done with the program yet, so you can kind of see that he's more in this beginner stage, and these skills get elevated as he completes more and more coursework and does more and more training around those specific topic areas.
What's also really cool about this particular skill space is, yes, the organization gets to determine what these skills are and the proficiency level. However, there is an option here, as you can see, where Brian could take his current resume. He's been a working professional for years, tons of tons of experience, all sorts of different things that are on that resume. And he can upload it here, and the AI technology within the skill space will add those particular skills in as well into the skill space. And you can kind of see they're broken down by all skills, skills from your resume, skills from active courses.
So you can kind of see which ones are which, and you can see which ones were pulled from the actual courses themselves, which is a really cool feature for folks to be able to go into. Alright. Let's switch over to the admin side for just a moment because I think this is something we wanna spend a little bit of time on because we talked about those four buckets. And I think the first part that we need to think about is the skills. Right? How are you currently aligning skills in your organization that you want your employees to have or your end learners to have? How are you aligning those skills to the actual coursework or the actual programs? And so it all starts with the skills manager where you're able to go into the skills taxonomy and define your own taxonomy.
So you can upload an entire spreadsheet, Word document, whatever it is that you have that is just kind of describing what those skills are. They're gonna be different for every organization, obviously, and you're gonna be able to tie skill descriptions to them. You're gonna be able to do this all in bulk. And you can also configure those so that they are tied to a Bloom's taxonomy. Right? So if you're not familiar with the Bloom's taxonomy, there are several different key areas around this.
So is it part of remembering or understanding, analyzing, evaluating, creation? There's all these different parts and pieces of the taxonomy that you can align your given skills to, which is huge. And then you can dive in even further. And, of course, one skill might show up in multiple courses as you see here. Project scoping has four courses that it's tied to, has one full program, and you can set skills at individual levels. Some of these skills may be hands on.
You can do all sorts of different things. I just wanna see there's a quick question in the chat. Can you add external links to resources in the skills manager? We may tackle that question at the end just because I wanna dig into that a little bit, but let's let's hold that question just for a moment, but I think it's a good one. So let's keep looking at skills manager here for a minute. So step one, get our taxonomy together.
Here's the skills. We know what we wanna use. We know the description, and then we need to align those specifically. Now you might be thinking to yourself, oh, I don't actually have this magical list of skills just hanging out, Jason. I don't know I don't know what to do with that.
The cool part about this is that we can actually analyze your course or your content for you with AI and pull all of the skills that we found in there. And so that's a really powerful thing. Right? Because it might be impossible, or there might be skills that is loaded into that content of yours that you may not have even thought of. You're like, oh, actually, you know what? That is a skill that we wanna flag within our organization. So this provides you with a way to actually scan all of your course content, extract those skills out, and then you can decide, yes.
This belongs. No. This doesn't belong, you know, and kind of parse it out that way. So fear not if you're like, man, I just don't have this magical skills list that you're talking about. So we can we can absolutely do that.
And you can kind of see here each course that's listed. You can see the different number of skills that are in each course. Some courses might not have things, and that's okay. Not everything is gonna produce a skill, but I think it's really important to see how this all looks in this way. We talked a good bit about outcomes and a good bit about the actual data itself.
We have a couple of different dashboards that we're working toward here. So we we wanna provide you with clean access to what it is that's happening within the organization. So the learning progression, what kind of skills are being earned, how much time are they spending with this content, what skills have, you know, the top learners earned recently. You can download this information as you can see here. Average time they've spent, all this information is is here.
But maybe more importantly is this idea of creating a custom dashboard. Now I'm not gonna be able to demo this live to you, but I have some examples kind of spun up here so you can kinda take a look. So something the way that this would work is you would actually be activating it with a AI chatbot. Now it's really important that we talk about AI for a second within the confines of Canvas career. We're gonna be looking at only your data, so it won't be hallucinating.
It's just gonna be looking at the data that it has available, and you're gonna be able to ask you questions like, hey. Can you find me the time spent by learner in course and shoot me out a report? And as you can see here, it absolutely did that. Right? And so you can start to ask very unique questions around your data to get the information that you need and build out reports that are then available to you. Because I'll guarantee you, each of you have very unique needs and different data points that you may wanna call out. There's gonna be some common ones for sure, but likely, there's gonna be some pretty unique asks that somebody's gonna wanna know.
You know, tell me everything that Bob has done in the last, you know, forty eight hours or whatever the case may be. So you can kind of see how this is generated, and and it's quite quite intuitive. And you can build as many dashboards here as you want. You can just add a new dashboard. I'll do that now, and I'll just show you the AI prompt so you can start to see all the different things that you could do, and you can start a new chat.
We won't do that right now, but you get the idea of the theory behind being able to pull this data yourself, almost in real time based on what you're looking for and and how you want and save that. This is very, very handy. A lot of folks that I've been talking with, they have systems that are connected to three other systems to pull all of this data together. So to have it all in one place is is pretty convenient from that standpoint. The last thing I wanna talk about in this dashboard area is the learning content itself.
And we talked a little bit about pathways, talked a little bit about programs. I'm just gonna show you that you can build programs within career very easily. So not to be a full featured demo, but I think it's important to understand how these are built, and and they're built in different ways. So you can stack your courses together in different groups. You can set them up to be linear or nonlinear.
What does that mean? Well, basically, can I take course one and then course three, or do you want me to go in sequential order? I have to do one before I do two, before I do three, etcetera, etcetera. And so you can set all of this up. You can also define the skills that are in those particular programs. So, again, we're aligning all of this, and then we're a roll we're enrolling, say, a specific, I don't know, a specific role that you have at your organization. You can just enroll into that program.
So everybody that's tagged with, you know, accounting or whatever it is gets flagged and thrown into this specific program because that's how, that's how the system works. There's a question quickly in the chat that I'll answer on the fly, which is can learners self enroll? It depends. If the organization sets up the course for that purpose, then yes. And that is an option that the organization has to decide if they wanna do. What I should have shown you on the Brian example since since we're talking about that really quickly and and it's relevant, is that there is content that can get recommended automatically based on courses that you have taken already and courses that are available for, so down here, if Brian were to have courses that were available for self enroll, they would show up here and say, hey.
By the way, you wanna keep learning? There's all these other courses that are available within your organization that are relevant to some of the skills that you already have. Would you like to would you like to enroll in them? So that's how that self enroll would work in this regard is that they would actually populate at the bottom of the screen for them to do that. So it's a great question, and probably should have called that out earlier. So, again, we wanna define the roles. We wanna make sure that they're aligned to the skills, and we wanna make sure that the outcomes are easily, you know, reportable, basically, as we go through this.
This system is designed to set up for scale. Right? You wanna be able to set up all of your automation, all of your rules. When this person comes in, we need to put them into this program. We need to make sure that they are, they are seeing this specific type of content, in that regard. Again, courses.
Really quickly, I just wanna highlight this piece because this is something that a lot of folks also struggle with. Either if you're buying content from a third party, that's fine. But if you're sitting there and you're wondering, like, how am I gonna build all this content, or how do I how do I continue to stay up to date on building relevant content? There is a generate course option here, and this is really important to understand how we do AI within Canvas Career. Again, we do not go out to the Internet in any way, shape, or form for this. What we do is we actually, take the information that we have of your organization that you've you've put into the system, and we also take the source files that you're providing here.
So if you have a curriculum, if you have a syllabus, if you have different items based on the training, you can load them in, and it will create you a course based on the content that you've provided it that are, it's gonna streamline everything for you from a from that standpoint. So you're not having to spend hours and hours and hours doing that. Last thing I'm gonna show you, inside of this particular system is just the ability to set up unique pathways. We've been talking about pathways and programs. There's a whole bunch of ways that this looks, for different folks.
So inside the apps section within the course, you could actually leverage what's called Parchment Digital Badges. It's a digital credential. So if you wanna start really making content super portable for your users that are verifiable from your organization, this is a great option for you. And you can align these badges to automatically generate and shoot them out either a digital credential or if they wanna print it into a print certificate, they can do that. But it will automatically award them based on thresholds that you set up.
So as long as, you know, Brian did a ninety percent or better in this course, we're gonna auto issue that particular thing out. And what's cool is that Brian is on this leadership development pathway, so you can actually see where you are. So you'd start on the left, and you'd work your way through the actual clean pathway that you can see here in front of us. And the end goal being all the way to the right, the leadership development path that we were talking about putting Brian on. Right? Imagine a world where Brian knew that he was on this leadership development path already.
How much cleaner does this look versus somebody just dropping in his office and being like, hey. We have a great opportunity for you. Feels a little bit different, from that perspective. So you got a little taste of the, behind the scenes of Canvas career. We're gonna just keep moving here.
These are just some slides. And I just kinda want us to think about these couple of quick, stats here. Sixty three percent of exits in twenty twenty four were preventable based on the fact that they had a couple of different things. One of those is career stagnation. And I think that directly ties sometimes with training and what they're actually receiving within their organization.
So it's it's not the only factor, but it certainly plays, plays its part. And you can kind of see, we just need to be very mindful of the fact that there's a lot of pressure on everyone to make sure that they have a good work life balance. And if people appreciated, they feel like the training that they're going through and they're giving are are representing them well, they're much more likely to stay, where they are. So, again, what we're kinda wrapping things up before we take some questions, defining the role, designing the pathway or the program, making it visible to users, and then having those outcomes at the end both for the learner to say, this is the things these are the skills, these are certificates that I took away from this program, And for the admins and the trainers to be able to look at it from a kind of a top down to say, these are the outcomes that came out of us providing this particular training. And then you can start to do some correlations.
Hey. Did the training that we changed in this way, did it improve retention? Did it set more people up to go on higher up within our our rankings or where you know, into our leadership programs? All those different types of things come into play when you start thinking about building your programs by role, by path, and outcomes in that way. So appreciate that. And we're gonna open it up to some questions here. We've got a few minutes to take some questions.
Yes. So there is a SCORM support for Canvas career, and xAPI is slated for end of year support. Yes. Let me see. We have some other questions in here.
Are the courses indexed with a skills list? And that's from Kate. So this like, we kind of talked about it a little bit, but just to put a finer point on it, Kate, you can either manually align the skills to the specific courses, or you could actually leverage the AI component within career, and it will extract what it believes are the skills based on the content that you've put in there. And so either either of those things is supported from that perspective. And let's see. Can this connect to an LMS? The way programs can include a personal training and get marked completed in the LMS.
So Canvas career is is an LMS. So not maybe not sure how to interpret that question. Can this connect to an LMS? It's tough because Canvas Career is an LMS on its own, so it wouldn't necessarily connect into that. We have clients all over the world, from from Instructure. I don't know every single client that we have for career, so I can't speak to if our clients are only US based, Connie.
So I can take some, follow-up action items and get back to you on the full list if you'd like. Yes. There's another question. You can set this up to be implemented for partners and clients for a b to b model. Yeah.
Absolutely. You could you can do that for sure. Partially, what Canvas and Canvas Career allow for you to do is to create these kind of subaccounts within the structure. And so you can have multiple subaccounts that kind of look and feel a certain way and have very specific content with very specific permission sets. Absolutely not just for internal training.
You could use this for multiple use cases. Emily, I think there's there's plenty of ways to to leverage this. Trying to keep up here, make sure I'm not missing anybody. What else do we have in here? Talked about self enroll. Oh, Sean, you mentioned, can you add external links to resources in the skills manager? A little bit more information on that, I think, to answer that question.
I don't wanna give you false information on I wanna understand the question a little bit better. Yes. You can absolutely upload SCORM courses that were developed in programs such as Articulate. Yes. You can do that.
Yes. It supports SSO, so that's not a problem. You can absolutely do that. Is there a full training on Canvas career? We do have an entire team at Instructure that helps onboard you and get you prepared for how to leverage career. And then we also have a dedicated customer success team that kind of stays with you after that for ongoing ongoing needs, Pamela.
Yeah. So what if there's a cost for training for external users? It's a great question. So what we've seen is we have a front door course catalog product that pairs nicely with with career. And so in that way, we'd probably wanna leverage both of those systems so that you could set prices and easily kind of segment out those users into different tiers and different buckets and different promotions and and things of that nature. Happy to show you that if we have some time at the end here.
Following up, where would we point users, learners in regards to external resources or content? We already have a CSM that hosts our articles slash researches. We have inside the actual product itself, we have built in Canvas guides. So those are those are options for you. I'm not sure if that helps. Sean, answer the question.
Yes. It's, there's a bilingual interface. Let's see. What accessibility standards? So it's the same as Canvas is today, which is, I believe it's WCAG two point o, accessibility wise. So I we're we're covered there.
Is Canvas GRU different than Canvas LMS? Yes. They are different products. As you can kind of see from this brief demonstration around it, it looks and feels completely different, than the Canvas LMS, and it's designed with corporations and and business and government at the heart of it and skills forward first versus the academic side, which is more focused on modules and, kind of providing that that traditional structure, if you will. Let's see. Other questions are we missing? Well, we left lots of time for questions.
Did I miss anybody's question? I'm it looks like you've, got most of them. Okay. There might be, I don't know if you want to address it. Is it per user license costing model? Yeah. I I would say we would need a follow-up on that just because I'm not in our sales org, and I I'm not dodging the question.
It's a it's a good question, but I I honestly don't wanna lead anyone, down the wrong path regards to what I would say with regards to pricing. Quickly on the screen since since we just have a moment or two with regards to, like, the question about how would we get users in to different courses. This is the Canvas catalog product. And as you can see here, it is all of the courses that we were looking at in career, and you can set up different course prices and allow for folks to enroll right from within this particular interface. So if I click into one of these, you can see, here's the course.
Here's all the learning objectives, the course material, all the things that they're gonna wanna know about this particular course, and then they can enroll or add multiple courses to their cart to accomplish that. So these two products work seamlessly together kinda hand in glove there. Any other questions? Checking all the things, chat and the q and a. And, ah, here we go. I I did miss one.
Are there permission roles that will that will all people on the team permission to adjust settings for access like a course developer? Ah, yeah. That's a great great question. Yes. There are. Let's see if I can go back a couple screens and show you this.
Again, we're we're testing fate with the Internet gods here, but let's try it anyway. I'll do my best to to show you this quickly. I think seeing is believing in these types of scenarios. So we have this whole people's manager section here. And so what you can do is you can build your own roles, and you can set up the different permission sets of what those particular folks can do.
So, for example, in your your case, which you just mentioned, right, you could build a role that was course developer, and then, it would live up here at the top. And you could select what items that specific role would have access to doing within that organization. Does that help? Hopefully. Perfect. Amazing.
Alright. Any last minute questions from anybody? Not reading minds here. It's a callback from earlier. Minus pricing. Nothing else is off the table.
They just asked about communication campaigns. Communication campaigns. I'm not a hundred percent sure exactly the direction you mean by that. Promotions for upcoming programs released via the platform. I see.
I see. We have a separate tool that allows for that, honestly. It it's not baked into the Canvas career native platform. It's a separate messaging tool that lives on top of it. So, essentially, what you would do is you could manage campaigns and pop up windows and all sorts of different nudges or or promotions or things of that nature that you might want to to push out, but it's not a native functionality.
Yes. Like an add on. Exactly. Yep. Any other burning questions? I don't see any other questions coming in.
Okay. Any final thoughts, Sunny? Did Yeah. I would encourage contact information? Yeah. I would encourage you all to reach out to us if you're interested in in seeing, like, a full on demo or if you wanna have larger conversations, or you can reach out to me, again, via LinkedIn if you want. I can put my email in the chat just so everybody has it.
That's no problem. Happy to again, I'm not the the sales rep by any means for any of this, but I'm happy to have conversations and and help direct traffic, with these conversations as need be. Well, thank you so much, Jason and Instructure, for this great presentation. We do have one final poll. We'd love some feedback from you.
I'm gonna launch that. If you don't mind staying on, we're I mean, we're still within our time. You should see that poll. Instructure would love to get your feedback on this presentation today, if you wouldn't mind just staying on an extra thirty seconds and filling that out. It's, just, three quest I'm sorry.
Four questions. And Arlene dropped a a link in the chat for anybody that's interested in going out to the campus career website to learn a little bit more as well. Arlene, can you repost it? You actually sent it just host and panelists. Yeah. I'll repost it.
Here we go. Thank you. Yeah. And for those once you fill that out, thanks so much for joining today. As a reminder, this session was recorded and will be made available soon on The Learning Guild website.
And again, thank you to Jason and Instructure to prepping and presenting today. I'll leave this open just another minute or so to give you some time to fill this out. And, otherwise, you're welcome to leave. And we thank you for joining us today. We hope you have a wonderful rest of your day or evening wherever you are in the world.
Thank you. Thanks, y'all. Thanks, Jason. I'm gonna close the room out now. Thank you.
Jason, I'm gonna stop sharing my screen, and the floor is yours. Amazing. Thank you so much, and we will get diving right in. Hopefully, everyone can hear me okay. If, my audio needs to be adjusted, please let me know as we go.
We have a lot to dive into today. Before we go into the actual content, I just wanna take a second about Instructure and our mission. It's really about helping learners thrive, and I say learners very intentionally, not just students, not just employers, not just employees, but learners. This is a really important thing for us to make sure that we're no longer confined to classrooms, degree programs, or, you know, a single stage of life. And so the modern workforce really is something that we are excited about, and and it provides an avenue for continuous learning.
So I just wanted to open with that to make sure that we, keep that in mind as we go through this. As it was mentioned, my name is Jason Gildner. I'm a principal product specialist. I'm not gonna go through my entire bio. If you wanna connect with me, that's a QR code to my LinkedIn.
I would love to continue the conversation after today and, happy to discuss topics, offline as well with you. So take a second if you'd like to, and you can scan that QR code. I'd like to have us start off with thinking back for a moment. Think back to the first time or a recent time that someone asked you to do something, and you had no idea how to do it, and they just kinda were like, hey. You have to figure that out.
What did that make you feel like? How would you describe how that made you feel? Put that into the chat. And while you're doing that, I'll just give you a kind of an a small side story, which is I think the the first time that I remember this happening to me was right around age fifteen, somewhere in that range. I was just becoming age of driving in New York. And, you know, I really wanted to learn how to drive a stick, and my dad just threw me the keys. We lived in the country, and he was just like, hey.
Just don't put it in the ditch. And, you know, I think Kathleen just put it in the chat. Nervous, high anxiety. Those were definitely feelings that I was having at that exact moment for sure. Undid you know, unprepared.
Just just this feeling, that you guys are all putting in the chat, it it does make you feel frustrated at times. It makes you feel all of the different feels, a little bit of panic, you know, throw some of that in there as well. And I think that's a totally natural thing for all folks to feel. And the reason for that, as I started to think about that and think about my experiences, is really because we are conditioned. We're conditioned around pathways.
We have paths all around us, and we have for a very long time. Probably some today went on Amazon and ordered something. Right? And so you don't think that you're on a pathway when you order something in Amazon, but you are. Right? You you add the item to your cart, and then you're taken to the next stage, which is, hey. Make sure your billing information's correct, and then we'll ship you the item.
Or if you've been in a car recently, you've probably used GPS in some capacity or old school map even, some form of navigation. And it's no different in education, in learning, in training. We all expect there to be paths available to us. It's kind of this human psychology aspect of things. We we actually thrive on paths.
When we can see the end goal, we are much more apt to actually obtain the goal when we can see where we are and how to get there versus just kind of being thrown, to the wolves, if you will. So I'm gonna keep moving here. We're gonna start with just an understanding of poll, if you will. I'm gonna make this QR code a little bit bigger for you all. There you go.
Now think about the last training that you completed at your work, and I just want you to describe it in one of these categories. What what would that be like? And we'll look at the results as they come in here. The QR code's gonna stay up for just another moment in a large setting here. Hopefully, this works for you all. There we go.
Starting to get some answers in. I'm gonna give it another ten seconds on the QR code. Then I'll make it smaller so we can kinda look at the results a little bit. It's always interesting when you see the bars go up and then back, and, you're wondering if people are changing their mind. But I'm actually not super surprised so far based on some of these responses, specifically the valuable and relevant piece.
It's not surprising. This is usually the smallest slice when we do these types of polls. Most people can't actually remember being in a training that was generally valuable to them at that exact moment, and that's not a knock on any single training or any person's personality in the room or anything like that. It's just a gap that we're here to talk about is how do we make sure that the things that we're doing are relevant and valuable and not a checkbox exercise. Right? This fine but forgettable piece is also just you know, it's probably one of the top two answers that we get.
And it's it's not that the training's bad. It's nobody escalates it. No one files a complaint. It's it's fine. It just kinda falls into this, yeah.
Alright. That was that was just okay. And I think that's what we're here to talk about a little bit too is how do we make sure that the the things that we're delivering are role specific that are gonna provide clear paths and give people a sense of, I can I can take this thing to the next level? I know what I'm supposed to do next. And we we all kind of feel empowered to move along in our in our journey. So appreciate you guys sharing that.
We're gonna keep moving. And This module will take forty Before I play the rest of this, I just want you to think about those responses that you just had, and, hopefully, you can hear this. And if not, let me hopefully, you can hear this. Let me actually stop sharing for just a minute. I wanna make sure that the checkbox is still checked for us so we can hear sound.
Sorry about that. And think about if you've been in one of these situations before. Five minutes to complete. No one. And we will test you on your knowledge at the end.
Harassment is culturally bully Let's take a look. So let's So what we Let's take a look at Have a think about Don't forget. It is the response We're not gonna play this whole video because I think we all get the kind of the the gist of the idea of this, which is we've all been in this seat before, I think, in some capacity, in some training, where we have just clicked through because that's what we had to do. We had to get through that. Now let's take another listen to another video that kind of talks about training.
Compliance training was mandatory. We had full completion. I was proud of the numbers. Then I ran a quiz. Three months later, twelve percent of employees could name a single policy from the training they all completed.
The training was generic, written for everyone, which means it's written for no one. So So I just wanna pause there for a moment to think about that statement. If it's too generic, how does that actually mean anything to anybody, right, if if we're not hitting the mark? And what we're trying to avoid is this last video. We we do not want this to be how people interpret our training, and this is what we wanna make sure that we're we're being thoughtful about. And these are, of course, some some parodies and some funny ways to think about it.
But having been in higher education for twelve years and having to train faculty on how to use different technologies, I can tell you it was always a struggle to find and thread that needle of making sure that the content was both relevant and useful to them, and it's a a struggle every single day. This might be the most terrifying statement that we're gonna look at today. By twenty thirty, seventy percent of the skills that are used in most of the jobs will change. With AI, it is inevitable. We cannot stop AI.
It's not gonna just magically disappear. We're not gonna just wake up one day, and it's just gonna be gone. We have to learn how to adapt. We have to learn how to utilize AI in our everyday world. And so this today, this moment is the slowest working day of your career.
And that that's the part that's a little bit terrifying is that it feels fast already, and today is the slowest, and it's only gonna get accelerated. I think about a year ago, I wasn't talking about Claude. I wasn't using Claude. Now it's a part of my everyday life. And if I didn't have Claude, I don't know how I, you know, accomplished half the things that I did before that.
Probably caffeine. But and the other thing to think about when it comes to skills, and we'll we'll dive into skills quite a bit more in a little bit here, but we know that the skills half life is about five years. So the skills that are relevant today, they may not be relevant in five years from now because the the skills are changing so rapidly that we just can't that's why higher education is actually having a hard time because their curriculum isn't adapting as quickly as the workforce and the labor market and the things that you all are a part of, it's really, really important to be able to stay current. And these skills half life is just kind of a a demonstration of that. So today's framework, we're gonna look at about four different buckets, defining the role, designing the path, making it visible, and proving the actual outcome.
And I think when we start to think about these four buckets, I'm gonna walk you through a scenario. We're gonna talk about a specific story around somebody that I actually know and and a a situation that has happened to them. I think you'll start to see how these four buckets come into play, and we'll we'll dive into each one of them a little bit further as we go. The other thing to think about when we're going through all this is that there are some serious numbers out there that make sure that we're paying attention to our training that we're giving and the the actual content that we're they're they're giving. The training gap isn't necessarily a budget problem.
It's a visibility problem. Employees can't value what they can't see, and ninety four percent of employees say that they would stay longer if their company invested in their development. I was just at a recent, InstructureCon event in Louisville, and, you know, I was talking with folks about this, and I actually asked this question live, and it was interesting to see the hands raised of how many people feel their company has invested in their development, outside of this conference. And it was really staggering, the the lack of actual development that folks were feeling. And I think the top right box on this diagram, forty one percent of folks are actually ready to leave their job right now because they lack access to training.
So, like, as you're reading this stat or as you're seeing this, think about that for a moment. When's the last time you felt like, oh, man. Somebody's pumping actual time and resources into making sure that I am motivated. Right? I am feeling proactive in my role. These are really important things to keep.
Right? You have to have that in your in your organizations, and training is is really crucial to that. So as we look at those four frameworks, think about how those four frameworks play into making sure these numbers don't affect you in that kind of way. And, again, you know, we talked about that fifty nine percent of no training a little bit just by doing the hand poll last week that I that I was a part of that conference, but this is this is a real problem. When you don't receive any training whatsoever, this is this is just causing massive confusion within your organization, and there is budget out there for sure. So I think it's important to pause and think about the world and know that the world went ahead and changed.
And learning didn't change all that much or as quickly as the world did. And I think what we're seeing is, you know, some of those stats that we're just talking about, eighty one percent of employers are now hiring based on skills. So, you know, when you look at the labor market information, the number one skill that almost tops all all job postings across the US, communication. Employers want people that know how to talk to people, that know how to troubleshoot, that know how to work well with others, that know how to get things done. It's not that degree isn't valuable.
It's not that certificates aren't valuable. It's that the skills, can you do this thing, is actually more important to a lot of employers right now. Can you actually show up on time? Can you actually do the thing that we're hiring you to do? And it's it's pretty clear that we need to focus more on skills. And so when we look at that, when we start to really dive into that, a lot of l and d, they look at things in a course completion. They look at things in certificates or seat time or hours of completion, satisfactory scores, and those are all valid.
No one's saying that they're not valid. They're they're not metrics that we shouldn't be paying attention to. We absolutely should be paying attention to those for sure. But if you look at this graphic, I think the thing that is pretty self evident when you look at it is what what are the things that are hidden that we aren't necessarily paying as much attention to? What skills? What role readiness? What's the path? What's the the learning, agility? What what are all these different things? Leadership potential. How do you currently at your organization know that someone's on track to be a good leader or potentially in a leadership, role? Right? These are things that we need to make sure that we're looking taking a deep hard look at your at our organizations and understanding, are we doing a good job here? And if not, how can we start to shift that? K? So let's do another poll really quick.
What hidden skill can solve your biggest challenge at your organization? K. Use of resources. Functional collaboration. Love that. Unlearning.
K. Interesting. Reading minds. This is this is getting deep now. No crystal balls in the room here.
Adaptability. K. Give it another thirty seconds here just to give everybody a chance. Yeah. Reading reading minds has me rolling on the floor over here.
Gotcha. Yeah. Collaboration was mentioned a couple of different times as well, and there's not necessarily a an answer that I'll have for you of of how we can achieve all of these, but I think there are some things that you'll take away from looking at this that we can start to align in a perfect world how we might be able to to make some dents in some of these. Reading minds is gonna be a tough one, though, just to be clear. Alright.
Ability to read data without issues. Yeah. I mean, data is king, right, as long as it's good data. And, yeah, this is great. Thank you all for putting that in there.
It's amazing. They're still coming in. Emotional intelligence. K. So as you wrote those quest as you wrote those comments in there and those answers, start to think about as we go through the rest of this, how might the thing that you write wrote down play into what we're gonna look at next? Alright.
Let's keep moving. Just in the interest of time, I could spend all day reading these. These are fantastic. What we have to be really careful of is this idea of he made me do it. And I mentioned that I was in higher education for twelve years.
And oftentimes, I was always kind of this middle ground where I would have to be the one to put on the training, come up with the content, do all of these types of things. However, it was the, you know, academic dean or it was whoever that was actually forcing someone to actually go and spend time in the seat and receive this training. And it stuck with me one time. Somebody said that the moment training takes on a condition of employment instead of a choice, you've kind of triggered this compliance aspect, and you've lost a little bit of sense of learning instead of, like, this this curiosity. And it is a really, really hard needle to thread.
Like, nobody's saying that it isn't. But I think we have to come up with a way where we start to get a little bit more in tune with what people are wanting to do with regards to these trainings. Think about how we're delivering those certain aspects of things so that you don't run into what's on the screen today. It's forced. I had to do it.
You know? Otherwise, I had to do it by Friday at noon. You know? We've all gotten those emails before at some point in our life. And so I think we we need to start to rethink how we structure things and how we want to operationalize things. So let's keep moving. So the old model tracks completion, pushes out content.
Some of the programs are generic, not all. And we usually ask a very thorough question at the end of it. Did they finish? Right? Did they finish? And while valid and semi useful, I would argue that the new model that we should be thinking about when it comes to this training is more building, capabilities. And we talked heavily at the beginning of this about guided pathways. Are we showing folks, hey.
When you take this, we're gonna move you through this path, through this organization, through these programs, and this is where you're gonna go. And probably one of the things that sticks with me the most on this slide is role aligned learning. Make sure that it's not generic content. Make sure that it's relevant to the users that are actually going through the content. This is so critical to make sure that whatever you're producing is not generic.
Otherwise, you're gonna lose your audience very quickly. Right? The closer training gets to physical work, safety equipment, customer compliance, and more skill alignments, those are the things like, those types of things are gonna matter much more to folks. So, we're gonna keep moving. And, again, I think the bottom question on the right on the new model is, can they do the job? Right? I think that's still a relevant statement. Did they finish? Is is a statement that I think does happen.
I think people do look at reports and pull, you know, completion data of training, and that's kinda where that statement comes from is when you pull a report, there is a completion list of who has done x training. And so they're looking at did they actually finish in that regard. Alright. Let's keep moving here. Woah.
Not that. Alright. So let's talk about Brian for a moment. I want you to meet Brian. Brian is a very knowledgeable individual who works in the ready mix concrete business.
He's really solid at logistics. He's really solid at, you know, all these types of things, protecting margins, plant production operations, safety. He's got all of these different certifications. And, you know, what happened to Brian was kind of interesting because the the company just said, hey. We're gonna move into this role of AI.
We're gonna embrace AI, and we're gonna need somebody that we can trust that can actually take this next AI program to the next level. Right? And so I think we've all been in a situation where we wear multiple hats at our organizations for different things, and that's completely normal. I think what ends up happening is we think about, hey. I have to learn this myself first. This is brand new technology.
This is very much true for Brian in this situation. He had to learn all this new AI technology, the new models, the new systems, how it all kind of interconnects to their business, and then translate it into practice and then help train multiple plants across. Right? And so this was a huge opportunity for Brian. You have to think about it in in terms of opportunity. This is fantastic for him from a growth perspective.
But just for one second, think about what we just talked about with regards to path and role. What Brian didn't have initially was a complete kind of path of, hey. This is what's gonna happen because it was just kind of thrown at him in this kind of way. And that's not a negative thing. That just happens in business.
But just imagine where there was a world where some somebody somewhere in this organization said, hey. You know what? Brian's on a path to becoming a leader in our organization. We should be constructing courses that are gonna help him to facilitate these trainings, to help him, communicate this out to his peers. So not necessarily the content of AI that they could prepare for because that just happens. But being able to spot that Brian had leadership potential and start to lay the foundation for what might come, for Brian moving forward.
So the learning part did happen for Brian. It's just that the path wasn't completely mapped out for him. And that was okay. He was able to to roll with the punches. He was able to kind of look at the situation and take it in.
But I think there was a a missing step there or a missed opportunity rather for Brian where if he kind of saw the whole vision, he may have had a a much better opportunity to to kind of progress through the business. So just think about those folks that are like Brian in within your organization. Right? And I think what's probably even more critical was that as Brian's company started to use Campus Careers started to use these types of technologies, he was able to actually see the skills that he was acquiring in real time. He was actually able to see the proficiency level. And we're gonna look at some of that here in a moment of what does it look like from both an administrator's perspective where Brian stacks up with skills, how do we align those skills to the actual end user, how do those skills resonate to the end user, what what does it look like for them, how can they leverage it, what's going on, behind the scenes.
We all have this type of person that's willing to take on more tasks. We need to think about how do we prepare that person within our training programs. So before we jump into the actual platform and start taking a look at things, two things. One, we're gonna go into a live environment, so we're gonna hope that the Internet gods are kind to us and we have slides as backup. But think about how do you currently spot trusted talent in your organization.
What does that look like today? How do you how do you do that? How do you connect the learning that they do in your organization to potential roles of growth? And how do you make readiness available to those users? And I think if you're you're sitting there and you're wondering, I actually don't know the answer to those, that's okay. I think that's okay. What I think is more important is that we start to think about ways that we we adapt our current programs to fit into this kind of structure. So, as I promised, we have some slides. Let's go into the actual content itself.
So what you're looking at for some context here is Canvas career, and you're in as Brian. And Brian's able to see all of the different, courses and programs that he's a part of. He can also, see this really important section, which is called skill space. So as he's been going through all the coursework, all of the training, all of the different things that have been thrown at him, adding all these different hats, he's able to actually see what skills has been acquired based on those courses proficiency level that he's obtained from those particular pieces and parts. Now he's not done with the program yet, so you can kind of see that he's more in this beginner stage, and these skills get elevated as he completes more and more coursework and does more and more training around those specific topic areas.
What's also really cool about this particular skill space is, yes, the organization gets to determine what these skills are and the proficiency level. However, there is an option here, as you can see, where Brian could take his current resume. He's been a working professional for years, tons of tons of experience, all sorts of different things that are on that resume. And he can upload it here, and the AI technology within the skill space will add those particular skills in as well into the skill space. And you can kind of see they're broken down by all skills, skills from your resume, skills from active courses.
So you can kind of see which ones are which, and you can see which ones were pulled from the actual courses themselves, which is a really cool feature for folks to be able to go into. Alright. Let's switch over to the admin side for just a moment because I think this is something we wanna spend a little bit of time on because we talked about those four buckets. And I think the first part that we need to think about is the skills. Right? How are you currently aligning skills in your organization that you want your employees to have or your end learners to have? How are you aligning those skills to the actual coursework or the actual programs? And so it all starts with the skills manager where you're able to go into the skills taxonomy and define your own taxonomy.
So you can upload an entire spreadsheet, Word document, whatever it is that you have that is just kind of describing what those skills are. They're gonna be different for every organization, obviously, and you're gonna be able to tie skill descriptions to them. You're gonna be able to do this all in bulk. And you can also configure those so that they are tied to a Bloom's taxonomy. Right? So if you're not familiar with the Bloom's taxonomy, there are several different key areas around this.
So is it part of remembering or understanding, analyzing, evaluating, creation? There's all these different parts and pieces of the taxonomy that you can align your given skills to, which is huge. And then you can dive in even further. And, of course, one skill might show up in multiple courses as you see here. Project scoping has four courses that it's tied to, has one full program, and you can set skills at individual levels. Some of these skills may be hands on.
You can do all sorts of different things. I just wanna see there's a quick question in the chat. Can you add external links to resources in the skills manager? We may tackle that question at the end just because I wanna dig into that a little bit, but let's let's hold that question just for a moment, but I think it's a good one. So let's keep looking at skills manager here for a minute. So step one, get our taxonomy together.
Here's the skills. We know what we wanna use. We know the description, and then we need to align those specifically. Now you might be thinking to yourself, oh, I don't actually have this magical list of skills just hanging out, Jason. I don't know I don't know what to do with that.
The cool part about this is that we can actually analyze your course or your content for you with AI and pull all of the skills that we found in there. And so that's a really powerful thing. Right? Because it might be impossible, or there might be skills that is loaded into that content of yours that you may not have even thought of. You're like, oh, actually, you know what? That is a skill that we wanna flag within our organization. So this provides you with a way to actually scan all of your course content, extract those skills out, and then you can decide, yes.
This belongs. No. This doesn't belong, you know, and kind of parse it out that way. So fear not if you're like, man, I just don't have this magical skills list that you're talking about. So we can we can absolutely do that.
And you can kind of see here each course that's listed. You can see the different number of skills that are in each course. Some courses might not have things, and that's okay. Not everything is gonna produce a skill, but I think it's really important to see how this all looks in this way. We talked a good bit about outcomes and a good bit about the actual data itself.
We have a couple of different dashboards that we're working toward here. So we we wanna provide you with clean access to what it is that's happening within the organization. So the learning progression, what kind of skills are being earned, how much time are they spending with this content, what skills have, you know, the top learners earned recently. You can download this information as you can see here. Average time they've spent, all this information is is here.
But maybe more importantly is this idea of creating a custom dashboard. Now I'm not gonna be able to demo this live to you, but I have some examples kind of spun up here so you can kinda take a look. So something the way that this would work is you would actually be activating it with a AI chatbot. Now it's really important that we talk about AI for a second within the confines of Canvas career. We're gonna be looking at only your data, so it won't be hallucinating.
It's just gonna be looking at the data that it has available, and you're gonna be able to ask you questions like, hey. Can you find me the time spent by learner in course and shoot me out a report? And as you can see here, it absolutely did that. Right? And so you can start to ask very unique questions around your data to get the information that you need and build out reports that are then available to you. Because I'll guarantee you, each of you have very unique needs and different data points that you may wanna call out. There's gonna be some common ones for sure, but likely, there's gonna be some pretty unique asks that somebody's gonna wanna know.
You know, tell me everything that Bob has done in the last, you know, forty eight hours or whatever the case may be. So you can kind of see how this is generated, and and it's quite quite intuitive. And you can build as many dashboards here as you want. You can just add a new dashboard. I'll do that now, and I'll just show you the AI prompt so you can start to see all the different things that you could do, and you can start a new chat.
We won't do that right now, but you get the idea of the theory behind being able to pull this data yourself, almost in real time based on what you're looking for and and how you want and save that. This is very, very handy. A lot of folks that I've been talking with, they have systems that are connected to three other systems to pull all of this data together. So to have it all in one place is is pretty convenient from that standpoint. The last thing I wanna talk about in this dashboard area is the learning content itself.
And we talked a little bit about pathways, talked a little bit about programs. I'm just gonna show you that you can build programs within career very easily. So not to be a full featured demo, but I think it's important to understand how these are built, and and they're built in different ways. So you can stack your courses together in different groups. You can set them up to be linear or nonlinear.
What does that mean? Well, basically, can I take course one and then course three, or do you want me to go in sequential order? I have to do one before I do two, before I do three, etcetera, etcetera. And so you can set all of this up. You can also define the skills that are in those particular programs. So, again, we're aligning all of this, and then we're a roll we're enrolling, say, a specific, I don't know, a specific role that you have at your organization. You can just enroll into that program.
So everybody that's tagged with, you know, accounting or whatever it is gets flagged and thrown into this specific program because that's how, that's how the system works. There's a question quickly in the chat that I'll answer on the fly, which is can learners self enroll? It depends. If the organization sets up the course for that purpose, then yes. And that is an option that the organization has to decide if they wanna do. What I should have shown you on the Brian example since since we're talking about that really quickly and and it's relevant, is that there is content that can get recommended automatically based on courses that you have taken already and courses that are available for, so down here, if Brian were to have courses that were available for self enroll, they would show up here and say, hey.
By the way, you wanna keep learning? There's all these other courses that are available within your organization that are relevant to some of the skills that you already have. Would you like to would you like to enroll in them? So that's how that self enroll would work in this regard is that they would actually populate at the bottom of the screen for them to do that. So it's a great question, and probably should have called that out earlier. So, again, we wanna define the roles. We wanna make sure that they're aligned to the skills, and we wanna make sure that the outcomes are easily, you know, reportable, basically, as we go through this.
This system is designed to set up for scale. Right? You wanna be able to set up all of your automation, all of your rules. When this person comes in, we need to put them into this program. We need to make sure that they are, they are seeing this specific type of content, in that regard. Again, courses.
Really quickly, I just wanna highlight this piece because this is something that a lot of folks also struggle with. Either if you're buying content from a third party, that's fine. But if you're sitting there and you're wondering, like, how am I gonna build all this content, or how do I how do I continue to stay up to date on building relevant content? There is a generate course option here, and this is really important to understand how we do AI within Canvas Career. Again, we do not go out to the Internet in any way, shape, or form for this. What we do is we actually, take the information that we have of your organization that you've you've put into the system, and we also take the source files that you're providing here.
So if you have a curriculum, if you have a syllabus, if you have different items based on the training, you can load them in, and it will create you a course based on the content that you've provided it that are, it's gonna streamline everything for you from a from that standpoint. So you're not having to spend hours and hours and hours doing that. Last thing I'm gonna show you, inside of this particular system is just the ability to set up unique pathways. We've been talking about pathways and programs. There's a whole bunch of ways that this looks, for different folks.
So inside the apps section within the course, you could actually leverage what's called Parchment Digital Badges. It's a digital credential. So if you wanna start really making content super portable for your users that are verifiable from your organization, this is a great option for you. And you can align these badges to automatically generate and shoot them out either a digital credential or if they wanna print it into a print certificate, they can do that. But it will automatically award them based on thresholds that you set up.
So as long as, you know, Brian did a ninety percent or better in this course, we're gonna auto issue that particular thing out. And what's cool is that Brian is on this leadership development pathway, so you can actually see where you are. So you'd start on the left, and you'd work your way through the actual clean pathway that you can see here in front of us. And the end goal being all the way to the right, the leadership development path that we were talking about putting Brian on. Right? Imagine a world where Brian knew that he was on this leadership development path already.
How much cleaner does this look versus somebody just dropping in his office and being like, hey. We have a great opportunity for you. Feels a little bit different, from that perspective. So you got a little taste of the, behind the scenes of Canvas career. We're gonna just keep moving here.
These are just some slides. And I just kinda want us to think about these couple of quick, stats here. Sixty three percent of exits in twenty twenty four were preventable based on the fact that they had a couple of different things. One of those is career stagnation. And I think that directly ties sometimes with training and what they're actually receiving within their organization.
So it's it's not the only factor, but it certainly plays, plays its part. And you can kind of see, we just need to be very mindful of the fact that there's a lot of pressure on everyone to make sure that they have a good work life balance. And if people appreciated, they feel like the training that they're going through and they're giving are are representing them well, they're much more likely to stay, where they are. So, again, what we're kinda wrapping things up before we take some questions, defining the role, designing the pathway or the program, making it visible to users, and then having those outcomes at the end both for the learner to say, this is the things these are the skills, these are certificates that I took away from this program, And for the admins and the trainers to be able to look at it from a kind of a top down to say, these are the outcomes that came out of us providing this particular training. And then you can start to do some correlations.
Hey. Did the training that we changed in this way, did it improve retention? Did it set more people up to go on higher up within our our rankings or where you know, into our leadership programs? All those different types of things come into play when you start thinking about building your programs by role, by path, and outcomes in that way. So appreciate that. And we're gonna open it up to some questions here. We've got a few minutes to take some questions.
Yes. So there is a SCORM support for Canvas career, and xAPI is slated for end of year support. Yes. Let me see. We have some other questions in here.
Are the courses indexed with a skills list? And that's from Kate. So this like, we kind of talked about it a little bit, but just to put a finer point on it, Kate, you can either manually align the skills to the specific courses, or you could actually leverage the AI component within career, and it will extract what it believes are the skills based on the content that you've put in there. And so either either of those things is supported from that perspective. And let's see. Can this connect to an LMS? The way programs can include a personal training and get marked completed in the LMS.
So Canvas career is is an LMS. So not maybe not sure how to interpret that question. Can this connect to an LMS? It's tough because Canvas Career is an LMS on its own, so it wouldn't necessarily connect into that. We have clients all over the world, from from Instructure. I don't know every single client that we have for career, so I can't speak to if our clients are only US based, Connie.
So I can take some, follow-up action items and get back to you on the full list if you'd like. Yes. There's another question. You can set this up to be implemented for partners and clients for a b to b model. Yeah.
Absolutely. You could you can do that for sure. Partially, what Canvas and Canvas Career allow for you to do is to create these kind of subaccounts within the structure. And so you can have multiple subaccounts that kind of look and feel a certain way and have very specific content with very specific permission sets. Absolutely not just for internal training.
You could use this for multiple use cases. Emily, I think there's there's plenty of ways to to leverage this. Trying to keep up here, make sure I'm not missing anybody. What else do we have in here? Talked about self enroll. Oh, Sean, you mentioned, can you add external links to resources in the skills manager? A little bit more information on that, I think, to answer that question.
I don't wanna give you false information on I wanna understand the question a little bit better. Yes. You can absolutely upload SCORM courses that were developed in programs such as Articulate. Yes. You can do that.
Yes. It supports SSO, so that's not a problem. You can absolutely do that. Is there a full training on Canvas career? We do have an entire team at Instructure that helps onboard you and get you prepared for how to leverage career. And then we also have a dedicated customer success team that kind of stays with you after that for ongoing ongoing needs, Pamela.
Yeah. So what if there's a cost for training for external users? It's a great question. So what we've seen is we have a front door course catalog product that pairs nicely with with career. And so in that way, we'd probably wanna leverage both of those systems so that you could set prices and easily kind of segment out those users into different tiers and different buckets and different promotions and and things of that nature. Happy to show you that if we have some time at the end here.
Following up, where would we point users, learners in regards to external resources or content? We already have a CSM that hosts our articles slash researches. We have inside the actual product itself, we have built in Canvas guides. So those are those are options for you. I'm not sure if that helps. Sean, answer the question.
Yes. It's, there's a bilingual interface. Let's see. What accessibility standards? So it's the same as Canvas is today, which is, I believe it's WCAG two point o, accessibility wise. So I we're we're covered there.
Is Canvas GRU different than Canvas LMS? Yes. They are different products. As you can kind of see from this brief demonstration around it, it looks and feels completely different, than the Canvas LMS, and it's designed with corporations and and business and government at the heart of it and skills forward first versus the academic side, which is more focused on modules and, kind of providing that that traditional structure, if you will. Let's see. Other questions are we missing? Well, we left lots of time for questions.
Did I miss anybody's question? I'm it looks like you've, got most of them. Okay. There might be, I don't know if you want to address it. Is it per user license costing model? Yeah. I I would say we would need a follow-up on that just because I'm not in our sales org, and I I'm not dodging the question.
It's a it's a good question, but I I honestly don't wanna lead anyone, down the wrong path regards to what I would say with regards to pricing. Quickly on the screen since since we just have a moment or two with regards to, like, the question about how would we get users in to different courses. This is the Canvas catalog product. And as you can see here, it is all of the courses that we were looking at in career, and you can set up different course prices and allow for folks to enroll right from within this particular interface. So if I click into one of these, you can see, here's the course.
Here's all the learning objectives, the course material, all the things that they're gonna wanna know about this particular course, and then they can enroll or add multiple courses to their cart to accomplish that. So these two products work seamlessly together kinda hand in glove there. Any other questions? Checking all the things, chat and the q and a. And, ah, here we go. I I did miss one.
Are there permission roles that will that will all people on the team permission to adjust settings for access like a course developer? Ah, yeah. That's a great great question. Yes. There are. Let's see if I can go back a couple screens and show you this.
Again, we're we're testing fate with the Internet gods here, but let's try it anyway. I'll do my best to to show you this quickly. I think seeing is believing in these types of scenarios. So we have this whole people's manager section here. And so what you can do is you can build your own roles, and you can set up the different permission sets of what those particular folks can do.
So, for example, in your your case, which you just mentioned, right, you could build a role that was course developer, and then, it would live up here at the top. And you could select what items that specific role would have access to doing within that organization. Does that help? Hopefully. Perfect. Amazing.
Alright. Any last minute questions from anybody? Not reading minds here. It's a callback from earlier. Minus pricing. Nothing else is off the table.
They just asked about communication campaigns. Communication campaigns. I'm not a hundred percent sure exactly the direction you mean by that. Promotions for upcoming programs released via the platform. I see.
I see. We have a separate tool that allows for that, honestly. It it's not baked into the Canvas career native platform. It's a separate messaging tool that lives on top of it. So, essentially, what you would do is you could manage campaigns and pop up windows and all sorts of different nudges or or promotions or things of that nature that you might want to to push out, but it's not a native functionality.
Yes. Like an add on. Exactly. Yep. Any other burning questions? I don't see any other questions coming in.
Okay. Any final thoughts, Sunny? Did Yeah. I would encourage contact information? Yeah. I would encourage you all to reach out to us if you're interested in in seeing, like, a full on demo or if you wanna have larger conversations, or you can reach out to me, again, via LinkedIn if you want. I can put my email in the chat just so everybody has it.
That's no problem. Happy to again, I'm not the the sales rep by any means for any of this, but I'm happy to have conversations and and help direct traffic, with these conversations as need be. Well, thank you so much, Jason and Instructure, for this great presentation. We do have one final poll. We'd love some feedback from you.
I'm gonna launch that. If you don't mind staying on, we're I mean, we're still within our time. You should see that poll. Instructure would love to get your feedback on this presentation today, if you wouldn't mind just staying on an extra thirty seconds and filling that out. It's, just, three quest I'm sorry.
Four questions. And Arlene dropped a a link in the chat for anybody that's interested in going out to the campus career website to learn a little bit more as well. Arlene, can you repost it? You actually sent it just host and panelists. Yeah. I'll repost it.
Here we go. Thank you. Yeah. And for those once you fill that out, thanks so much for joining today. As a reminder, this session was recorded and will be made available soon on The Learning Guild website.
And again, thank you to Jason and Instructure to prepping and presenting today. I'll leave this open just another minute or so to give you some time to fill this out. And, otherwise, you're welcome to leave. And we thank you for joining us today. We hope you have a wonderful rest of your day or evening wherever you are in the world.
Thank you. Thanks, y'all. Thanks, Jason. I'm gonna close the room out now. Thank you.
In this session, Jason Gildner, Principal Product Specialist at Instructure, will explore how organizations can move beyond content delivery to create learning experiences that connect to real career growth.
What you’ll learn:
- Why measuring course completions gives you activity data, not capability evidence
- How to design role-aligned learning paths that connect training to real job progression
- How to make skill growth visible to both learners and the leaders who fund L&D
- What outcome-based learning design looks like when it’s actually working
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