Measure employee learning performance effectively with Wranx Analytics

Measure employee learning performance effectively with Wranx Analytics

Performance analyticsPart of what can make Wranx so powerful for organisations are the learning principles on which it is based, like Spaced Repetition and Certainty Based Marking (CBM). To make the most of our – or any – platform, though, you need to understand the impact it is having and be able to measure employee learning, which is why we’ve rolled out our new, in-built analytics platform.


How should you award points for Certainty Based Marking?

How should you award points for Certainty Based Marking?

success-vector-id470848827.jpgWe recently wrote an article for eLearning Industries that outlined three ways in which Certainty Based Marking (CBM) improves employee assessment. CBM expert Tony Gardner-Medwin from University College London responded to the article with an interesting and very valid comment, pointing out that the points scale shown in our article isn’t necessarily ideal for CBM to be effective. We agree with Tony, so we thought we’d pen a piece explaining how Wranx awards points for CBM!



Digitising the NHS for the future, and the new Digital Academies

As the march towards digital transformation continues, the need to embrace and harness the power of technology could not be more evident. The NHS, ever moving and always under considerable pressure, presents huge demands of digitisation. Technology continually evolves to bring us new solutions, and with that comes a heightened need for skill enhancement. Training providers are already on board across the private sector, engaging with organisations in their need for new learning methods. It could be said that the public sector lags behind on this when, if anything, it should be at the forefront with the greatest need for the support technology can bring.

A recent review within the NHS has highlighted a need for an increase in investment for training in technology, as well as the growing need for digitisation. A fund of £4.2 billion has been set aside for the project. For the service to maintain the highest standards in patient care, a new vision is necessary to future-proof the service. The review—carried out by Bob Wachter, a well-respected US clinician—has prompted Jeremy Hunt, the Health Secretary, to announce the introduction to the service of 12 digital academies.

These 12 academies will be responsible for training 300 “digital leaders” through a part-time 12-month course, enabling each average sized NHS trust to have at least 5 highly trained IT experts in place by 2020/21. As the department of Health puts it, the training will need to ensure that the participants are in place “to lead and set strategy for digital and ehealth innovation across the health system from large-scale health IT systems… to personal health and wellness devices”. As well as these vital extra skills, leaders will be required to have a stronger understanding of data and how it can be used to improve and enhance clinical decision making.

This path towards digital maturity in health services presents many opportunities and benefits for both patients and clinical staff. Funding will be made available to link all NHS trusts into one single network, which will enable better sharing of training, resources and data. While it seems strange that this network is not yet in place, Wachter’s review places this at the heart of the new Digital Academies. The review also highlights several key issues in the project.

The three right reasons to digitise

This is not digitisation simply as a box ticking exercise. It must be aimed at promoting the Service’s Triple aim: better healthcare, better health and lower cost. These aims were identified in the NHS Five Year review of 2014 and attempting to meet them without digitisation would be seen as an extremely costly mistake.

Better to do it right than to do it too quickly

While the urgency to digitise is clear, there is an inherent risk in moving too quickly. A balance is needed. Trusts must be supported in their move to digital maturity and training needs, and encouraged to make the move when the time is right.

Connected access for all

A national standard for data sharing and interoperability should be built into the digitisation process, and training should be targeted towards this aim. As well as connecting the network together for this, there is a drive to give all patients full access to their electronic data, including clinician notes. There is a fine balance between this access to data and the need for patient privacy. Building elements such as opt-outs and consent into the framework would help achieve the right balance. This is one of the key areas which training should address at all times.

Training for digitised growth and maturity

The move to a digitised Health Service should be seen as the beginning of a process, and not the end. Such a system would need to evolve and grow in constant flux so both workforce and leadership should be appropriately trained for this development.

So as the NHS moves toward digitisation, the structure provided by this investment and the new Digital Academies is more than necessary. In a sector that can never stand still, the need for training in the face of technological development and digitisation has never been so evident. Our new digital world moves quickly. The demands of the NHS are great and varied, but the opportunities to address the service’s Triple Aim of better health, better healthcare and lower cost are there and, with them, the need for effective training for that new digital world.

Rebooting the boss – the need for digital skills in the boardroom

Here in the world of eLearning, we talk of the rise in the workforce of Millennials and how they react and interact with technology. We discuss the increasing demands of our new digital workforce for communication. With the workplace becoming our learning space, a digitally connected world of work is what we seek, what we’ve come to expect, and increasingly, what we need.

Companies bring in eLearning providers, encouraging this digital workplace culture. We embrace it, and celebrate its many benefits. The Millennial workforce enjoys engaging and interacting in this way. They would. It is after all, their world. They are the digital natives.

What about the boardroom? Can the same enthusiasm be expected from CEOs and other members of the management structure? Do they share our passion? Our experience? Do they even share our knowledge of the digital age? Or is it a world they fear, absolutely necessary but at the same time totally unfathomable?

It may be time to reboot the boss.

There is certainly a gap in digital skills at senior management level, and for a variety of reasons. The point about the Millennials isn’t a joke. Those who were born after the mid 80s are the first generation to be born into a world of digital technology. They’ve grown with it, and it has grown and developed with them. As they join the workforce, they expect to be using technology as part of their working day. It’s essential that leaders not only understand the trend, but also the specifics of the technology.

CEOs seek growth for their business. In the coming years, the digital transformation which is influencing all aspects of our work lives will gain momentum. Those organisations who align themselves from the top down with this transformation will benefit greater and faster. If you wish to harness this technology to help your growth and productivity then knowing it exists simply isn’t enough. Executives now need to fully understand how and why the technology works.

21st Century businesses need 21st Century leadership and good leaders will recognise the need to incorporate technology into every aspect of their business. Social media, for example, could be the answer to achieving connectivity across the workforce, from the top down. With that connection comes opportunity.

The opportunity to link and connect the entire workforce can help executives in the quest for growth. Engaging with eLearning platforms and encouraging a learning environment based on social learning means organisations are forward facing and future proofed. For the older generation, email has become the go-to digital communication method. While providing the simplicity and ease of access, it still retains an element of the formality they’ve grown use to. Social media, on the other hand, offers us the opportunity to share anything with individuals or selected groups. Sharing ideas, plans and projects across the workforce keeps everyone informed and aware.

It’s not just about sharing on a corporate basis. Business leaders such as Richard Branson and Elon Musk use their Twitter feeds to link to their personal blogs or particular schemes and initiatives. Mixing business with lighter, more personal content makes them appear more relatable and human, not to mention authentic (nobody else tweets on their behalf.) It’s about creating a balance. Tweets can be scheduled, obviously, but care must be taken.  Anyone reading the tweets would instantly recognise if they were automated, which is an immediate turn off. Nobody likes a robot, after all.

Technology can work for us all. We’ve seen many developments over recent years, and the digital revolution will only gather pace in the coming years. Organisations need to be prepared for the exciting changes ahead. But can that happen if the people at the top are left behind? If those people aren’t engaged, can they really expect to reach the growth they seek for their organisations.

We may be due an executive upgrade – in more ways than one!

Tin Can API or SCORM : Which is best for you?


Organisations wishing to embrace eLearning face something of a dilemma when it comes to deciding between the two standards SCORM and Tin Can API. Some organisations already using SCORM to deliver courses may wonder if a move to Tin Can is worth the time and monetary investment. Weighing one against the other, however, may be a false comparison in many ways. The two are different beasts, and bring differing pros and cons to the eLearning table. Its all about strengths and weaknesses, and ultimately, it would also all depend on the type of courses organisations wish to deliver. It can seem like negotiating a minefield, but it doesn’t necessarily have to be that way.

The first step here, is for businesses and organisations to understand exactly what they want for their staff, from any eLearning protocol. Once that becomes clear, then the decision should be fairly easy, but they are two individual journeys to a final destination, in effect. Two separate methods of realising similar results.

In the world of eLearning, SCORM has been around for some time now, and while it still delivers results, its powers are limited. Tin Can API is the new kid on the block, the young contender come to take the title, and over the past three or four years, its popularity has grown. While the SCORM option will undoubtedly deliver the results required, its likely that Tin Can can deliver the results in a  more comprehensive, sophisticated way.

But what’s the difference? If both protocols are capable of delivering the same results, is it not just a case of ‘better the devil you know’?

Imagine you have a 400 mile round trip journey to complete. There are two cars parked outside your house for you to choose from. The first one is a slightly older Ford. Its a reliable workhorse, and even though there’s a couple of dents, the heater doesn’t work, and it has a faulty oil light, it’ll still no doubt get you where you need to go. Parked next to the Ford is a top of the range Jaguar, just a couple of years old, in immaculate condition, no dents, a working heater, and a stack of extra features. The journey is the same. Both cars are capable of getting you there and back safely, and without any trouble. The Ford will do its job, as it always has, in a reliable and functional way. The Jaguar will also get you there, but with a couple of differences. You’ll be more comfortable and you’ll be safer. You’ll use less fuel than you would if you were in the Ford. It may be a quicker journey. The onboard tech on the Jag will record and monitor its own performance, with fuel emissions, miles per gallon, engine temperature. oil levels all being checked along the journey. Oh, and the heater will not only work, but it will heat the car to the exact temperature you want. In short, it’ll be an all round better, more immersive experience. Less challenging, more enjoyable, and with far more to offer for the journey. Plus, of course, its a Jaguar!!

SCORM, like our sturdy old Ford, has its benefits, certainly. It is perfectly adequate for organisations who simply want to deliver a simple course, and receive reports back. But its an old standard, becoming more tired as time goes on. Again, like the Ford. And, as time goes on, organisations using SCORM based courses may struggle to keep up.

The world of work is a rapidly changing place, always developing, and always moving. The workforce is more disparate, more displaced. Demands on how people want or need to work are constantly changing. We need new systems for these new demands. New ways of working. We rely on information for everything. It informs and influences our every moment. And because of that reliance, communication becomes central to everything. As a consequence, the workplace becomes the classroom. As well as this, in recent years, we have welcomed a new information-rich, connected generation to the workforce. Millennials bring their own ideas, their own needs, and their own expectations of the world of work, and wise organisations will listen.

This is what makes Tin Can API stand out, what gives the protocol is strengths, its unique selling points. Its what makes it a Jaguar, and not a rusty old Ford.

Because Tin Can is a recent development, it is much more reliable. SCORM tends not to work well on newer browsers, such as Safari, or on devices like the iPad mini. These are precisely two of the kind of places where our newer generation of workers spend so much of their time. Simply put, in this respect, Tin Can simply works better more often for more organisations because of its reliability. Unlike SCORM, which is confined to desktop coursework, Tin Can is better suited to mobile learning, such as Wranx, which is accessed for just a few minutes per day from any location, and on a variety of devices.

In terms of reporting powers, Tin Can also has the winning edge, as it provides users with access to more broader and deeper data, and the ability to create reports based on that data. In turn, this can make the courses more powerful as well as giving the opportunity for greater and enhanced personalisation. In terms of the future, as well as being more suited to the current workplace, Tin Can itself will continue to expand and grow, and can be an incredibly useful tool in protecting the courses for any future developments.

One thing Tin Can can’t do is provide the right courses for the right people at the right time. Thats the job of the organisation. For any type of learning to be successful and productive, especially eLearning, courses need to be engaging, immersive and enjoyable. Learners need to feel that they are being encouraged and supported in their learning, and that comes down to the quality and structure of the course, as well as the depth of feedback they receive.

We know that Tin Can can deliver more reliable, results based learning to a wide range of devices, easily accessed by the whole workforce as and when they need. We know that the future of the courses is better protected and ensured with Tin Can based course design. And importantly, we know that Tin Can gives us access to richer data, allowing us to better monitor performance.

And while we know we all love that sturdy and familiar old beaten up Ford, lets be honest, we’d all rather be travelling in the Jaguar.

Success for Wranx at Learning Technologies 2017!

We had a fantastic time last week at the Learning Technologies exhibition, which took place in London Olympia. The event is Europe’s leading showcase of organisational learning and the technology used to support learning at work. With more than 7,500 visitors each year, the exhibition really is the place to be if you are in the L&D sector!

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Our stand this year was a great success- it had three giant itabs and even a glowing brain!! People really loved the design and we definitely stood out!

The stand was constantly busy with people looking to find out about Wranx and how we can help.


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Check out some of the feedback we had on the stand:

“We haven’t seen anything like Wranx before”

“We thought Wranx was another LMS but it’s not, it’s much more engaging”

“Of all the exhibitors we feel Wranx is the most evolutionary”

“So this is what bite-sizes learning should look like”

The standard of customer engagement offered by the Wranx team is first class”


All in all we had a great exhibition and are excited to continue the fantastic conversations we had over the two days!

Didn’t make the event? One of our sales team would be happy to organise an online demo at a time convenient to you! Just drop us a line at