The Problem

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Learning designers are central to employee capability transformations, and their contributions became invaluable during Covid-19. Resultantly, jobs for learning experience (LX) designers became more noticeable. Yet not much is known about LX designer skills. While there are assumptions that a LX designer may be similar to an instructional designer or technologist, there is no empirical evidence.

The Solution

In defining the skills of an LX designer, the employer’s voice is essential. In this study, we applied a case study design and examined 25 LX designer job announcements (JAs) across eight industries.

The Stakeholders

Through this study, employers can introspect on the development of their JAs and their expectations of LX designers. Professors who teach learning and instructional design courses can strengthen their course content alignment with the LX designer skillset. Researchers can use the suggested studies to further the LX designer discourse.

26:T4a5, Problem

There is chronic underrepresentation of minoritized women in higher education leadership positions. A primary reason is that mentoring support is either lacking or rarely considers how the intersection of their race and gender creates a double bind. Further, there is a dearth of studies examining the lived experiences of mentoring support received by minoritized women leaders.

Solution

Through semi-structured interviews of fifteen participants, our interpretative phenomenological study adds to the extant literature by exploring how women of color (WOC) leaders navigated the challenges posed by the differences in gender and/or racial identities with their mentors in diversified mentoring relationships (DMRs). Our findings indicate that aspiring minoritized women leaders can thrive under the double bind in DMRs with successful coping strategies.

Stakeholders

University administration and HRD practitioners can apply the findings to leverage DMRs as a critical tool for developing the leadership identity of women of color in higher education.

27:T468,

Background: This paper emphasizes the importance of diversity intelligence (DQ) in leadership coaching to promote workplace diversity awareness and operationalize diversity within organizations, guiding thoughts and actions.

Purpose: The paper outlines and synthesizes leadership development, coaching, and diversity intelligence concepts, providing recommendations for optimal divers