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132-S-720-1 - Specialist Call Center Implement and(R) Support Elective - Dump Information

Vendor : Avaya
Exam Code : 132-S-720-1
Exam Name : Specialist Call Center Implement and(R) Support Elective
Questions and Answers : 128 Q & A
Updated On : February 22, 2019
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132-S-720-1 Specialist Call Center Implement and(R) Support Elective

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132-S-720-1 exam Dumps Source : Specialist Call Center Implement and(R) Support Elective

Test Code : 132-S-720-1
Test Name : Specialist Call Center Implement and(R) Support Elective
Vendor Name : Avaya
Q&A : 128 Real Questions

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Avaya Specialist Call Center Implement

ACS applied sciences recognized by means of Avaya for extraordinary client carrier | killexams.com Real Questions and Pass4sure dumps

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updated: February 9, 2019 @ four:24 pm


Avaya Brings Biometrics, AI to name center solutions | killexams.com Real Questions and Pass4sure dumps

call middle options specialist Avaya has superior its application development equipment and enterprise digital assistant choices.Avaya Brings Biometrics, AI to Call Center Solutions

The company says its SDK now helps refined synthetic intelligence, allowing for conversational person interplay, and even a sentiment evaluation feature that can support consumer calls to be instantly routed to the appropriate channels. Avaya additionally says its platform now supports biometrics within the form of facial and voice recognition, which will also be used to enable mighty two-aspect authentication.

in the meantime, Avaya has additionally upgraded its Equinox Unified Communications platform, which now helps voice-based mostly digital assistants from Google and Microsoft. The platform is designed to present a personal, virtual assistant to each assigned employee in an enterprise ambiance, and to that end leveraging the particularly advanced conversational AI systems of those tech giants promises robust efficiency.

Commenting on the upgraded solutions, Avaya options and know-how VP Chris McGugan gestured to the broader selection for voice-primarily based interaction among buyers. “Voice continues to be the cornerstone of customer carrier, and there is a clear opportunity for its prolonged software to enrich consumer journeys.”

the brand new options additionally replicate the turning out to be importance of AI, an incredible fashion that Avaya locked into a few year in the past with its announcement of A.I. connect, a client information and habits evaluation equipment developed in collaboration with Afiniti, Scoredata, and voice biometrics expert Nuance Communications.

October eleven, 2018 – via Alex Perala


Avaya Receives Frost & Sullivan's 2017 Market management Award for Contact middle methods in North the us | killexams.com Real Questions and Pass4sure dumps

SANTA CLARA, CA--(Marketwired - December 07, 2017) - Avaya nowadays introduced it has received the Frost & Sullivan 2017 Market management Award for Contact middle techniques in North the us. The award became given to Avaya for its advanced leadership and consumer provider as smartly because the strategic product development and technological innovation of its consumer Engagement solutions portfolio, following an extensive, impartial assessment towards a number of standards.

study Frost & Sullivan's document on Avaya's 2017 Market management award

Avaya's consumer Engagement options portfolio comprises its flagship omnichannel consumer adventure solution, Avaya Oceana. As a versatile, cozy basis, Avaya Oceana gives you context-pushed, absolutely integrated and customizable customer engagement capabilities that enable ongoing transformation with minimal disruption.

The Frost & Sullivan report recognized the challenges companies have faced in adapting their consumer provider concepts to ever-changing enterprise environments, demographics, and technological traits. consumer expectations of an omnichannel event today deserve to combine a lot of channels -- including social, cellular, online self and assisted carrier -- with productive statistics trap, evaluation and access, plus combine with distinctive business and communications functions to bring a seamless client event. further, organizations can be at any stage of constructing an omnichannel method, housing a big range of systems and functions of quite a lot of age and skill to herald new capabilities.

based on Frost & Sullivan, the capability to convey businesses forward from any stage is among the the reason why Avaya has been in a leadership position for years:

"because the call center went during the evolution from its initial core programs, i.e. ACD and IVR, Avaya has acted as a trusted partner to its transforming into installed base, by being attuned to the wants of consumers and consumers alike, no count the place they are within the event from point options to digital transformation. Integration of disparate applications is a important success factor for corporations achieving omnichannel excellence. Avaya assists customers, all the way through any a part of this transformation, via featuring the building blocks they need to get there."

This skill to always support companies adopt new capabilities to increase or expand the customer event while leveraging present infrastructure additionally extends to Avaya's approach to Cloud-based contact middle options (CCaaS). The Frost & Sullivan report notes that while many providers offering CCaaS promote an "all-in-one" solution suite, they from time to time fail to recognize that every organization is at a distinct stage and can now not wish to undertake a rip-and-substitute approach. Avaya, despite the fact, offers a enormously bendy course to cloud, equivalent to enabling a hybrid model for brand spanking new purposes, specific locations or company concepts, as well as public or private cloud options, apart from on-premises deployments.

complete pain consultants, as an example, moved from a barely functioning contact core, outfitted via different companies, to the Avaya consumer Engagement Cloud, supporting 12 places. The enterprise skilled instant advancements in functionality and reporting, averted a expensive records core buildout and received the potential to assist its bold boom plans. The bendy, new solution changed into can charge-neutral to what the business became paying earlier than implementing Avaya's CCaaS answer.

Frost & Sullivan cited a number of additional elements leading to Avaya's award below a lot of standards, together with customer buy and ownership experience, technology Leverage and Implementation Excellence, brand energy and increase method Excellence.

In its conclusion for the award, Frost & Sullivan pointed out:

"Avaya is still a stalwart chief in client contact, with an enviable portfolio of items and accomplice offers, backed with the aid of strong consulting and professional capabilities guide. Avaya has carried out a leadership position in the Contact middle systems market, with a market share of 17.4%. With its strong universal performance and Frost & Sullivan is proud to current to Avaya, the 2017 Market leadership Award for Contact center methods in North america."

"Avaya works carefully with our shoppers to take into account the evolution of the client experience from assorted aspects of view. while the conclusion consumer journey is important, we are able to carry even more enterprise value by using knowing how brokers, income and advertising and IT, in addition to market and company dynamics, make contributions to that adventure. This holistic strategy locations us gentle years past the pop-up suppliers with constrained existence spans or the capability to scale their solutions. here's why we are so very completely satisfied that Frost & Sullivan has once again identified Avaya's leadership involved center solutions."

Laurent Philonenko, SVP and GM, options and technology, Avaya

To examine case reviews of corporations of all sizes around the world that believe Avaya to support them convey an exquisite customer event, go here.

About AvayaAvaya allows the mission vital, true-time conversation functions of the area's most essential operations. because the international leader in providing advanced communications experiences, Avaya gives the most finished portfolio of application and services for contact middle and unified communications -- provided on premises, in the cloud, or a hybrid. today's digital world requires some variety of communications enablement, and no other company is more suitable placed to do that than Avaya. For extra counsel, please seek advice from www.avaya.com.

observe Avaya on Twitter, facebook, YouTube, LinkedIn, Flickr and the Avaya linked blog.

source: Avaya Newsroom


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In a robust and frank conversation, the insurance legend provides unique insights into global trade, his past battles and what the future holds for the industry and his company.

In 1960, Maurice “Hank” Greenberg was hired as a vice president of C.V. Starr & Co. At age 35, he had already accomplished a great deal.

He served his country as part of the Allied Forces that stormed the beaches at Normandy and liberated the Nazi death camps. He fought again during the Korean War, earning a Bronze Star. He held a law degree from New York Law School.

Now he was ready to make his mark on the business world.

Even C.V. Starr himself — who hired Mr. Greenberg and later hand-picked him as the successor to the company he founded in Shanghai in 1919 — could not have imagined what a mark it would be.

Mr. Greenberg began to build AIG as a Starr subsidiary, then in 1969, he took it public. The company would, at its peak, achieve a market cap of some $180 billion and cement its place as the largest insurance and financial services company in history.

This month, Mr. Greenberg travels to China to celebrate the 100th anniversary of C.V. Starr & Co. That visit occurs at a prickly time in U.S.-Sino relations, as the Trump administration levies tariffs on hundreds of billions of dollars in Chinese goods and China retaliates.

In September, Risk & Insurance® sat down with Mr. Greenberg in his Park Avenue office to hear his thoughts on the centennial of C.V. Starr, the dynamics of U.S. trade relationships with China and the future of the U.S. insurance industry as it faces the challenges of technology development and talent recruitment and retention, among many others. What follows is an edited transcript of that discussion.

R&I: One hundred years is quite an impressive milestone for any company. Celebrating the anniversary in China signifies the importance and longevity of that relationship. Can you tell us more about C.V. Starr’s history with China?

Hank Greenberg: We have a long history in China. I first went there in 1975. There was little there, but I had business throughout Asia, and I stopped there all the time. I’d stop there a couple of times a year and build relationships.

When I first started visiting China, there was only one state-owned insurance company there, PICC (the People’s Insurance Company of China); it was tiny at the time. We helped them to grow.

I also received the first foreign life insurance license in China, for AIA (The American International Assurance Co.). To date, there has been no other foreign life insurance company in China. It took me 20 years of hard work to get that license.

We also introduced an agency system in China. They had none. Their life company employees would get a salary whether they sold something or not. With the agency system of course you get paid a commission if you sell something. Once that agency system was installed, it went on to create more than a million jobs.

R&I: So Starr’s success has meant success for the Chinese insurance industry as well.

Hank Greenberg: That’s partly why we’re going to be celebrating that anniversary there next month. That celebration will occur alongside that of IBLAC (International Business Leaders’ Advisory Council), an international business advisory group that was put together when Zhu Rongji was the mayor of Shanghai [Zhu is since retired from public life]. He asked me to start that to attract foreign companies to invest in Shanghai.

“It turns out that it is harder [for China] to change, because they have one leader. My guess is that we’ll work it out sooner or later. Trump and Xi have to meet. That will result in some agreement that will get to them and they will have to finish the rest of the negotiations. I believe that will happen.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

Shanghai and China in general were just coming out of the doldrums then; there was a lack of foreign investment. Zhu asked me to chair IBLAC and to help get it started, which I did. I served as chairman of that group for a couple of terms. I am still a part of that board, and it will be celebrating its 30th anniversary along with our 100th anniversary.

We have a good relationship with China, and we’re candid as you can tell from the op-ed I published in the Wall Street Journal. I’m told that my op-ed was received quite well in China, by both Chinese companies and foreign companies doing business there.

On August 29, Mr. Greenberg published an opinion piece in the WSJ reminding Chinese leaders of the productive history of U.S.-Sino relations and suggesting that Chinese leaders take pragmatic steps to ease trade tensions with the U.S.

R&I: What’s your outlook on current trade relations between the U.S. and China?

Hank Greenberg: As to the current environment, when you are in negotiations, every leader negotiates differently.

President Trump is negotiating based on his well-known approach. What’s different now is that President Xi (Jinping, General Secretary of the Communist Party of China) made himself the emperor. All the past presidents in China before the revolution had two terms. He’s there for life, which makes things much more difficult.

R&I: Sure does. You’ve got a one- or two-term president talking to somebody who can wait it out. It’s definitely unique.

Hank Greenberg: So, clearly a lot of change is going on in China. Some of it is good. But as I said in the op-ed, China needs to be treated like the second largest economy in the world, which it is. And it will be the number one economy in the world in not too many years. That means that you can’t use the same terms of trade that you did 25 or 30 years ago.

They want to have access to our market and other markets. Fine, but you have to have reciprocity, and they have not been very good at that.

R&I: What stands in the way of that happening?

Hank Greenberg: I think there are several substantial challenges. One, their structure makes it very difficult. They have a senior official, a regulator, who runs a division within the government for insurance. He keeps that job as long as he does what leadership wants him to do. He may not be sure what they want him to do.

For example, the president made a speech many months ago saying they are going to open up banking, insurance and a couple of additional sectors to foreign investment; nothing happened.

The reason was that the head of that division got changed. A new administrator came in who was not sure what the president wanted so he did nothing. Time went on and the international community said, “Wait a minute, you promised that you were going to do that and you didn’t do that.”

So the structure is such that it is very difficult. China can’t react as fast as it should. That will change, but it is going to take time.

R&I: That’s interesting, because during the financial crisis in 2008 there was talk that China, given their more centralized authority, could react more quickly, not less quickly.

Hank Greenberg: It turns out that it is harder to change, because they have one leader. My guess is that we’ll work it out sooner or later. Trump and Xi have to meet. That will result in some agreement that will get to them and they will have to finish the rest of the negotiations. I believe that will happen.

R&I: Obviously, you have a very unique perspective and experience in China. For American companies coming to China, what are some of the current challenges?

Hank Greenberg: Well, they very much want to do business in China. That’s due to the sheer size of the country, at 1.4 billion people. It’s a very big market and not just for insurance companies. It’s a whole range of companies that would like to have access to China as easily as Chinese companies have access to the United States. As I said previously, that has to be resolved.

It’s not going to be easy, because China has a history of not being treated well by other countries. The U.S. has been pretty good in that way. We haven’t taken advantage of China.

R&I: Your op-ed was very enlightening on that topic.

Hank Greenberg: President Xi wants to rebuild the “middle kingdom,” to what China was, a great country. Part of that was his takeover of the South China Sea rock islands during the Obama Administration; we did nothing. It’s a little late now to try and do something. They promised they would never militarize those islands. Then they did. That’s a real problem in Southern Asia. The other countries in that region are not happy about that.

R&I: One thing that has differentiated your company is that it is not a public company, and it is not a mutual company. We think you’re the only large insurance company with that structure at that scale. What advantages does that give you?

Hank Greenberg: Two things. First of all, we’re more than an insurance company. We have the traditional investment unit with the insurance company. Then we have a separate investment unit that we started, which is very successful. So we have a source of income that is diverse. We don’t have to underwrite business that is going to lose a lot of money. Not knowingly anyway.

R&I: And that’s because you are a private company?

Hank Greenberg: Yes. We attract a different type of person in a private company.

R&I: Do you think that enables you to react more quickly?

Hank Greenberg: Absolutely. When we left AIG there were three of us. Myself, Howie Smith and Ed Matthews. Howie used to run the internal financials and Ed Matthews was the investment guy coming out of Morgan Stanley when I was putting AIG together. We started with three people and now we have 3,500 and growing.

“I think technology can play a role in reducing operating expenses. In the last 70 years, you have seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will also be required.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

R&I:  You being forced to leave AIG in 2005 really was an injustice, by the way. AIG wouldn’t have been in the position it was in 2008 if you had still been there.

Hank Greenberg: Absolutely not. We had all the right things in place. We met with the financial services division once a day every day to make sure they stuck to what they were supposed to do. Even Hank Paulson, the Secretary of Treasury, sat on the stand during my trial and said that if I’d been at the company, it would not have imploded the way it did.

R&I: And that fateful decision the AIG board made really affected the course of the country.

Hank Greenberg: So many people lost all of their net worth. The new management was taking on billions of dollars’ worth of risk with no collateral. They had decimated the internal risk management controls. And the government takeover of the company when the financial crisis blew up was grossly unfair.

From the time it went public, AIG’s value had increased from $300 million to $180 billion. Thanks to Eliot Spitzer, it’s now worth a fraction of that. His was a gross misuse of the Martin Act. It gives the Attorney General the power to investigate without probable cause and bring fraud charges without having to prove intent. Only in New York does the law grant the AG that much power.

R&I: It’s especially frustrating when you consider the quality of his own character, and the scandal he was involved in.

In early 2008, Spitzer was caught on a federal wiretap arranging a meeting with a prostitute at a Washington Hotel and resigned shortly thereafter.

Hank Greenberg: Yes. And it’s been successive. Look at Eric Schneiderman. He resigned earlier this year when it came out that he had abused several women. And this was after he came out so strongly against other men accused of the same thing. To me it demonstrates hypocrisy and abuse of power.

Schneiderman followed in Spitzer’s footsteps in leveraging the Martin Act against numerous corporations to generate multi-billion dollar settlements.

R&I: Starr, however, continues to thrive. You said you’re at 3,500 people and still growing. As you continue to expand, how do you deal with the challenge of attracting talent?

Hank Greenberg: We did something last week.

On September 16th, St. John’s University announced the largest gift in its 148-year history. The Starr Foundation donated $15 million to the school, establishing the Maurice R. Greenberg Leadership Initiative at St. John’s School of Risk Management, Insurance and Actuarial Science.

Hank Greenberg: We have recruited from St. John’s for many, many years. These are young people who want to be in the insurance industry. They don’t get into it by accident. They study to become proficient in this and we have recruited some very qualified individuals from that school. But we also recruit from many other universities. On the investment side, outside of the insurance industry, we also recruit from Wall Street.

R&I: We’re very interested in how you and other leaders in this industry view technology and how they’re going to use it.

Hank Greenberg: I think technology can play a role in reducing operating expenses. In the last 70 years, you have seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will also be required.

R&I: So as the pre-eminent leader of the insurance industry, what do you see in terms of where insurance is now an where it’s going?

Hank Greenberg: The country and the world will always need insurance. That doesn’t mean that what we have today is what we’re going to have 25 years from now.

How quickly the change comes and how far it will go will depend on individual companies and individual countries. Some will be more brave than others. But change will take place, there is no doubt about it.

More will go on in space, there is no question about that. We’re involved in it right now as an insurance company, and it will get broader.

One of the things you have to worry about is it’s now a nuclear world. It’s a more dangerous world. And again, we have to find some way to deal with that.

So, change is inevitable. You need people who can deal with change.

R&I:  Is there anything else, Mr. Greenberg, you want to comment on?

Hank Greenberg: I think I’ve covered it. &


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Analysis — The Uncertain Future of Teaching: How Personalization, Specialization, Soft Skills, and a Talent Shortage Could Reshape the Profession | killexams.com real questions and Pass4sure dumps

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    By Michael DeArmond and Christine Campbell and Paul Hill | February 4, 2019

    TALKING POINTS
  • Analysis — The uncertain future of teaching: How personalization, specialization, soft skills, and a talent shortage could reshape the profession
  • This essay also appeared in CRPE’s 25th anniversary collection, Thinking Forward: New Ideas for a New Era of Public Education

    Platitudes about lifelong learning are hardly new in education, but they seem especially urgent today. As Thomas Friedman writes, “When the pace of change gets this fast, the only way to retain a lifelong working capacity is to engage in lifelong learning.” A rapidly changing future has implications not just for learners. What might it mean for who teaches what and how?

    We won’t fully know the answer to this question until schools, districts, professional networks, colleges of education, and other institutions develop and test new approaches to training, instruction, and employment. But in the meantime, emerging ideas and clues from today’s innovators suggest that major changes are in the offing for teachers — particularly when it comes to what teachers need to know, and how they work together.

    New areas of teacher expertise: Soft skills and personalization

    The authors of CRPE’s 25th anniversary collection of essays and other futurists argue that teachers must do more than prepare students academically in the coming decades. This essay highlights two additional areas of teacher expertise (beyond academics) that may become increasingly important. First, insights into the future suggest that teachers will need to understand how to build “soft skills” that prepare students to continually learn and collaborate with others (as suggested by Friedman). Second, our essays suggest teachers will need to understand how to provide students with more personalized instruction, a direction that reflects both broader social trends toward customization and developments in the science of learning.

    Like “lifelong learning,” soft skills and personalization are not new ideas in education, but anticipated changes in the future put a finer point on their importance. Soft skills associated with independent, self-directed learning now seem particularly relevant for students to drive their own learning both in and out of school. Accordingly, teachers will need to know more about helping students learn to track and manage their own thinking (metacognition) and more about helping students develop, as Linda Nilson writes, an “awareness of and control over one’s emotions, motivations, behavior, and environment as related to learning.” In other words, a future that values lifelong learning demands that teachers know more about helping students think about their thinking but also develop better self-discipline, time management skills, and the like. Of course, many teachers already do both of these things; but it is also the case that teaching self-directed learners is not central to the training many teachers currently receive.

    Besides self-directed learning, our essays highlight personalization as an important characteristic of learning in the future. As we have argued elsewhere, personalized learning is still a vaguely defined concept in education, an umbrella term that means different things to different people. But regardless of the details, the big ideas associated with personalization — the push to give students more freedom and control over their learning, to allow them to move at their own pace, and to let their interests and talents drive what they learn — will clearly multiply and amplify the most complex parts of a teacher’s job: diagnosing student needs and interests, curating coherent learning activities, and assessing student learning. Many teachers may do these things well today, but injecting them with personalization is rare.

    Soft skills and personalization are just a sampling of the types of skills teachers may need in the future. Teachers and school leaders must also let go of the mindset that “good teaching” means being in control and commanding students’ attention for an entire class period. But even if we just focus on learning how to support self-directed learning (how students learn, socio-emotional development, etc.) and personalization, the new demands on teachers are daunting. Few people would have enough capacity to do it all. And so, to make the job more feasible, the teaching profession must find new ways of working as well.

    New ways of working: Specialization, teams, and new sources of talent

    Above all, emerging ideas from the field about how to make teaching more doable challenge the one-teacher, one-classroom model that dominates most schools today.

    KnowledgeWorks, a nonprofit organization that advocates for personalized learning, has suggested making personalization more doable by creating a new role called a “learning pathway designer.” Rather than provide any instruction themselves, the pathway designer would act as a curator, dedicated to planning and designing individual student learning experiences. Examples of teachers-as-instructional-curators are also cropping up in schools. Public Impact and the Christensen Institute recently profiled real-world staffing innovations to support personalization. The profiles include coordinators who work with teams of teachers to develop learning goals with students, assess student learning, ensure coherence across learning activities, and manage other adults —  without providing any instruction themselves.

    The key point of these examples is that making teaching more doable may require creating new roles with specialized skills, rather than layering new responsibilities on top of regular teaching positions.

    Beyond new roles, the career path for teachers might also need to change. Today, only people willing to attend traditional training programs, teach full time, and enter a relatively flat career stay in teaching. Expanding who works with students and in what ways might make the teaching profession more inviting. Of course, alternative routes to teaching have, with mixed results, existed for a long time. But beyond those alternative routes, schools might do more to enlist people in communities and small business to support student learning in nontraditional ways. Through mentorships, internships, and other out-of-school activities, community members could contribute not only expertise but also diverse experiences that resonate with students in ways that the experiences of the traditional teacher workforce do not.

    To take another example, teachers might work part time in many schools or offer virtual courses in technical subjects, like physics or genetics. Other possibilities include enlisting community college faculty to provide up-to-date training in career pathways, or teachers joining together in a collaborative to design and provide a range of courses to students.

    New arrangements would not, of course, simply be a matter of making teaching easier in a complex world. These changes would also be a response to the inevitable new learning experiences that go beyond conventional schools: for example, schools that provide some instruction directly but curate other learning experiences, and organizations or individuals who provide supplementary experiences (such as a moot court or musical events) or specialized instruction (such as a graduate student who offers physics classes or paid tutoring).

    Viewed either way — making the job more doable or embracing new learning experiences — more adults who do not have a conventional teaching career may be involved in teaching in the future. Regardless of the details, the institutions surrounding teaching and teacher training must change to keep up.

    Encouraging experimentation

    What types of training will help teachers develop new areas of expertise? What job arrangements will support new roles or tap new sources of talent? What kinds of support will non-teachers need to provide beneficial educational experiences? Finding answers to these questions will require thoughtful experimentation. Existing practices, however, suggest some possible paths forward as well as the challenges they may present.

    For example, advocates of teacher preparation reform have long called for new teachers to get more clinical practice and “learn by doing.” Building from that spirit, training institutions might develop new expertise and roles by partnering with innovative schools on residency-based training experiences. Focused on experimentation and adult learning, these innovation residencies could, like current residency models, expose new teachers to practice, mentorship, and theory by combining a year-long “residency” in an innovative school with university-based training. Infusing residency models with practical approaches to experimentation and learning (for example, Plan-Do-Study-Act cycles and other inquiry ideas championed by the Carnegie Foundation for the Advancement of Teaching and others) could help schools and their partners identify and develop promising new teaching approaches.

    A residency model would not, however, work for people providing an educational experience outside of school based on some other profession or skill (e.g., a repair shop for self-driving cars). At this point, it is not clear what kinds of supports these types of people will need, suggesting the need for a robust research and development agenda on how to develop complementary teaching skills for providers of real-world learning experiences.

    Rethinking training or developing a research and development agenda would create complex change and coordination challenges. Residency models challenge traditional financial arrangements and introduce cross-organizational coordination problems. Improvement-focused processes, at their most ambitious, require remissioning district central offices or partnering with external organizations. The R&D function in public education almost needs to be built from scratch. Each change would require collaborative mindsets that are far from traditional practice and call for a host of complementary cultural and organizational changes.

    Rethinking teacher roles also challenges status quo employment arrangements, which often constrain flexibility and role differentiation. The idea of creating a “learning pathway designer” or some other case management function (or a specialist who can work across schools), for example, would require new job descriptions, shifts in credentialing requirements, and more resources. Connecting outside expertise to schools raises similar, but more complicated, issues. It’s unclear what types of incentives would bring outside experts into schools (or encourage them to welcome students in external organizations), let alone what type of training outside experts might need (How much is too little? Too much?), or how to manage quality control. In addition to navigating these challenges, the profession may face a more fundamental problem of how to simultaneously honor lifetime commitments to teaching (whether as a classroom teacher or “learning pathway designer”) while not excluding the nurse, machinist, lawyer, or scientist who wants to teach via mentoring and reflection.

    Rethinking the profession

    Many of these ideas sound a long way off from the profession’s current agenda. In the winter and spring of 2018, teachers in five states made headlines by walking off their jobs to protest low salaries and school budget cuts. In response, Oklahoma passed the state’s first tax increase since 1992 to increase teacher salaries, and Arizona and West Virginia announced plans to boost teacher salaries.

    Getting more funding should be an encouraging sign for teachers. But funding alone won’t change the characteristics that make the job so difficult. Given the caution and general uncertainty surrounding the future, the most pressing imperative for the teaching profession might be the question of who sets its direction and how change happens. The future of teaching may be less about knowing the answer and more about rethinking who asks the questions and works to solve emerging problems.

    Teachers must be engaged not only in advocating for more resources and better working conditions — they also must be engaged in defining the substance of their work. What are the right training experiences? On-the-job learning experiences? Accountability systems? As Jal Mehta argues, bureaucratic approaches to these questions won’t produce the results we need. In an era of uncertainty, a top-down policy solution will not work everywhere for everyone. For teachers, the most promising future might be one where they have a renewed professional voice, stake, and influence over what happens.

    Related

    Sign up for The 74’s newsletter

    Submit a Letter to the Editor February 4, 2019 Michael DeArmond and Christine Campbell and Paul Hill

    Michael DeArmond is a senior research analyst at the Center on Reinventing Public Education, specializing in educational governance, bureaucratic reform, and policy implementation.

  • contributors@the74million.org
  • Christine Campbell is policy director and senior research analyst at the Center on Reinventing Public Education at the University of Washington.

  • contributors@the74million.org
  • Paul Hill’s research focuses on reform of public elementary and secondary education. A former federal policy adviser on education, he founded the Center on Reinventing Public Education at the University of Washington Bothell.

  • contributors@the74million.org
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    ACSM [4 Certification Exam(s) ]
    ACT [1 Certification Exam(s) ]
    Admission-Tests [13 Certification Exam(s) ]
    ADOBE [93 Certification Exam(s) ]
    AFP [1 Certification Exam(s) ]
    AICPA [2 Certification Exam(s) ]
    AIIM [1 Certification Exam(s) ]
    Alcatel-Lucent [13 Certification Exam(s) ]
    Alfresco [1 Certification Exam(s) ]
    Altiris [3 Certification Exam(s) ]
    Amazon [2 Certification Exam(s) ]
    American-College [2 Certification Exam(s) ]
    Android [4 Certification Exam(s) ]
    APA [1 Certification Exam(s) ]
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    APICS [2 Certification Exam(s) ]
    Apple [69 Certification Exam(s) ]
    AppSense [1 Certification Exam(s) ]
    APTUSC [1 Certification Exam(s) ]
    Arizona-Education [1 Certification Exam(s) ]
    ARM [1 Certification Exam(s) ]
    Aruba [6 Certification Exam(s) ]
    ASIS [2 Certification Exam(s) ]
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    ASTQB [8 Certification Exam(s) ]
    Autodesk [2 Certification Exam(s) ]
    Avaya [96 Certification Exam(s) ]
    AXELOS [1 Certification Exam(s) ]
    Axis [1 Certification Exam(s) ]
    Banking [1 Certification Exam(s) ]
    BEA [5 Certification Exam(s) ]
    BICSI [2 Certification Exam(s) ]
    BlackBerry [17 Certification Exam(s) ]
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    Consultant [2 Certification Exam(s) ]
    Counselor [4 Certification Exam(s) ]
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    FCTC [2 Certification Exam(s) ]
    Filemaker [9 Certification Exam(s) ]
    Financial [36 Certification Exam(s) ]
    Food [4 Certification Exam(s) ]
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    IBM [1532 Certification Exam(s) ]
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    ICAI [1 Certification Exam(s) ]
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    Microsoft [374 Certification Exam(s) ]
    Mile2 [3 Certification Exam(s) ]
    Military [1 Certification Exam(s) ]
    Misc [1 Certification Exam(s) ]
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    mySQL [4 Certification Exam(s) ]
    NBSTSA [1 Certification Exam(s) ]
    NCEES [2 Certification Exam(s) ]
    NCIDQ [1 Certification Exam(s) ]
    NCLEX [2 Certification Exam(s) ]
    Network-General [12 Certification Exam(s) ]
    NetworkAppliance [39 Certification Exam(s) ]
    NI [1 Certification Exam(s) ]
    NIELIT [1 Certification Exam(s) ]
    Nokia [6 Certification Exam(s) ]
    Nortel [130 Certification Exam(s) ]
    Novell [37 Certification Exam(s) ]
    OMG [10 Certification Exam(s) ]
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    PostgreSQL-CE [1 Certification Exam(s) ]
    Prince2 [6 Certification Exam(s) ]
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    PsychCorp [1 Certification Exam(s) ]
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    QAI [1 Certification Exam(s) ]
    QlikView [1 Certification Exam(s) ]
    Quality-Assurance [7 Certification Exam(s) ]
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    Real-Estate [1 Certification Exam(s) ]
    RedHat [8 Certification Exam(s) ]
    RES [5 Certification Exam(s) ]
    Riverbed [8 Certification Exam(s) ]
    RSA [15 Certification Exam(s) ]
    Sair [8 Certification Exam(s) ]
    Salesforce [5 Certification Exam(s) ]
    SANS [1 Certification Exam(s) ]
    SAP [98 Certification Exam(s) ]
    SASInstitute [15 Certification Exam(s) ]
    SAT [1 Certification Exam(s) ]
    SCO [10 Certification Exam(s) ]
    SCP [6 Certification Exam(s) ]
    SDI [3 Certification Exam(s) ]
    See-Beyond [1 Certification Exam(s) ]
    Siemens [1 Certification Exam(s) ]
    Snia [7 Certification Exam(s) ]
    SOA [15 Certification Exam(s) ]
    Social-Work-Board [4 Certification Exam(s) ]
    SpringSource [1 Certification Exam(s) ]
    SUN [63 Certification Exam(s) ]
    SUSE [1 Certification Exam(s) ]
    Sybase [17 Certification Exam(s) ]
    Symantec [134 Certification Exam(s) ]
    Teacher-Certification [4 Certification Exam(s) ]
    The-Open-Group [8 Certification Exam(s) ]
    TIA [3 Certification Exam(s) ]
    Tibco [18 Certification Exam(s) ]
    Trainers [3 Certification Exam(s) ]
    Trend [1 Certification Exam(s) ]
    TruSecure [1 Certification Exam(s) ]
    USMLE [1 Certification Exam(s) ]
    VCE [6 Certification Exam(s) ]
    Veeam [2 Certification Exam(s) ]
    Veritas [33 Certification Exam(s) ]
    Vmware [58 Certification Exam(s) ]
    Wonderlic [2 Certification Exam(s) ]
    Worldatwork [2 Certification Exam(s) ]
    XML-Master [3 Certification Exam(s) ]
    Zend [6 Certification Exam(s) ]





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    Avaya 132-S-720-1 Exam (Specialist Call Center Implement and(R) Support Elective) Detailed Information



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