Designing Learning That Works
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Research and thoughts on designing learning that works from the team at Learning Plan. Presented by Peter Napier at the Webqem content breakfast in February 2018. For further information please contact us via team@learningplan.com.au or visit us at learningplan.com
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Designing Learning That Works
- 1. Learning That Works © 2018 Peter Napier & Learning Plan Pty Ltd
- 2. Changing the attitude towards learning from “something I have to do” to “something I want to do
- 4. © 2018 Learning Plan Pty Ltd Choose a model
- 5. “Less than ¼ are willing to recommend their program to peers” •2017 Workplace Learning Report, LinkedIn Learning So how did we get here?
- 6. How do we do this? • Impact not ROI • Anytime, anywhere, always • Design for experiences
- 7. Impact not ROI Who can explain their company’s strategy?
- 8. “80% of L&D pros agree that developing employees is top-of-mind for the executive team.Yet L&D pros are challenged with limited budgets, small teams, and a gap in demonstrating return on investment (ROI). To tackle these challenges L&D must demonstrate business impact.” - 2017 Workplace Learning Report, LinkedIn Learning
- 9. 2017 Workplace Learning Report, LinkedIn Learning
- 11. • Do the right things - define your impact and then work to it • Define the need - Big picture first, details second • Business Impact over ROI • Continue to consult
- 12. Anywhere, anytime, always Mobile first - Responsive eLearning design and delivery
- 13. © 2018 Learning Plan Pty Ltd Corporate training is broken! “we don't learn well through ‘binge education’ like a course.We learn by being exposed to new skills and ideas over time, with spacing and questioning in between.” - Josh Bersin, 2017
- 16. © 2018 Learning Plan Pty Ltd My dad has a flip phone
- 17. • Memory is less valuable • Mobiles are ubiquitous • Don’t teach the details, teach the method
- 19. Design for experiences Learners or Audience
- 22. Attribute ClassicalTraining Campaign Based Temporality Event Driven Spaced Focus Completion Business Outcomes Communication Optional Inherent Desirability Push Pull Channels Single Multiple Integration External toWork Integrated with Work Delivery Expert Lead Varied
- 24. Wrapping Up • Impact not ROI • Anytime, anywhere, always • Design for experiences
- 25. We’d love to work with you • Learningplan.com • Twitter: @learningplan • team@learningplan.com.au
Editor's Notes
- This is relevant to both learners and organisations
- Have you ever come out of a meeting with a set of notes that look like this? What was your reaction? Where do you start?
- Just a small selection of design and process models to choose from All useful But with all this elevated thinking and research, how did we get here?
- We really need to up our game. 75% of L&D people are embarrassed by what they do. It’s up to everybody to up the quality of design. Make things you’re proud of. Connie Malamed @ AITD Conf: Don’t just be order takers. Be problem solvers. Cost of bad design is PARTICIPANTS time, not design costs.
- It’s all well and good to say this How to put it into action? I’m going to suggest 5 things. First… EVERYBODY hands in the air. Question for you…
- Keep your hand up if you could explain your company’s strategy to your CEO? Not your learning strategy, but your company strategy. L&D has to build the key skills to deliver corporate strategy. You have to know the strategy first to succeed.
- Time to read… There’s a big problem with recognition. Most execs want us to develop people, but we feel under resourced. We’re busy doing stuff, but is it the right stuff? If it’s not what management cares about, then we get nowhere. Bums on seats don’t always mean impact.
- CEO’s just don’t see the impact of learning. Over 80% want to see business impact, but only 8% see it. Impact is more important that ROI. What’s the ROI of the accounts department? What’s the impact of the accounts department? ROI is almost impossible to measure on a macro level. Impact is visible by fulfilling corporate strategy. Doing the stuff that matters.
- Compared top 10% of organisations for learning performance vs. the rest. 92% of top orgs formally analyse at the start. Only 53% of the rest do. What are the other 47% doing? Shooting in the dark?? Don’t decide the solution before you understand the problem. What does success look like If you don’t understand the problem, you can’t create the answer. Analyse and align to strategy. Solve the right problems. DON’T DO TNA – results in training! Really dig. Ask questions. Use the 5 Whys? Even when you’ve landed on your solution, you need to continue to consult throughout the whole process
- 1st tip is to align to corporate strategy. Make sure you’re doing the right things. Impactful things. Set the big picture, then look at the detail and only then think of tactics. When you fulfil strategy you have impact. Focus on impact and engagement over ROI – more measurable and more desired by C-suite.
- We need to think point of need – mobile first It’s what people use first. We need to design for it first.
- We can’t carry on doing what we’ve been doing. It doesn’t work. 2010 McKinsey & Co. - 25% survey respondents found “training improved employees’ performance” 25%!!! Google Maps As Bersin points out, we know that big events don’t work that well. Big courses rarely work in corporate settings. The 45 minutes I’m doing is too much – what about a whole day? Or two?? Evolution gives us an opportunity to change. Set learning free again. Source https://www.linkedin.com/pulse/disruption-digital-learning-ten-things-we-have-learned-josh-bersin
- ANYWHERE, ANYTIME, ALWAYS Australia went mobile in 2014! Mobiles overtook desktop in sessions. Smartphone most frequent device since Q4 2015 50.3% of all web pages served to mobile late 2016 (Statcounter via Hootsuite) More people, more often, more pages on mobile. Mobile matters!
- We need to deliver learning when people want to engage. Learning @ point of need - when it’s time to do the job. 2nd Screen. Outside of working hours – they work in working hours! Shelf life of skills down to 5 years, so people renew for career. Minority at their desk. Needs to be un-tethered. – mobile at desk Notifying boosts use and engagement. Learning is a great use of travel time. Be useful. Be where you’re needed, when you’re needed. Think second-screen. Be mobile.
- Actually doesn’t like smart phones because they’ve changed the way people discuss things We have access to facts No longer about saying what you believe to be true with as much weight as you can (read “hubris”)
- Machine memory is cheap. We look up details Mobiles are everywhere. How many of you use mobiles, even when sitting at desktop?
- Ebbinghaus curve. Finish learning, start forgetting. Spaced repetition builds memory. Cumulative effect of repetition. Sometimes you actively want forgetting – updates to processes, details. Design for forgetting – remember where to find, not the details
- Mobile experiences are changing user’s expectations. We have to provide better Learning Experiences. People consuming own learning in systems like: Lynda, YouTube, Udemy, Blinkist and Get Abstract. Corporate learning environment has to meet their expectations. Mobile means providing learning support @ the point of need. Think about the second pillar of Digital innovation – learner experience
- We use campaign based learning… Campaign – organised actions to achieve a goal. Explain diag. Important: spaced, strategic, comms, pull, time of need
- Samsung example: S7 launch. Focussed on helping people sell. Achieved by design. News, training, feature sheets, training guides, etc. were all in single system. Went on to do certification and games as different campaigns.
- We’d love to work with you – contact us via team@learningplan.com.au