These three steps will help us to gain a new level of credibility and impact far beyond traditional expectations of Learning & Development.
‘Digital’ may seem unattainable, and almost alien, to a lot of L&D, because we’re so used to using technology in service of our programmes. But it’s actually easier, cheaper, faster, and better.
It doesn’t matter if you’re e-learning is animated, ‘fun’, interactive, or that you get points for completing it (yawn). If it doesn’t solve a specific problem that you’re people – or distinct groups of them – are experiencing then it’s extraneous.
f we scaffold and support actual working, we recognise how people truly learn and grow at work rather than continue the belief that people learn best in classrooms
This is how to make digital work for L&D to equip retail workers with all they need, as they need it, in a way that shapes how they think and act on-the-job.
Don’t buy an LMS thinking it will be ‘the answer’. Workers don’t need it and they don’t need content. They need help with their work and career-related goals.
The point of L&D is to affect performance, from technical and core skills, transitions and change. But somewhere along the line we got stuck running courses.
L&D are often too busy delivering training to dedicate time to developing digital solutions. As a result, they neglect the opportunity for greater impact.
Despite the headlines, attention spans are not reducing but perhaps tolerance for workplace learning offerings is?
What motivates people to learn online at work? Knowing the answer will dictate your approach to digital L&D.