L&D have to stop this silliness of working on something because we’ve been asked to – or because it’s the latest thing. We need to invest up front in understanding what’s really going on and relying on data to make decisions and progress.
Outsourcing ‘digital’ and not investing in your own digital know-how will put you at a significant disadvantage – and over-reliance on one system will prove to be counterproductive.
Misalignment occurs as soon as we translate ‘business needs’ into ‘learning needs’, which is usually right at the very outset of our conversations with stakeholders. But why do we do this? Because we’ve always done it…
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.