Let’s be honest — “learning culture” gets thrown around a lot in HR and L&D circles. It sounds great. Very strategic. Very forward-thinking. But what does it actually  mean? And more importantly — how do we, as Learning and Development professionals, help build it?   Let’s unpack it in this article. What is a learning culture?   A learning culture is an environment where continuous learning is encouraged, supported, and embedded into everyday tasks and work. It’s not just about courses and workshops—it’s about curiosity, reflection, experimentation, and growth being part of the way people think and work.   It’s the difference between “You’re booked for a training on Tuesday” and “Here’s a space where you can grow your skills when and how you need to.” One of these is going to increase employees’ engagement and motivation. Which leads us to the next question…   Why it matters   There’s plenty of anecdotal evidence that learning cultures are good for business, but research backs it up too.   A study highlighted in Chief Learning Officer  reports that organizations with strong learning cultures have 37% greater employee productivity. An article from Forbes states that continuous learning companies are 46% more likely to be first to market Bersin & Associates  found that high-impact learning cultures are associated with 32% higher employee engagement and retention.   In short, people stay longer, perform better, and adapt faster when learning is part of their everyday.   Where does L&D fit in?   We’re the architects of that learning environment. We’re not just course creators—we’re culture shapers.   We can help organizations: Align learning with business strategy (so people learn what actually  matters) Design diverse learning experiences (not just one-size-fits-all solutions) Integrate tech (like LMSs, LXPs, and AI tools) to make learning accessible Collect data and feedback to see what’s working—and fix what isn’t   But most importantly, we make learning feel  different. More human. More relevant. More embedded into the flow of work.   What can you do to build that culture?   Here are some practical steps if you’re just getting started:   Start with a learning needs assessment —figure out what’s missing. Design learning journeys , not one-off events. Build communities of practice, buddy systems, or Slack channels to encourage peer learning . Make leaders your allies—if they talk about their own learning , others will follow. Celebrate learning wins—publicly and often.   This isn’t about overloading people with more content. It’s about making learning a habit, not a checkbox. Because when learning becomes an everyday habit, that’s when you’ll truly reap the rewards of working in a learning culture.   Feeling overwhelmed?   If this sounds like a lot, you’re not alone. Many L&D professionals, especially those in small or growing teams, find themselves wearing too many hats and unsure where to start.   The good news? You don’t have to do it all yourself.   We offer custom training design, delivery, and L&D consulting tailored to your needs—whether you’re starting from scratch or refreshing your approach. You can explore our services right here .   Final thoughts   Creating a learning culture isn’t a one-time project—it’s a mindset shift. And L&D is in the perfect position to lead that shift.   With the right strategy, tools, and mindset, we can help turn our organizations into places where people don’t just work—they grow. And that’s the kind of culture everyone wants to be part of.

I’ve been working remotely since before it was fashionable – back when it was still considered an operational compromise rather than a strategic advantage. My first startup was a mentoring platform with just five of us, and we were fully remote from day one. We didn’t choose remote to be progressive – we simply didn’t have a budget for an office, and we knew we didn’t need one. That did, however, mean that we had to get disciplined fast. We couldn’t afford to slow down for formal training or wait for someone else to teach us what to do. We learned in the middle of the work – by necessity, by habit, and through each other.   That experience gave me a lasting appreciation for the discipline that remote work demands. It also showed me how easy it is for learning to become invisible. If you’re not deliberate about it, knowledge stays locked in heads, mistakes get repeated, and growth stalls, even while people appear busy. Now, in conversations I have with L&D leaders and clients, I see this challenge surfacing more often. With so many teams operating remotely or in hybrid setups, the traditional ways learning used to happen — through osmosis, shadowing, or spontaneous conversations – have all but disappeared. The result? A need to rethink how we support learning not as a side project, but as something embedded directly into the daily rhythm of work.   Learning as a Culture   One thing I’ve noticed over the years is that learning only sticks when it’s embedded into the way people already work. That doesn’t mean structured training and learning platforms aren’t valuable – quite the opposite. But without a culture that reinforces reflection, curiosity, and shared ownership of learning, even the best-designed courseware sits unused.   This is where L&D teams can have real impact – not just by offering content, but by helping teams build routines that make learning expected, social, and active. It’s these routines – small, repeatable actions – that create the culture where learning thrives.   Turning Everyday Work into Everyday Learning   In a small, remote setup, structure often comes second to speed. So instead of trying to force in-depth training programmes or top-down initiatives, I started developing small learning habits for myself – things that would fit around the work rather than interrupt it. For example, I started writing short weekly notes: what worked, what I struggled with, what I learned. Not for anyone else – just for myself. It turned out to be one of the most effective habits I’ve ever built. It gave me a clearer picture of where I was growing, what I was avoiding, and where I needed help.   When I was working with a collaborator, we’d often jump on short calls to walk each other through something we’d just built or figured out – not to present it, but to explain our thought process. These conversations didn’t take long, but they revealed the kind of practical learning you’d never get from a manual. And they helped create trust and transparency – two things that are vital in any team (remote or otherwise).   These small habits – weekly reflections, informal walkthroughs, shared thinking – along with other “best practice” working habits I’ve built up (like Zero Inbox’ing) – gradually formed a culture of learning and boosted productivity without needing policies or platforms. And from what I see, this principle scales. The specific format might change in larger organisations, but the underlying dynamic remains the same: frequent, visible, conscious learning and habits beat occasional formal training, every time. Ultimately, this is what’s led me to co-founding uRoutine – the realisation that great habits, however small, mixed with social accountability, can really make a big difference.   Blending Habitual and Formal Learning   Of course, habits and rituals alone aren’t enough. As teams grow and become more specialised, structured learning becomes essential. The key is to connect those structured learning opportunities – whether that’s a course on your LMS, a targeted training programme, or curated content – to the challenges people are actually facing in their day-to-day work.   For example, if someone’s reflecting on a difficult stakeholder conversation in their end-of-week notes, that’s a signal to surface communication modules or negotiation microlearning. When someone shares that they’ve struggled with prioritisation, it’s a great moment to connect them with time management training or peer mentoring. These moments – when reflection meets relevance – are where structured learning lands best.   This is where L&D can shift from being seen as content providers to being learning partners. It’s not about pushing out programmes. It’s about tuning into what’s happening on the ground and building a feedback loop between lived experience and formal learning pathways.   Routines Build Psychological Safety   Another overlooked benefit of routines is that they normalise learning – especially the vulnerable kind. When people regularly share what they’re figuring out, what they’ve tried, and what they’re unsure about, it makes it safe for others to do the same. And in remote settings, where it’s easy to feel isolated, that kind of psychological safety matters even more.   We’ve seen that transparency fuels learning. That means working in public where possible – shared documents, open Slack channels, visible thinking. We also avoid over-polishing. A rough idea shared early invites input. A finished plan shared late invites silence. When teams see that learning is happening out loud, it becomes a cultural norm – not a performance. It also means that if people can see their colleagues making time for learning within their daily and weekly routine, they are likely to too.   What L&D Can Do in This Environment   From where I stand, the role of L&D isn’t just to train people – it’s to shape the conditions in which learning becomes self-sustaining. That means thinking like behavioural designers as much as educators. Ask: What habits reinforce learning? What rituals support reflection? What can we do to make learning more visible, more continuous, and more socially reinforced?   Even small things make a difference, such as a weekly prompt to reflect, a channel to share learnings, a quick feedback loop tied to a training course. These aren’t headline initiatives, but they move the needle more than you might expect.   Most importantly, we need to stop treating learning as something that happens away from the work. The further it gets from real tasks and conversations, the less useful it becomes. Instead, let’s focus on embedding it directly into the work – not as another task, but as a way of doing things. That’s where real growth happens, with routines and habits encouraged from the top-down, the bottom-up and between colleagues.   In a remote world, where pace, autonomy, and adaptability are everything, embedding learning into the flow of work isn’t just good practice. It’s essential. --------------------------- Ed Johnson (CEO of uRoutine) Ed Johnson is the CEO & Co-Founder of uRoutine, a social network focused on accountability, routines, and motivation-tracking. Previously, he co-founded a leading mentoring software company, which he sold in 2023. Named to Forbes 30 Under 30 for Social Impact in 2022, he has a background in digital marketing and entrepreneurship. Ed also writes, mentors startups, and speaks on tech and business. Connect with Ed on LinkedIn

If you’re thinking about starting your journey in Learning & Development, one of the first big questions you might bump into is this: Should I work in-house, or go freelance?   I’ve done both. Back in 2011, I started in-house, climbed the ladder, built my reputation, and then eventually, in 2018, went freelance. These days, I run two businesses— The L&D Academy  and Learning Adventures —and I work with clients across different industries and countries. I’ve loved both experiences for very different reasons, and I’ve also learned a lot from what didn’t go so smoothly over the years.   So, if you’re unsure which direction to take, let’s talk about what it’s really  like on both sides.   What’s the Difference, Really?   Let’s demystify it. When you work in-house, you’re part of a company’s internal L&D team. You’ve got a manager, maybe a team, and you’re building learning experiences for people within that organization. You get to know the culture, the systems, and the people really well.   Freelancing? That’s a different beast. You’re working for yourself. You find your own clients, pitch your own services, and set your own schedule. One week, you could be designing a leadership program for a fast-growing startup. The next, you might be running a soft skills webinar for a multinational company. You wear all the hats—and you’re in charge of everything – marketing, admin, accounting – you name it.   Freelance Life: The Good, The Bad, The Real   The first thing that attracted me to freelancing was the freedom. No set hours. No long commutes. No manager (and I’ve been lucky to have some good ones and some bad ones, too!). I could choose projects that excited me and say no to ones that didn’t. I have space to experiment, to launch new products, to work with people from all over the world. And I love that variety. One month, I was helping a tech company roll out a new onboarding experience; the next, I was designing a training program on inclusive leadership for a nonprofit.   But let’s not sugarcoat it—freelancing also comes with its own stress. You have to be OK with uncertainty. Some months, projects pile up. Other months, nothing comes in. You’re also your own sales team, your own admin, your own finance department. And sometimes, it’s lonely. There’s no team chat, no impromptu brainstorming, no colleague to grab coffee with after a tough session. And you have to be disciplined – without it, you can find yourself doom scrolling on your phone, “waiting for inspiration”, or just plain old procrastinating.   When I first started out, I spent more time writing proposals than delivering actual training. That was an unpleasant surprise for me! But over time, I built systems, created workflows, and got clear about whom I help and how. And that was a super important lesson – you can’t be everything for everyone. Some clients will be the perfect fit, others – not. Now, freelancing works beautifully for me—but it took a lot of effort to get here.   In-House Life: Stability with Structure   My in-house roles were where I really cut my teeth. I started my career in the field as a Customer Services Trainer, helping onboard all new agents. I then moved to the Employee and Organization Development team and several other L&D teams in other organizations. I had access to decision-makers, I could see the long-term impact of the programs I designed, and I got to lead full-scale projects from start to finish. In one company, I helped set up the entire L&D strategy from scratch. That experience was invaluable.   Being in-house meant I had a team around me. I had a budget. I had IT support when my laptop crashed five minutes before a workshop. I had HR Business Partners to give me valuable insights. And I had a structure—clear expectations, development plans, and a steady paycheck every month.   But I also remember the frustrations. The layers of approval. The slow pace of decision-making. The times I had a great idea for a new initiative and had to wait months just to get a green light.   I enjoyed the rhythm, the stability, and the feeling of being part of something bigger. But after a while, I started craving more variety and autonomy—things that were harder to find inside one organization.   Which One Helps You Grow Faster?   That depends on how you like to learn.   In-house, I learned how to work with stakeholders, how to manage internal politics, and how to build programs that stick in a specific organizational culture. I had the chance to dive deep into one environment and make a long-term impact.   As a freelancer, I’ve had to grow in completely different ways. I’ve learned how to pitch my services, how to design digital products, how to manage clients, and how to run a business. Every new project teaches me something, whether it’s a new industry, a new tool, or a new way to approach learning.   So, it’s not really about which path is better —it’s about which one fits the way you want to grow.   Lifestyle Fit: What Works for You?   This one’s big.   Freelancing gives you flexibility. I can take a break in the middle of the day to walk my dog or schedule a trip without asking for permission. But it also means no paid holidays, no sick leave, and no company benefits.   In-house work offers structure. There’s a rhythm to your weeks. You don’t have to chase clients. And when you take a holiday, you actually get paid  to relax.   You also need to think about your personality. Do you like working alone, or do you thrive in a team? Are you energized by variety, or do you prefer consistency and predictability?   For me, freelancing fits my life now . But I’ve had moments—especially in more stressful seasons—when the idea of going back in-house felt very tempting. Stability can be deeply comforting but it comes with it’s drawbacks as well.   Still Can’t Decide? Try a Hybrid Approach   Can you do both? Yes!   You might start in-house, build your skills, and then shift into freelance once you feel more confident, like I did. Or you might freelance while working part-time for one anchor client. Some people bounce between the two as their life circumstances change.   In my case, I went from in-house to freelance—and now I’ve created a blend. I do client work, sell digital products, run online courses, and consult. It’s a mix that gives me both freedom and stability.   So… Which Path Is Right for You?   There’s no single answer here. Just because something works for me doesn’t mean it will work for you. It depends on a lot of things – your stage in life, your career goals, your risk tolerance, and your working style.   If you want structure, a team, and long-term projects, in-house might be a great fit. If you crave independence, variety, and creative control, freelancing could be your thing.   And if you’re still unsure? Try one and see how it feels. You’re not locked in forever. Careers evolve. You can always pivot.   As cheesy as it may sound, what matters most is that you pick the path that feels right for you .

You work in a small company, and everything is going great. Then one day, someone just says, “We should do some training!” and boom – you’re it! Sounds exciting, right? Also… a little terrifying? Especially since you are the one-person learning team (and still doing five other things on top of that).   In many small organizations, L&D doesn’t come with a job description, a budget, or a roadmap. It usually starts with someone suggesting “something for the employees,” and suddenly it’s your job to figure it all out. So, where do you begin? Table of Contents: 1) Don’t Start with Training—Start with Listening 2) Clarify the real needs 3) Pick One Area and Create a Simple Pilot 4) Make It Visible and Useful 5) Build with What You Have 6) You Don’t Have to Do It Alone Final Thoughts: Start Small, Think Big     1) Don’t Start with Training—Start with Listening   Before you open PowerPoint or Google “leadership training templates,” talk to people. Really talk to them.   Start with your founders, team leads, or anyone in a people-facing role. Ask questions like: “What’s the biggest challenge your team is facing right now?” “What would help your new joiners ramp up faster?” “Where do you think people are struggling—but might not say out loud?”   Then talk to a few individual contributors too. You’ll start to notice themes. That’s your starting point—not “what training do we need?” but “what are people trying to do, and where are they stuck?”   2) Clarify the real needs   One of my favorite tools to use here is the Performance Analysis Question (PAQ) :   “What should people be doing that they’re not doing now?”   This helps you pause and really think: is training the answer, or is the problem somewhere else?   Maybe your sales team isn’t missing skills—they’re missing a clear process. Or maybe new managers aren’t bad at giving feedback—they’re just afraid of upsetting people because no one told them it’s expected.   Before you jump into training mode, use the PAQ to dig into what’s really going on. We talk more about this in another post: Why Your Training Fails—and How to Fix It .   3) Pick One Area and Create a Simple Pilot   L&D doesn’t have to start with a 12-month learning strategy. Start small. Pick one area that’s business-critical but relatively safe to test.   Maybe it’s onboarding. Or improving team communication. Or helping managers run better one-on-ones.   Whatever you pick, make it lean. Think: A short checklist for new joiners A 45-minute Zoom session on setting expectations A buddy system for cross-team shadowing   Get it out there, ask for feedback, and make it better next time. That’s how you build momentum. Design thinking can help you run quick pilots and get results – find out more in our article “Design Thinking for Learning Professionals: An Introductory Guide” .   4) Make It Visible and Useful   When you design learning, you’re also building trust. Trust that can help you make bank.   Explain what you’re doing and why. Loop in managers. Share results. Even if it’s just someone saying, “That one-pager helped me prep for my first feedback conversation,” that’s gold. Use that feedback to create more like it. Use these kinds of messages to promote what you’ve done. Remember, just because you’re a one-man band, doesn’t mean your work should be invisible or “speak for itself”.   In small orgs, stories and outcomes spread fast. If people see that your stuff is useful, they’ll ask for more. And that’s how you grow the function—by becoming helpful, not just “the training person.”   5) Build with What You Have   You don’t need fancy tools or platforms to start an L&D function or run training sessions. You probably already have what you need: Google Docs for materials (think presentations, job aids, handouts, etc.) Zoom for live sessions Slack or Teams for reflection prompts Notion or Trello for learning hubs   Focus on usefulness, not perfection. Test, tweak, and keep going.   6) You Don’t Have to Do It Alone   If all of this still feels overwhelming—like you’ve bitten off more than you can chew—you’re not alone. Building an L&D function from scratch is no small feat, especially when you’re juggling other responsibilities.   The good news is that you don’t have to do everything yourself. Sometimes, bringing in a seasoned L&D professional can make all the difference. Whether you need help designing your first learning program, figuring out what to prioritize, or delivering a tailored workshop for your team.   Not to toot our own horn, but we’ve been doing this for a while. So if you would like to partner with us, take a look at what we offer on our Services page . From custom trainings to strategic consulting, we’re here to support your journey—whether you’re just getting started or ready to scale up.     Final Thoughts: Start Small, Think Big   Starting an L&D function from scratch can feel like standing at the bottom of a mountain with no map. But here’s the truth: you don’t need a map to take the first step.   In small companies, L&D is about solving real problems, not building shiny programs. So start where people are struggling. Solve one thing well. Then another. Then another.   That’s how you build L&D that matters—one useful, scrappy, human-centered step at a time.

If you’re in L&D, a huge part of your role is solving problems. But are you solving the right problems in the right  way? That’s where design thinking  comes in.   Design thinking is a creative, human-centered approach to problem-solving. It doesn’t require fancy tools or a design background. What it does require is curiosity, empathy, and a willingness to test and learn.   This guide will walk you through the five non-linear stages of design thinking – empathize, define, ideate, prototype, and test – PLUS we’ll share a detailed case study of how it can shape a leadership development program. But these steps can be applied to any other lerning program or in any type of organization – from the small startup to the global giant. Design Thinking Stages - The L&D Academy   1. Empathize: Understand the Human Side   Before you build anything, you need to understand who you’re building it for and why.   Let’s say you’ve been asked to “develop a leadership program for new managers.” Sounds clear enough, right? But before jumping into designing amazing presentations and handouts, take a pause. What’s really going on? This is the very first question you need to find an answer to. Here are some tips:   Start with listening and observing . What are people saying about their managers? What are managers in charge of, and what’s out of their control? Here are some things you can do: Talk to new managers. What challenges are they facing both in their day-to-day and long-term? Keep in mind that not every problem will be a learning problem . Shadow a few in their daily work. This may be tricky but can be crucial. Ask their team members, peers, and line managers what’s working—and what’s not. This kind of feedback  can be eye-opening both for you and the new managers. If you’re not sure how to approach these conversations, here are some questions to ask : “What’s surprised you most about becoming a manager?” “When do you feel most unsure in your role?” “What support do you wish you had in your first few months?” Push back gently. Not everything you see and hear will be objective. If someone says, “They just need a training on feedback,” ask, “How do you know that’s the main challenge? What’s happening when they try to give feedback now?” Go beyond the symptom . You might find that the real issue isn’t “feedback skills,” but lack of confidence, unclear expectations, or fear of upsetting the team. This is where pushing back can come in handy.   2. Define: Pinpoint the Right Problem   Now that you’ve gathered insights, it’s time to define the problem. This is where you sort through the noise and find a clear focus.   Instead of:  “We need to teach new managers how to lead.”   Try:  “New managers struggle to have honest performance conversations because they fear damaging relationships.”   How to drill down: Look for patterns in the interviews. Cluster related challenges. Identify what’s most painful  and most common .   How do you know you’re on the right track?  When you define the problem clearly, solutions become obvious—or at least easier to spot. Let’s say during the empathy stage, you uncover that new managers are struggling with team motivation. It’s tempting to define the problem as: “Managers need to learn how to motivate their teams.”   But that’s too broad. So, you dig deeper. From all the research you’ve done in the previous step, you start to see some patterns, like: They aren’t setting clear goals. They avoid giving feedback—positive or negative. Their teams feel unsure about priorities.   This allows you to reframe the problem as:   “New managers lack the skills and confidence to set clear expectations and give consistent feedback, which leads to low team motivation.”   That’s the moment you know you’re on the right track. What’s more, this reframed problem allows you to come up with relevant, targeted, and practical learning solutions. For example, you now know you need to include a feedback framework they can use in one-on-ones, some role-play practices for setting expectations, and maybe even a short video series featuring experienced managers sharing what worked for them.   Revert back if needed.  If your definition is too broad or vague, go back to your empathy notes. Ask, “What are they really trying to do, and what’s getting in the way?”   3. Ideate: Explore Bold Ideas   Now comes the fun part—brainstorming. This isn’t about finding one  solution. It’s about finding many . Or as many as possible, anyway!   One thing to do here is to  involve others.  Pull in stakeholders, a few learners, maybe even a facilitator or two. Set a timer and go wide with ideas. The more, the better. This isn’t about finding the right one but getting as many of them out in the open as possible.   Prompt with “How might we…”. For example, “How might we help new managers feel more confident giving tough feedback?” or “How might we simulate tricky team situations in a safe way?”   Don’t be afraid to push the team. If the first 10 ideas feel too safe, ask, “What’s the weirdest way we could solve this?” That’s where the gold often is. For example, instead of a regular role-play in a classroom, why not set up a custom AI chat where managers can practice giving feedback to a virtual team member with attitude problems or low performance? Or a podcast series where long-time leaders share mistakes they have made as new managers back in the day?   4. Prototype: Make It Real (Fast)   Some might be tempted to build a full course at this point. Don’t! Pick one idea from the ideation stage and create a rough version—a pilot session, a mock-up, a quick video, or even a Miro board. The goal isn’t perfection. It’s learning. Fast.   Let’s say you choose the idea of a virtual team member chatbot—a custom AI scenario built with ChatGPT where managers can practice giving feedback to a difficult employee.   Start scrappy.  You don’t need a polished tech solution right away. Use ChatGPT (or another tool) to create a character: let’s call her “Tina.” Tina is underperforming and defensive when questioned. You give the new manager a simple prompt: “Start a conversation with Tina about her recent missed deadlines.” Let them type their message and have ChatGPT respond in character.   Observe the results . There are some things you want to watch out for. For example, are learners engaging with it or freezing up? Do they know what to say—or ask for help? Are they reflecting on what worked and what didn’t? And, of course, did “Tina” perform as expected, or do you need to adjust her parameters?   To make sure you’re capturing everything, add a reflection step: “After your conversation with Tina, jot down what felt easy, what was tricky, and what you’d do differently in a real conversation.”   Real feedback > perfect delivery.  This kind of low-fi prototype will give you more insights than a fully developed e-learning module ever could. And it’s fast to tweak if needed.   Important prototyping tip:  If it flops? That’s not failure. That’s data. You just saved yourself weeks (and budget) by learning early. As mentioned earlier, design thinking isn’t a linear process. This means that at this point, you may decide you need more data or that the problem you had defined isn’t quite acurate or that your idea simply cannot be scaled up or down. Not to worry, that’s why you have the ideation stage – to throw stuff at the wall and see what sticks.   5. Test: Learn and Improve   Once your prototype has run, gather feedback. Not just surveys—real conversations with the users (or learners in case of L&D).   Ask both the new and experienced managers: “What was useful?” “What didn’t land?” “What will you actually use going forward?”   Look for patterns again. Did they apply what they learned? Did it stick?   Make conclusions—but keep iterating. Maybe the virtual team member idea worked, but it needs stronger kickoff training. Or maybe the podcast idea tested better in parallel. You’re building your program with learners, not just for  them.   Testing is not the end. It’s part of the cycle.     Wrap-Up   Design thinking gives learning professionals a fresh lens. Instead of “What should we teach?”, the better question is “What do our learners really need?”   It’s not about being a designer. It’s about being deeply learner-focused, open to trying new things, and brave enough to test ideas before scaling them.   Start small. Try just the Empathize + Define stages on your next project. Or run a low-stakes Ideation session with your team. With practice, this approach will transform how you design learning—and how learners experience it.   Because when learning starts with people, it actually works for people.

Social learning is simple: we learn by watching others, talking things through, and sharing experiences. Albert Bandura made this famous decades ago, but today, it’s more relevant than ever—especially in the workplace.   Why? Because learning isn’t just about reading slides or watching videos. It’s about connection. When people learn together, they remember more, apply it faster, and enjoy the process. The good news? You don’t need a fancy platform or big budget to use social learning. You just need a few smart ideas.   Here are five ways to bring social learning into your training—starting right now.   1. Peer Learning Groups   People learn better when they don’t feel alone.  Peer learning groups create space for learners to talk, ask questions, and reflect together.   Keep it simple. After a module or workshop (or in-between modules in case of multi-module program), ask learners to meet in small groups (on- or offline). Give them a prompt or two to get the conversation rolling and just let them chat. The less supervision, the better as it invites organic dicussions with little to no restrictions.   In a customer service program, for example, learners can share real calls they’ve handled. They can swap tips, offer feedback, and learn from each other’s wins—and mistakes.   2. Collaborative Projects   Working with others helps people connect the dots faster.  It makes learning feel real because what’s discussed comes from the real-world, rather than theory and books. It also builds teamwork as members are put in a situation where they need to find a solution to a common problem.   Design a task that requires learners to create something together. It could be a checklist, a presentation, a how-to guide. Anything that gets them talking and solving problems together.   In a leadership course, learners might build a mini-guide on how to give tough feedback. They’ll debate ideas, share stories, and walk away with something useful—and memorable.   3. User-Generated Content   Here’s a secret: people remember more when they teach others . That’s why user-generated content can be so powerful.   Ask learners to create something that shows what they’ve learned. It could be a short video, a one-page cheat sheet, a visual, a tweet or even a quick voice note.   Say you’re running a time management course. Ask each learner to share their top time-saving tip in a short video. Then, share these in your next session or on your platform. It’s low effort, high impact.   4. Social Platforms and Communities   Not all learning happens in sessions. A lot of it happens between them—during chats, quick questions, and idea swaps.   Use what people already love: conversation. Create a space for learners to share, ask, and explore. It could be a Slack channel, a Teams group, or a private LinkedIn space .   Try a “What I tried this week” thread. Learners can post one thing they applied from training and what happened. It’s quick. It’s real. And it builds momentum.   5. Mentoring and Buddy Systems   Everyone needs someone to learn from. Mentoring is a classic— and it works . It makes learning personal and it builds confidence.   Pair new learners with experienced peers. They don’t need to meet often – sometimes a once-a-month meeting can be a lifechanger or even a 30-minute chat each week can make a big difference.   In a new manager program, for example, buddy participants up with a more experienced leader from the organization. They can talk through real challenges, share tools, and help each other grow.   Wrap-Up   Social learning doesn’t need big budgets or complex tech. It just needs intention.   Start small. Pick one of these five ideas and test it. See what clicks. Then build from there. And remember: people learn best with people. Give them that chance, and you’ll see the difference.   Sources: Eby, L. T., Allen, T. D., Evans, S. C., Ng, T., & DuBois, D. (2008). Does Mentoring Matter? A Multidisciplinary Meta-Analysis Comparing Mentored and Non-Mentored Individuals. Journal of Vocational Behavior , 72 (2), 254–267. https://doi.org/10.1016/j.jvb.2007.04.005 Fiorella, L., & Mayer, R. E. (2013). The relative benefits of learning by teaching and teaching expectancy. Contemporary Educational Psychology , 38 (4), 281–288. https://doi.org/10.1016/j.cedpsych.2013.06.001 Gitinabard, N., Xue, L., Lynch, C. F., Heckman, S., & Barnes, T. (2017). A social network analysis on blended courses. arXiv preprint arXiv:1709.10215 . Gokhale, A. A. (1995). Collaborative Learning Enhances Critical Thinking. Journal of Technology Education , 7 (1), 22-30. https://doi.org/10.21061/jte.v7i1.a.2

If you look through any of the popular training providers’ websites, sooner or later you will find the infamous word “experiential”. And it’s no surprise! After all, an experiential learning event carries a promise of a fun, interactive, relevant, and applicable experience that goes beyond theory and builds real-world skills. So, we thought we’d take you on a journey through experiential learning and help you apply it to your own L&D interventions.   What is experiential learning? To answer this question, we need to go back to the 1970’s and visit David Kolb and Ron Fry, who first developed the model. It says that people learn best when they go through 4 stages in a continuous cycle of experience , reflection , thinking,  and action . Here they are in more details:   Concrete Experience : doing something, having an actual experience. Reflective Observation : stepping back and thinking about what just happened. Abstract Conceptualization : the “What if?” phase, forming hypotheses and ideas based on your reflections. Active Experimentation : testing the ideas and hypothesis.     Kolb's Experiential Learning Cycle - The L&D Academy Pros and Cons Experiential learning isn’t just another training buzzword—it actually works. It keeps people engaged and makes learning stick . Instead of just listening, participants do things , which makes the experience more interactive  and memorable . Plus, it pushes people to reflect  on what happened, helping them connect the dots  and learn from real situations . And the best part? It’s super practical . What you learn isn’t just theory—it’s something you can take straight to work and use right away.   Of course, it’s not all sunshine and rainbows. Experiential learning takes time . You can’t just throw people into an activity and expect magic to happen—it needs planning and debriefing . It can also be pricey , especially if you need special tools, props, or environments. And sometimes, you may need highly skilled facilitators  to guide the experience properly. If not done right, it can turn into just another fun activity with no real learning.   How to use it in L&D? + Example   To truly master experiential learning, it takes two things: understanding David Kolb’s experiential learning cycle and practicing it over and over again.   Stage 1: Concrete Experience The first step – the action – is the foundation upon which learners build their observations, reflections, and insights. For example, I once ran a training session for a customer service outsourcing center. We were working on profiling customers, and I designed a role-playing exercise, in which participants had to respond to complaints from customers with different personality types. Through this, they experienced firsthand the importance of empathy, emotional intelligence, and self-awareness. They also learned practical skills like complaint handling and effective communication strategies. The exercise wasn’t just theoretical, I didn’t have to walk them through each step or deliver a lengthy lecture. It was something they could experience and feel , something that mirrored the challenges they faced in their daily work.   Stage 2: Reflective Observation This is when learners step back and analyze what happened, comparing it to their previous experiences and knowledge. Reflection can be facilitated in a group, directed by a trainer, or done individually. In the role-play I mentioned above, I encouraged participants to re-evaluate their actions and emotions during the exercise. I asked questions like, “How did you feel when the customer pushed back?” or “What emotions would help you reach a better outcome?” Reflection allows learners to connect the dots between what they’ve done and what they know, setting the stage for deeper understanding.   Stage 3: Abstract Conceptualization This is where learners need to start forming new ideas or adapting their behavior based on the insights they gained. It’s about creating strategies they can apply in real-world settings. For instance, during the same role-play exercise, I asked participants to compare their actions in the exercise to their actual customer interactions. I asked “What would do differently to reach a better outcome?” or “What could you take from this experience and apply to your next interaction with a difficult customer?” These questions pushed them to think critically and begin forming actionable strategies.   Stage 4: Active Experimentation Finally, in the active experimentation phase, is where theory meets practice. Learners take the ideas they’ve formed and test them in real-world scenarios. If immediate testing isn’t possible, they create a plan for when and how they’ll experiment in the future. In our example, each participant created a cheat sheet outlining key strategies for handling different personality types. They left the session with a plan they could put into action the very next time they dealt with a complaint. This stage turns learning into doing, which is where the real growth happens.   Tip on using Kolb’s cycle What makes Kolb’s cycle so versatile is that it doesn’t always have to start with a Concrete Experience.  For instance, when coaching a first-time manager, they might come to you with a situation they’ve already encountered. Instead of re-creating the experience, you can start at the Reflective Observation  stage by asking, “What happened? How did it happen? How did you feel about it?” Then, guide them into Abstract Conceptualization  by exploring the “why” behind the event and brainstorming alternative approaches. Finally, help them plan for Active Experimentation by asking, “What will you do differently next time? What steps will you take? What resources do you need?”   Conclusion Experiential learning isn’t just a trend—it’s how we naturally grow and improve. Whether you’re designing a training session, coaching a team, or just looking for better ways to help people learn Kolb’s cycle gives you a solid framework to make it happen. So, why not put it to the test? Try incorporating one of these stages into your next session and see the difference for yourself.

While there are many different roles in Learning and Development (and we’re not just saying that, we’ve actually counted !), one thing remains true for all of them – they all need the basics. And what can be more foundational than the adult learning principles? Enter Andragogy! What is Andragogy? Developed over many years and finally refined by Malcolm Knowles in 1968, andragogy is the art and science of adult learning, as opposed to pedagogy, which focuses on educating children.     Originally Knowles outlined four  principles of adult learning in his early work. Later, he expanded his theory to include six key principles.  They are as follows: Andragogy: the 6 principles of adult learning Need to Know  – Adults need to understand why  they are learning something and how it can benefit them. Moreover, the reason needs to be deeply relevant to them and their context. Self-Concept  – Adults want to be self-directed  in their learning, not just passive recipients of information. They need to be in control of the learning experience and make their own decisions. Experience  – The prior knowledge and experience of adults is the foundation upon which new learning can occur. Effective learning connects with and builds on this experience. Readiness to Learn  – Adults are most ready to learn when they see a direct application to their real-life roles, tasks, or challenges.  In other words, they want to know if it can help them solve an immediate problem or a need. Orientation to Learning  – Adults are problem-centered rather than content-centered.  They prefer learning that helps them solve real-world problems  rather than just acquiring abstract knowledge. Motivation to Learn  – While external motivators (like promotions or incentives) can play a role, adults are mostly driven by intrinsic motivation —the desire for self-improvement, mastery, and growth.   Is it just us or are there a lot of overlaps in these principles? Pros and Cons There are some fairly obvious pros to applying andragogy in the workplace: Learners can take ownership of their learning and therefore be more engaged with it They can make the process more meaningful and relevant to their needs The focus is on real-world application back on the job Learner motivation is usually increased when people are invested in the learning process The learning experience can be quite flexible and adaptable so that it can fit different people, industries, and both organizational and personal needs.   But this does come with some cons too: Not everyone is ready to be self-directed It can be hard to implement such learning in an environment that requires structure The design and delivery of such learning requires very skilled instructional designers and/or facilitators Because of the assumption that adults have some prior experience, it can be less effective for learners who lack foundational knowledge   How can you use it in L&D? Andragogy is less concerned with what people learn and more with how  they do it. If L&D were to follow the principles, we would need to: Make Learning Relevant Tie learning events directly to workplace challenges and goals. This can be done by carefully crafting and communicating the learning objectives, using relevant examples and case studies that learners can related to, using the same language and jargon learners use, etc. Encourage Self-Direction Let learners choose topics, set learning goals, and control their pace. Set up an environment where people can access and choose what learning they consume. This could be done online via a Learning Management System that curates relevant learning content, a SharePoint page with a clever use of tags or a simple learning calendar with all planned events. Use Experiential Learning Replace long lectures with case studies, real-world projects, and problem-solving activities. We often learn more by doing the work than by listening to someone else talk about it. Facilitate Peer Learning Create environments where employees can learn from each other through discussions and collaboration. These types of spaces can be both online (Slack, Discord, Teams, etc.) and offline (brown bag lunches, internal TED-style conferences, networking events, etc.) Apply Learning Immediately Provide opportunities for hands-on practice and reflection. At the end of each learning event have clear calls to action, something learners can do immediately and have a quick win to give them enough momentum to keep going. Make it as easy as possible to apply what they are learning. Example To design and deliver an effective leadership program for middle managers, you could: Ask participants what are the actual challenges  they face in their day-to-day via surveys, interviews, and focus groups. Look for issues around performance management, conflict resolution, delegation, time management, people development, team engagement, motivating others, and so on. Then, design learning interventions that address those challenges specifically. Allow participants to choose what learning events and content  to engage in. Offer them a wide variety, including workshops, peer learning, coaching, mentoring, reading materials (books and articles), videos, project work, networking events, problem-solving activities, etc. For each, have a clear list of objectives that help learners connect the event or content to their challenges and understand what they will gain by engaging with it. For each learning event or content, give them a list of actions  they can take to apply what they’ve learned. For example, “delegate a task to one of your direct reports”, “write a list of learning opportunities you can offer your team members” or “book a meeting with your manager to discuss your career progression”. It needs to be a low-hanging fruit to give them the boost they need to continue applying what they’re learning.   Conclusion Andragogy isn’t just a learning theory—it’s a mindset shift  that changes how we approach corporate learning. When we move away from information overload and toward self-directed, experience-based learning , we can create learning that sticks.   Here’s your call to action: If you could change one thing  about workplace learning to make it more andragogical, what would it be?

Whether you just started doing learning presentations or that has been a part of your L&D responsibilities for a long time, there is a simple truth you may have learned – visuals dominate our world. We have all experienced bad presentations. But what is the secret to phenomenal visuals that help create engaging and memorable learning experiences? You don’t have to be a graphic designer to create great visuals. You may be a seasoned webinar host or a beginner trainer dipping your toes into the world of presentations (online or not). Either way, this article will equip you with practical tips on creating compelling visuals for any learning experience (like a training, workshop, webinar and so on). Let's unravel the art of visual communication, one slide at a time! Table of contents : Presentation Structure Tip 1. Use a Visual Hierarchy Tip 2. Keep It Simple Tip 3. Use Consistent Design Elements Tip 4. Less Text, More Visuals Tip 5. Use Typography to Your Advantage Tip 6. Use Color and Contrast Wisely Tip 7. Use High-Quality, Relevant Images Tip 8. Use Icons and Symbols Tip 9. Incorporate Data Visualization Tip 10. Use Animations and Transitions Sparingly Conclusion Presentation Structure First things first – we need to be clear on the structure of the presentation. Here are the slides you always need to consider: Starting Slide : This is the initial visual your audience sees as they log in. Make it inviting and relevant to your webinar topic. Title Slide : Introduce yourself and the webinar topic. This sets the stage for what's to come. Agenda Slide : Tell your audience what they can expect from the webinar. This keeps them tuned in and anticipating what's next. Navigation/Sub-Heading Slide : Helps guide your audience through your presentation journey by displaying where in the presentation you are at. Content Slides : This is where the magic happens! These are the main slides in your presentation where you deliver your information. There are several sub-types within this category, such as: Text Slides : These slides might feature bullet points, numbered lists, or key quotes. We have a lot to say about these slides, so read on. Image Slides : These slides primarily use visuals like photos, diagrams, or infographics to convey information. Data Slides : These slides present data in the form of graphs, charts, or tables. Process or Flowchart Slides : These slides illustrate a process or sequence of steps, often using arrows and diagrams. Interactive Slide : A great way to keep your audience engaged. These include a single word on a slide, quotes, conceptual images, video clips (max of 2-3 min long, otherwise you risk losing the audience), questions, quizzes, or prompts for discussion to engage your audience and encourage participation. Check out some examples below. Recap/Summary Slide : Reinforce the key points from your webinar, ensuring the audience retains the crucial takeaways. Q&A Slide : Invite your audience to ask questions or provide feedback. This slide often comes towards the end and fosters a sense of interaction and community. Conclusion/Call to Action Slide : Summarize your main message and encourage your audience to take some action, like trying out a new strategy or visiting a website. Contact Information/Thank You Slide : Conclude your webinar by thanking your audience for their time, and providing your contact information for further engagement. Tip 1. Use a Visual Hierarchy Your slides should follow a certain visual hierarchy – that is, guide the viewer’s eye to the most important elements first. The rule of thumb is to follow a “Z” pattern that our eyes follow naturally – start at top left corner, proceed to the top right corner, move diagonally to the bottom left corner and finish at the bottom right corner. For maximum impact, place your information on this path. This is not the only way to guide the viewer’s eye though. You can also use varying sizes, shapes, colors, and positions of the elements on your slide. Tip 2. Keep It Simple When it comes to visuals – less is more. Your audience should focus on what you are saying, not what’s written/displayed on the slide. That’s why any visual clutter (of images, text or shapes) can take away meaning from your slides because they turn into distractions. It’s a good practice to stick to a single idea or concept per slide. This will ensure your message is heard, it is clear, and easily digestible. Instead of having multiple elements together on a single slide, separate them. You don’t need a graph, bullet points, an image, and a block of text. Specifically for this last one – you should never have a big block of text on your slides! If you’re tempted to put it there, put it in the notes where people won’t see it. The only exception would be a quote. But even then, try to shorten it as much as possible. Tip 3. Use Consistent Design Elements When your visuals are consistent in color, fonts, image style and design layouts, your presentation looks cohesive and professional. Follow a consistent approach not only in the big things (like colors and fonts) but in the little one as well – titles, headlines, sentence capitalization and so on. If your company uses specific brand colors or has its own presentation template, use those. If you’re not restricted by a company template, we recommend our favorite template library – SlidesGo . They have both free and paid templates and infographics, so there is something for everyone. Tip 4. Less Text, More Visuals This tip is fairly simple – use as little text as possible. Instead, you can use visual elements such as images, graphs, charts, and infographics to communicate your message. Curious how to turn text into graphs? Head over to our other favorite library – PresentationGo . They have graphs for anything you can think of – charts and diagrams, text and tables, timelines and planning, graphics and metaphors, maps – you name it. Best of all – it’s completely free (though we strongly encourage you to donate as much as you can so the good folks at PresentationGo can keep running the website). Here's an additional tip – we like to remove all default placeholders on a slide and start with a blank slate. This way, we are not tied down to the default design layout. And we should be extra careful when we add different elements because we need to carefully think what value they add. For example, should the company logo be on every slide? Do we need a title everywhere? Can this bullet list be turned into something more engaging, like a graph? But what happens if you have to have some text on your slide? Then make sure it’s readable even on a mobile device – make sure the font is at least 16pt; even better if it’s 22pt. And stick to no more than 5 to 6 bullet points per slide. Anything above this number turns into clutter and makes it less memorable. White space Speaking of less is more, we have to talk about white space – that is all the space on your slide that is not occupied by an image, text or a graph, it’s the empty space without any content. White space allows your design to “breath”, to feel more spacious. A clean, uncluttered slide helps your audience focus on the key message. Some advertisers have even stated that white space “creates higher perceived value and imparts a feeling of luxury, it sharpens the viewer’s focus by isolating elements” (Duarte, 2012). Use whitespace effectively to create a balance between the elements on your slide. Simplicity often leads to greater clarity and understanding. Tip 5. Use Typography to Your Advantage The fonts you use can make or break your presentation, they communicate beyond the words they form. Did you know that over half a million fonts exist in the world? So how do you pick the right ones? For one, try to use 1 or 2 fonts for the entire deck. It might be tempting to use those fancy fonts your computer comes with or download one of the many free fonts online. But the simple truth is that your presentation doesn’t need it. Choose fonts that reflect the tone of your presentation. When it comes to choosing the font (or font combinations), stick to sans serif fonts (those without the little lines on top and bottoms of letters) because they are easier to read on screen. Examples of these are Arial and Calibri. Where sans serif fonts are more modern and fun, you can use serif fonts (like Palatino and Garamond) for when you need your text to look more elegant and or classy. You can also use script fonts for when you want to be more personal and show a more human side. We’ll let you explore those by yourself. Overall, combine different fronts sparingly and thoughtfully. What if you want to emphasize something? Use bold text, rather than underlining. It’s cleaner and draws the eye enough without overwhelming the viewer. Tip 6. Use Color and Contrast Wisely Color and contrast can be used to highlight important points and guide your audience’s attention. Stick to a limited color palette. Just like before, we err on the side of consistency – use the same 1 or 2 primary colors and no more than 1 or 2 complimentary colors throughout your deck. We recommend using colors that best align with your brand’s visual identity. You need to have a healthy contrast between the text and the background. The default white background and black text are a cliché for a reason – it’s easy to read and doesn’t strain the eyes. Contrast is key for anyone with visual impairments, so use light-dark contrast to help them as much as possible. When it comes to text and background, there are also some combinations you want to avoid, like red and green, red and blue and orange and blue. These colors interfere with each other and can seem to shake on the screen. Tip 7. Use High-Quality, Relevant Images Seeing a low-quality, pixelated image with a watermark or an outdated clipart on a presentation slide makes the presentation look unprofessional. That’s why if you want to use images, make sure they are high-quality. And to elevate your visual game to the next level, ensure all the images you use are in a similar style and color palette. They should look like the same photographer took all pictures, even if that’s not actually the case. VS. VS. Source: Freepik The same is true for any graphics you use. A great source of similar-looking illustrations can be found on Storyset . Just pick a style, change the color, and download the graphic(s) you need. And remember – less is more. Do you really need all 4 or 5 graphics on the same slide? Are they connected to each other and tell a story or do they distract and take away from your message? VS. Source: Storyset and Freepik Finally, while it can be tempting to pick the first image that pops into your search results, it’s much better to spend time and go for images that are relevant and not as cliché (for example, instead of using a bullseye to illustrate a goal, why not go for something less obvious?). Your images should be there to trigger emotions, illustrate a point or provide context. At the end of the day, an image's relevance is more important than its aesthetic appeal. VS. Tip 8. Use Icons and Symbols Icons and symbols can simplify complex ideas, making them quick to understand. They're great for summarizing information or drawing attention to key points. Make sure they're uniformly designed and large enough to be easily discerned. VS. Tip 9. Incorporate Data Visualization We often need to present data. And the simplest way is to just paste the graph that represents our data. But there is a better way. Any graph (like a pie chart or a bar graph) represents the “What” of the data. You need to find the “Why” and the “How” and spin a narrative from that. What made the numbers go up or down? How will people (learners, customers, end-users, etc.) be affected by that? VS. Having said that, keep in mind that sometimes the best chart is no chart at all. If there is a single number that conveys the message loud and strong – make it loud and strong on the slide as well. You can show this number as big as possible on the screen. If you want to share several elements related to the same thing (for example, tips on how to design compelling images for a webinar), consider displaying a diagram that shows how parts of a whole work together. All visual aids like graphs, charts, and infographics should be used whenever you want to simplify complex information and data. But you need to be careful too. Any visual elements you use in your slide deck need to be well-designed, easy to understand, and accurately labeled. Tip 10. Use Animations and Transitions Sparingly Movements draw the eye. Both great film directors and popular YouTubers know this. This is what animations allow you to do – add movement to your visuals. But just like everything we’ve discussed so far, less is more. Think of it this way – if you add every kind of animation, it would be like seasoning your dish with every spice available in the pantry. So let’s untangle animation. You should use animation when you want to: Reveal content gradually Emphasize key points Visualize data, like a step-by-step process, graph, a chart or reveal how things are put together Tell a story Comparing and contrasting Show direction If you are adding an animation and it doesn’t tick either of the boxes above, then remove it. Just because you can, doesn’t mean you should! Let’s assume that you’ve determined a proper need for the animation. Which one should you choose? There are just so many! The rule of thumb is to use natural animations, not busy, flashy, or frantic ones. Our favorite animations are: appear, fade, wipe and the occasional motion path (this is where you control the movement of an object on the screen). Also, if you’re going to use animation throughout your deck, make sure it’s the same one on all slides. Having multiple different animations can be very distracting. Conclusion You may have deduced by now that you don’t need to be a graphic design wizard to create compelling visuals. Stick to some basics: structure your presentation, keep your slides simple and visually consistent, limit your text and use more visual elements. Harness the power of typography, leverage color and contrast, and use high-quality images that resonate with your message. Icons and symbols can distill complex ideas into easily digestible nuggets of information, while data visualization can simplify complex data and make it more palatable. And, of course, remember to use animations and transitions judiciously to enhance your message, not distract from it. From captivating starting slides to engaging interactive slides, every image you use, every color you choose, and every word you write can make a world of difference in creating an unforgettable learning experience. One slide at a time, you have the power to transform your webinar from a mundane monologue into an immersive visual journey that leaves your audience yearning for more. How to you design compelling visuals for your learning interventions? Let us know in the comments down below. Source: Duarte, N. (2012) HBR Guide to Persuasive Presentations (HBR Guide series) . Boston, MA: Harvard Business Review Press.

Finding ways for employees to bond or interact socially with their coworkers can be difficult when they are not in the same space. Luckily, there are lots of ways to build their team spirit virtually! In this article, we share 7 ideas for teambuilding activities you and your colleagues can do while working remotely. Table of Contents: 1: Trivia Games 2. Scavenger Hunt 3. Problem-solving Workshops 4. Campfire 5. Escape Rooms 6. Talent Show 7. Improv Session Idea 1. Trivia Games In trivia games, you create your own questions and share them with your team so they can answer (in groups or individually). Virtual trivia is great for team building because it allows people to have fun together, even if they are not physically present. It also allows them to learn more about each other by asking questions that require more than 'yes' or 'no' answers. The benefits of virtual trivia include: The ability to customize games according to your needs and preferences. Increased team spirit as everyone takes part in creating a shared experience. A customizable game that can be used repeatedly with minimal preparation—no need to have multiple people create new content each time! It is low cost and can be done anywhere with internet access. One drawback to keep in mind is that if everyone on your team has already answered all of the questions before (and therefore knows them), they will become bored. If you're interested in creating a virtual trivia game for your next team building event, here's how it works: Decide on the theme of your game . What kind of questions will your players be answering? Do they have to answer questions about their coworkers? About their favorite movie stars? About other teams they work with? Choose the number of rounds you want to include in the game. Do you want each round to last for three minutes? Five minutes? Ten minutes? And how many rounds should there be? Create a list of trivia questions that will go along with the theme and round length you've chosen. Don't worry too much about making them perfect—you can always tweak them later! Select your technology. There's no need to develop an app yourself. Plenty of websites and platforms allow you to create a custom game without having to learn how to code or design anything yourself. It can be as simple as using Google Forms, Kahoot or Quizlet. Idea 2. Scanger Hunt Virtual scavenger hunts are a fun and easy way to get people working together. This game can be played with any group of people. Here's how it works: Set up the game . Create clues that lead from one location to another. The locations can be a virtual space or the physical space team members occupy at the time. Each clue should be something that will help guide players through their journey. They should also be specific enough to figure out what direction they need to go next without getting lost along the way! For example, participants need to collect items from a list you provide. The items should be found around the house. The first member to return to the webcam and show the collected item scores some points. Or the first person to collect all the items wins the game! Decide the players . You'll want to decide on how many people you'd like in your scavenger hunt teams and how long you'd like them to work on it (15 to 45 minutes is usually sufficient). If you're working with a smaller group, you can also have each person play for themselves. Run the game : Give the instructions (either verbally or via email) and let everyone run off. Make sure you're available at all times - you need to keep track of the score and answer any questions the teams might have. When the time's up, you also could run a small ceremony to award the winners and give out some (virtual) rewards for participation. If the scavenger hunt is themed (perhaps as part of a larger training initiative or a department strategy meeting), do a debrief session to: find parallels to the topic (ask, "how is this similar/different to how we normally work?") or draw some conclusions (like people's takeaways, next action steps, accountabilities, etc.) The best part about virtual scavenger hunts is there are no limitations; anyone around the world can play! If someone wants an excuse for a coffee break during work hours, then this would do just fine 😉 Idea 3. Problem-Solving Workshops Familiar with the 'The Desert Island Scenario'? Let's make it virtual too! In this activity, you can give your team a scenario where they are stranded on a deserted island and a list of items they need to choose from to survive. Players must work together to select the items they believe will be most appropriate. You can substitute the deserted island for a post-apocalyptic world or a pandemic lockdown. This activity drives participants to work together, collaborate and use critical thinking skills. And the best part - most of these games don't have a correct answer. They rely on team members' participation, communication, and problem-solving abilities. Idea 4. Campfire Missed the outdoor teambuilding experience? How about running a virtual campfire. This is a great way to get your team together, even if it's not feasible for everyone on the team to meet in person. You can do this in a virtual reality (VR) or augmented reality (AR) environment. Or you can use video conferencing software to share your screen with others. The more senses are involved, the better! Activities vary from scary storytelling to icebreakers and other camp activities. Either way, the goal is to create an environment where people are encouraged to share stories and ideas—and this can happen whether you're all in one physical space or across the globe. For extra flavor, send your team tiny campfire kits before the event with a small tealight candle (for the feel of a campfire), marshmallows and crackers, and bags of your favorite tea. Idea 5. Escape Rooms A virtual escape room is an interactive game in which players are 'locked' in a room with a series of puzzles and clues. The goal is to solve all the puzzles and find the way out within the set time (30 to 60 minutes is best for a virtual setting). To set up a virtual escape room, you need three things: A theme for the room - You can use any real or fake location as long as it's clear what kind of space you're trying to represent. You can choose any theme imaginable for this part: anything from ancient Egypt to outer space; pirates vs. ninjas; dinosaurs vs. robots—anything goes! Other ideas include escaping from jail, uncovering treasure in the jungle, finding your way out of a creepy carnival, or running from a zombie apocalypse. You can use some great (and free) platforms to set up your room. Microsoft Teams, Zoom, and KumoSpace come to mind. Share your appropriately decorated screen or use a virtual background for your camera to transport your participants to the location. Puzzles and clues - devise some fun and challenging (but not too difficult) puzzles your team needs to solve. Relate the clues to what is happening in this room. For example, if the theme is "hacker's den", ask participants to find an error in a code or a connection between two devices. Check out Hogwart's Digital Escape Room by Sydney Krawiec or the Midnight Express by Escape the Crate if you want to see a great example of a virtual escape room. Both of these are free and super fun! Idea 6. Talent Show A talent show is a fun way to get your team members to interact with each other and bond. There are many ways to make your talent show more interactive and engaging: Ask everyone what they're good at doing in their spare time. This will give you some good ideas about what types of talents are represented on your team. Not everyone is a singer or a dancer. Some people like cooking or playing video games. You might find that certain people don't usually share their skills because they haven't been asked before. If given the opportunity to share, people will feel more connected with those around them on a more personal level! Give everyone five minutes between rounds so they can practice beforehand. If possible, ask people to use props (like stationery, cutlery, or costumes). Keep the performances short, but make sure they are memorable. Ask performers to share their cameras so everyone can see them. For extra flavor, you can have a jury to select the winner. Or prepare some categories and ask everyone to vote on their favorite performances. A word of caution: although this method of teambuilding is very entertaining, it can be hard on people who are not very good at performing. In this case, carefully group people in teams with a mixture of different personalities. This way, everyone will get involved, and more bashful people won't feel left out. Idea 7. Improv Session Improv is a fantastic way to get your team members working together and thinking on their feet. The idea of improv, which is short for "improvise", is that you don't know what's going to happen next, and you have to make up the conversation as it goes along. Improv is a great way to get your team to think on their feet. It's also an excellent way to get them comfortable with each other. The benefits of improv are numerous - it can help the team learn how to trust one another, be more open and honest, and communicate effectively. Improvising can be challenging for some people who aren't used to being thrown into situations where they have no idea what's going on or how things are supposed to go. So keep that in mind when running improv sessions. Here's a simple improv activity you can try. Give the group a start of a story (usually just 1 sentence). Then everyone has to take turns adding their own sentences to the narrative. For extra flavor, make the story relatable to the team's reality (i.e., a difficult customer they had to deal with or software that always acts up). But you can also let them run with it completely amock. Though it is essential to instruct the group that the story must have a start, middle, and end. And that they need to introduce the hero(s), the obstacle to overcome, and the resolution. For more storytelling tips, check out our Storytelling for Training article. This fun and interactive activity will keep participants' energy high. And that's it! We hope our list of virtual teambuilding ideas will inspire you to create your next event! Share your success stories with us in the comments below or tag us on social media.

It is commonplace for business leaders and company owners to constantly ask, “What’s next for us?”. Yet this isn’t a question we often hear in Learning & Development. It’s hard to say for certain how L&D needs to adapt, even though a lot of organizations try (see the sources list at the bottom). But predicting the future can be hard, especially when we are constantly surrounded by rapid change. It seems the best we can hope for is to make an educated guess about the emerging roles in Learning and Development. Which is exactly what we will do in this article.   Considerations for L&D   What L&D will do depends on what the organization and its employees need. According to the different research and our experience in the past few years, we can make several assumptions: There is a shift towards work from home and hybrid ( 41% ), yet the majority of people ( 59% ) still work from an office or on location. Aligning to business objectives  is still the top priority for L&D. Which often comes down to “let’s make more money with fewer costs”. Learning is deemed valuable  for career development but it needs to be approachable and meaningful. Everyone has a unique career journey, and therefore, their learning experience needs to be personalized. AI and other new technologies are here to stay. It is often cheaper to promote someone internally (aka internal mobility) than to hire someone from outside and train them. Employees need to be equipped with the necessary competencies to help them make vertical or lateral career moves internally.     Emerging roles in L&D With all of the above in mind, what are the roles that will help organizations gain and/or keep their competitive advantage? Let’s explore the 3 roles we believe will become popular in the near future.   Personal Learning Experience Designer   Personal Learning Experience Designers will focus on crafting tailored learning pathways that cater to the unique needs and career goals of individual employees. The role might also be called Personal Career Consultant. They will work closely with employees to identify their strengths, areas for improvement, and aspirations, then design personalized development plans that incorporate various learning methods and tools.   For example, imagine a marketing assistant who aspires to become a digital marketing strategist. The designer might create a custom curriculum that includes online courses, mentoring sessions, and practical projects to help the assistant acquire the necessary skills and knowledge.   Learning AI Specialist   You can really go nuts with this role! A Learning AI Specialist will leverage artificial intelligence to enhance and streamline the learning process within organizations. They might develop and implement AI-driven tools that can analyze personal learning data, predict training needs, and offer personalized content recommendations.   For instance, imagine there is an internal system that can spit out a personalized learning path based on your career goals. Want to become a senior? Here’s what you need to do. Want to step into a leadership role? Check out these activities you can do to get ready. And everything you do is tracked and analyzed (why not even gamified?) to help you see your progress and maintain your motivation… especially when the going get tough!   Hybrid L&D Facilitator   This is something a lot of use currently do, even if we don’t use a fancy name for it. Hybrid L&D Facilitators will play a crucial role in bridging the gap between remote and in-person training and development. They will design and deliver learning experiences that are effective and engaging for both remote and on-site employees, ensuring that everyone has access to high-quality training regardless of their location.   Here’s a fun example – the facilitator organizes a blended learning workshop where remote participants join via a virtual platform while in-person attendees participate on-site. The first group has to do something (i.e., solve a puzzle or discuss a case study) that can be used by the in-person group to then go on a scavenger hunt or do a role play. They use interactive tools like virtual breakout rooms and collaborative whiteboards to foster engagement and collaboration among all participants.   What’s next?   While this exercise in creativity is certainly fun, we need to remember that that’s all it is for now. Time will tell if any of these will become mainstream. And if they do, remember – you heard it here first, folks! J    The future of L&D is brimming with potential, but it must adapt and align with business priorities to survive. If it does not, it risks losing its value and relevance, and business leaders will stop seeking its support. The emerging roles we highlight here promise to revolutionize professional development. But are you ready to embrace the change?  How can you ensure L&D remains a value-adding function in our organizations? Let us know your comments down below.   ----   Sources : Barrero, J.M., Bloom, N. and Davis, S.J., 2021. Why working from home will stick. National Bureau of Economic Research Working Paper 28731. [pdf] Available at: https://wfhresearch.com/wp-content/uploads/2024/06/WFHResearch_updates_June2024.pdf [Accessed June 2024]. CIPD, 2023. Learning at work 2023. [online] Available at: https://www.cipd.org/en/knowledge/reports/learning-at-work/ [Accessed June 2024]. Erickson, R., Moulton, D., Cleary, B., 2018. Are you overlooking your greatest source of talent?. [online] Available at: https://www2.deloitte.com/us/en/insights/deloitte-review/issue-23/unlocking-hidden-talent-internal-mobility.html [Accessed June 2024]. Haan, K., 2023. Remote Work Statistics And Trends In 2024. [online] Forbes. Available at: https://www.forbes.com/advisor/business/remote-work-statistics/ [Accessed June 2024]. Kotter, J., 2023. What’s next for learning and development: The past, present, and future of training in a hybrid world. [online] Forbes. Available at: https://www.forbes.com/sites/johnkotter/2023/04/24/whats-next-for-learning-and-development-the-past-present-and-future-of-training-in-a-hybrid-world/ [Accessed June 2024]. LinkedIn, 2024. LinkedIn Workplace Learning Report 2024. [pdf] Available at: https://learning.linkedin.com/content/dam/me/business/en-us/amp/learning-solutions/images/wlr-2024/LinkedIn-Workplace-Learning-Report-2024.pdf [Accessed June 2024]. Taylor, D.H., Vinauskaite, E., 2024. AI in L&D: From talk to action. [online] Available at: https://donaldhtaylor.co.uk/research_base/focus02-talk-to-action/ [Accessed June 2024].

When I was a kid, my dad used to take me and my sister on long road trips to the beach. It was a 5-hour drive where we would need to cross half the country to get to our destination. My dad challenged us to remember, in the correct order, the towns and rivers we would be crossing to arrive at the beach. He had previously designed an amazing scoring and reward scheme (peanut M&Ms) to keep tabs on the ‘game’. To this day, I am proud to say that I know my country’s geography better than any of my friends. It was knowledge acquired inadvertently while having a great time! I enjoyed the stories about the towns, discovering new things, and cared little about winning. My sister was all about winning! Both personality traits ( gamer types – keep reading for more on this!) were very well catered to by my dad’s game dynamics. Without knowing Gamification theory, my father designed a learning system for us to be engaged, to share, be challenged, and have fun and secure knowledge for life. Today, we know a lot more about how to design long-lasting learning experiences by using Gamification elements in the classroom. Let’s start from the beginning. What is ‘gamification’? Gamification is to use game-design elements in non-game contexts. It's adding a ‘play flavor’ to any context. In adult learning processes, gamification has proven to be an element that allows adults to fuel their imagination, boost their creativity and problem-solving abilities. It basically makes the ‘hard stuff more fun’ motivating learners and making them more engaged with the learning matter. Gamification theory in education is that people learn best when they are having fun. Gamification involves game-based elements like: Leaderboards and other progress indicators (badges, points) Competition Social connection and collaboration Player (learner) control Immediate feedback In our L&D world, gamification can be used in many learning scenarios such as: Onboarding Sales training Leadership training Compliance training Team building and engagement activities Now, let’s touch on the most important part of the process: the learner, aka The Gamer . Personality types in gaming According to Richard Bartle, gamers are divided into 4 different personalities that we will surely encounter within our learning scenarios: Killers Focus on winning, rank, and competition. They connect by leaderboards and ranks. In the context of L&D, you may find more ‘killers’ in areas such as sales teams. (Remember my sister?) Achievers Focus on reaching status and achieving goals. They are motivated by being recognized for their achievements. In organizations these are the people who seek to be promoted. Explorers Focus on curiosity, exploration, and discovery. They are curious about reaching less obvious conclusions or results. In the work environment, these people tend to be interested in ‘extracurricular’ activities like clubs, volunteering, and others. (to this day, this is me!) Socialites The friendly ones! They are all about networking and meeting new friends. They enjoy one-on-one activities, making new contacts, and ‘weaver’ their network. 10 ideas to gamify your training The exciting challenge for the L&D practitioner is to design engaging learning experiences that will ignite the playfulness in all 4 gamer personalities. Now, inspired by my dad’s simplicity and spontaneity; I want to share 10 ideas on how to infuse gamification in your training sessions: Idea 1. Scavenger adventures or employee onboarding missions These work great for boosting teamwork, collaboration, creative thinking, and fun competition. There are platforms to carry out this session in virtual environments or you can get creative and make great use of space in live sessions. Idea 2. Artwork, creative-crafty contests Get participants involved in artwork or creating crafty articles with materials they can easily find in their homes (for remote training) or in the surroundings of the training class. Idea 3. Bonus points for stellar participation Award points for different categories of participation during the class. (Best question, craziest idea, thought-provoking opinion). Idea 4. Track and reward learning streaks This would work very well for compliance and onboarding training seasons where multiple sessions must be completed. Idea 5. Debates and friendly battles One of the cornerstones of adult learning is making the process social. So give opportunities to your learners to discuss what they are learning or debate controversial topics, so they can discover different perspectives organically. Idea 6. Collectibles (and trading) Encourage negotiation skills with small rewards that can be collected and traded among participants. Idea 7. Find a word/image Hide words or images throughout the session (around the classroom if ‘live’ or in the virtual learning material) for students to find and earn rewards. Idea 8. Unlock your course Design a city map where each area has different tasks and objectives. Choose a known city with its landmarks (like New York) or get creative and create a new city for your students to discover. Idea 9. Create a range of distinctive rewards desirable to different gamers Remember some may like tangible things and others may want more subtle things, like a longer recess. Idea 10. Monitor, assess , and don’t be afraid to change Or adjust the ‘games’ as your learning journey develops. Give gamification a try! It has proven to encourage active and continuous learning, create more enjoyable and lasting education experiences, and is also a great way for scoring many peanut M&Ms!