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In recent years, virtual onboarding programs have become an increasingly popular solution for organizations looking to efficiently integrate new employees into their workforce. The COVID-19 pandemic has further accelerated this trend, with many companies shifting to remote work arrangements and consequently, virtual onboarding programs. While there are some similarities between virtual and traditional onboarding, there are some unique challenges and opportunities that come with the virtual format. In this post, we'll explore five tips for creating an effective virtual employee onboarding program. Table of contents: 1. Set Clear Expectations 2. Leverage Technology to Create Engaging Content 3. Provide Opportunities for Feedback and Support 4. Incorporate Company Culture and Values 5. Continuously Evaluate and Improve 1. Set Clear Expectations The first step in creating an effective virtual onboarding program is to set clear expectations for the new employee. It's important to make sure the new hire knows what they will be doing, who they will be working with, and what their goals and objectives are. This should help them feel more comfortable and confident as they start their new role. One way to do this is to provide the new employee with a detailed onboarding plan that outlines their tasks and responsibilities for the first few weeks or months. This plan should include specific goals, deadlines, and any training and development opportunities they will have. It's also important to establish open and two-way communication channels from the beginning. This includes setting up regular check-ins with the new employee and providing them with contact information for their manager, HR representative, and any other relevant stakeholders. This will help them feel supported and connected to the organization, even when working remotely. 2. Leverage Technology to Create Engaging Content In a virtual onboarding program, it's inevitable to use technology to create engaging and interactive content. This can include video tutorials, virtual tours of the workplace, interactive quizzes, and other multimedia content. This will help the new employee feel more engaged and interested in the onboarding process. One effective way to create engaging content is to utilise a learning management system (LMS). An LMS can help you organize and deliver onboarding content in a structured and organized way. It can also track the progress of the new employee and provide them with feedback and support. Another way to use technology is to incorporate social learning into the onboarding program. This can include virtual discussions, peer-to-peer learning, and collaborative projects. This will help the new employee feel more connected to their colleagues and the organization as a whole. Try leveraging your internal social media channels (Yammer, Slack, etc.) and intranet. 3. Provide Opportunities for Feedback and Support When an onboarding program is virtual, it becomes that much more important to provide opportunities for personalized feedback and support. If possible, try to integrate mandatory regular check-ins for the whole duration of the program. This includes a weekly (or daily, if required) 1:1 with the line manager. Consider introducing a "buddy system" where the new joiner is paired with a more experienced member of the team, and they act as their buddy to help them integrate more quickly. Encourage the new employee to ask questions and provide feedback on the onboarding process. This can help identify areas for improvement and ensure that the new employee feels supported and engaged throughout the process. You can do this by including an online survey at the end of the onboarding program or meeting with the new joiner for an interview. 4. Incorporate Company Culture and Values Incorporating company culture and values is an important building block of any effective onboarding. It's when things go virtual that this becomes a real challenge. But just because it's hard, doesn't mean it's impossible. One effective way to incorporate company culture and values is to make it an integral part of the onboarding content. This can include videos or written materials that explain the organization's history, values, and mission, virtual events, or activities that help the new employee feel more connected to the organization's culture. It takes more than reading a brochure or watching a video to fully understand and embrace a company's culture though. This is where a line manager's role becomes extremely important in making sure they introduce real-life examples of what it means to embody each of the company's values. Work with your managers to make sure they set aside time and opportunities to talk to their teams about the company culture and values. 5. Continuously Evaluate and Improve Finally, it's important to continuously evaluate and improve the virtual onboarding program. This can include soliciting feedback from new employees (and their line managers), tracking their progress and success in their role, and identifying areas for improvement. One effective way to do this is to establish metrics for success , such as retention rates, employee engagement scores, or time to productivity. This can help you identify areas where the onboarding program is succeeding and where it may need improvement. Regularly reviewing and updating the program can help ensure that it remains effective and relevant, especially as the organization evolves over time. This can also help the organization stay competitive in terms of attracting and retaining top talent. Creating an effective virtual onboarding program is essential for organizations looking to efficiently integrate new employees into their workforce, especially in a remote work environment. By setting clear expectations, leveraging technology, providing opportunities for feedback and support, incorporating company culture and values, and continuously evaluating and improving the onboarding program, organizations can create a successful virtual onboarding program that helps new employees feel connected, supported, and engaged from the start.

Think back to high school or university. You'd attend a class where a teacher or professor presents a theory and then assigns you homework. Allegedly, this helps you build knowledge and skills. But research doesn't support better academic achievements due to home assignments. Many supported a change in the educational systems around the world. So in the late 1990s, things started to shift, and the world was introduced to Flipped Classrooms or the 'backward instructional design model.' What is a Flipped Classroom? Where traditionally, the theory is presented during a classroom session and students practice at home, in a flipped classroom, this is… flipped. In this backward model, learners study the theoretical aspect of the topic by themselves and then discuss and practice in the classroom with a teacher and their peers. The initial materials can be presented in any format – video, written articles or blogs, podcasts, and many others. It's important to note that if the learner doesn't understand something at this stage, they are welcome to address their questions to the trainer or tutor. Nowadays, you can use a range of communication channels to manage this part – email, phone, a learning management system, or any of the hundreds of messengers. This way, you ensure that once trainees enter the classroom, they have gained the knowledge on the topic, and you can focus on building particular skills using this knowledge. During the face-to-face part of the training, learners can participate in debates and discussions, solve complex problems, and perform real-world or simulated activities that increase their learning depth. Let's look at the concept from a practical point of view. If you have to train a group of new hires on a new payment system, you can send them the manual in advance and ask them to read through it. Or send them a video describing it. When they join you live, they get to try it out, join a simulation and ask questions. Pros and Cons of a Flipped Classroom Flipped classrooms have some expected advantages and disadvantages. The advantages include: Flexible access to initial materials because they can be opened and read when required The learning content can be curated from existing materials (videos, books, articles, etc.) Where learning content needs to be created, it can be relatively inexpensive (i.e., create a document, record a video, prepare a presentation, etc.) Learners can work at their own pace and recap as required. Learners have access to the learning materials indefinitely. Learners are free to come up with novel solutions or even resources. Learners have an active role in studying. Enables real-time discussions among learners and the trainer Classroom activities focus on real-world application, therefore helping learners retain the knowledge for a more extended period. Just like with any other learning method, flipped classrooms have some disadvantages. But there are ways to counter them too. Disadvantages How to counter Lack of engagement with the trainer or other learners before the face-to-face training Provide learners with the means to contact you or the trainer before the live session. This can be done via email, phone, messenger, or the LMS There is a risk that learners will not cover the material before joining the classroom session Explain the method and how it works before learners sign up. Make sure to include information on what actions they will be expected to take and how much time they will need to invest in the entire learning experience Involve learners' managers and/or explain their employees' time and effort investment and double-check if this is ok Highlight that people who have not completed the pre-classroom materials will not be admitted to the classroom session Include short, interactive activities (videos, games, assignments, etc.) Plan at least some time at the beginning of your classroom session for a quick recap to make sure that even people who haven't completed the pre-work are on the same page May require extra equipment or IT skills to access some of the learning materials Ensure that all learners can access the content by running a test or a pilot with a sample group. If some learners do not have access to the needed equipment, change the format (to print) or lend them a temporary device (i.e., a company laptop, a tablet, or a phone). How to design and deliver a Flipped Classroom The process you would use to design and deliver flipped classrooms would be similar to traditional face-to-face training. The difference is in finding a learning method that is not a lecture or a face-to-face presentation. Let's see how that could work in practice. 1. Preparation Just like with traditional classroom training, you need to start by considering who your learners are, their needs, and desired outcomes from the training. Unlike a conventional classroom, you also need to create or curate the pre-course materials, upload them to be accessed by your learners, or distribute them in print. 2. Introduction, explanation, and demonstration How you introduce, explain, and demonstrate the learning content will play a massive role in your learners' successful retention and application. And again, unlike traditional classroom training, these three steps are done without physical interaction between the learners and the trainer. This is where technology can come to play. A lot of trainers would opt-in for a quick video lecture that they record and send via email or a Learning Management System. You can also include quizzes and practical exercises learners can try before coming to the classroom session. 3. Imitation The main focus of the classroom portion of the learning experience is to imitate the trainer - that is, to try things on your own. If done right and in a safe environment, this can be a lot of fun. It's also an excellent opportunity for trainers to use gamification techniques , experiential learning principles, and active and social learning approaches. 4. Wrap up This stage of the training process can and should be done at the end of the live session. But it should extend beyond that as well. Learners should have a way to contact the trainer and their peers in case of any questions or need for further support. Again, this can easily be accomplished with access to an online community, email, phone, messenger, or the LMS. Flipped Classroom example I was working with a payroll provider company. They had an employee training program on how to file case documentation. It wasn't very popular with employees and proved to be somewhat ineffective. I did some analysis for them, and it revealed people mostly found the classroom training to be long and boring. We decided to try a different approach. We created 6 different videos explaining the 6 filing processes. Then, 2 weeks before the training, the group was split into 6 teams. Each team randomly received 1 of the 6 videos, accompanied by real examples and a quiz on the content. In those 2 weeks, they had to work through the cases and prepare to teach the other participants their assigned filing process. In the classroom session, the teams took turns presenting their documentation filing process, asking questions, and learning from others. When we evaluated their retention 6 months later, it was improved by 68%. Tips for L&D on Implementing a Flipped Classroom If you are want to introduce Flipped Classrooms in your organization, consider the following two questions: Is the organization ready for it? and, Do you have all the necessary resources to launch it? Tip 1. Run a pilot You can find the answer to the first question by doing a small-scale pilot flipped classroom and then collecting feedback. Usually, there are a lot of volunteers willing to participate. A pilot is a great and inexpensive way to test the waters because you don't commit to anything, and you can evaluate the readiness of the organization and the people involved. To run a test or a pilot, talk to the potential participants of the flipped classroom, their managers, and HR. They can tell you more about the organization's readiness to adopt new things and can also indicate how well this learning intervention would fit with the overall company culture and strategy. Tip 2. Use what's available You can go big or small when it comes to resources - it really depends on your budget and imagination. We've done flipped classrooms with just emails. We've also done super intricate online courses and video animations. The best resource is the one that's already available. Is dedicated software, like LMS, convenient? Yes, absolutely! But you don't need to rush out and buy the most expensive program. There are wonderful free alternatives: you can track participation on an Excel or Google sheet, you can record a video of you talking or demonstrating something on your phone, you can send articles or books via email, you can use any free quiz maker to test their understanding. Make a list of the different steps in the initiative, like pre-class, in-class, and post-class. And then just think about what the learners need to have access to in each step. For example, before the session, you may want to share a YouTube video and a link to a Harvard Business Review article. During the classroom, you may want to do a role play with everyone in the room. Finally, after the session, you may want to set up some projects they work on as part of their day-to-day. Then it's a matter of mapping what software or resources you already have for each step. In this example, you don't need anything but email, SurveyMonkey, and Word or Excel. What existing learning programs can benefit from flipping the traditional classroom training in your organization? Or perhaps you think it would be great to have it as a stand-alone development offer? Why not even replace your existing in-house training? Let us know by sharing your thoughts on social media, and remember to tag us!

In a study from 2020 , the CIPD discovered that 98% of L&D practitioners aspire to build a learning culture. Yet, only 36% claim to have achieved this. We all know why it is important, but the question we often can't answer is how to build a learning culture. But perhaps there is another question that we need to ask first. And that is, "what exactly is a learning culture?" Table of contents: What is culture? What is a learning culture? 6 Building blocks of a learning culture How to build a learning culture? Live stream - "Building a Learning Culture" Watch the recording from our live stream on how to build a learning culture on YouTube: What is culture? To explain what a learning culture is, we need to understand what a culture is. And let's just start with the obvious – it isn't easy to define because it is not something you can touch or quantify. You can think of culture as the opposite of nature– anything that is man-made and intangible (Fee, 2011). Usually, a specific culture would be described in terms of the attitudes, values, and traditional practices that a group of people would share. We have all heard of Japanese business etiquette and how different it is from the European or North American ones. What is a learning culture? If culture is intangible, how can we define learning culture? Broadly, we can say that it is a climate within the organization where people enjoy learning. But that is a rather simplistic view. A learning culture is also about embedding learning into the day-to-day practices of an organization, promoting and rewarding learning at different levels (CIPD, 2020). This is how we get the term learning organization . In other words, an organization that promotes and celebrates learning and where people have many opportunities to develop (Fee, 2011). In reality, this means: giving people opportunities to learn, letting them challenge each other encouraging questioning the status quo and business practices, supporting self-reflection on their knowledge, skills, behaviors, and actions, changing themselves for the purpose of changing the organization. In the day-to-day, this can mean having a dedicated time for learning where employees can: attend trainings, conferences or workshops, watch online courses or mobile learning, participate or observe a project, rotate jobs or observe others, Listen to a podcast Get coached or mentored Read a book and many others But that in itself isn't enough. Once an employee has gained any new knowledge, a learning organization would encourage that person to apply it to their work, experiment, optimize processes and share their learnings with others. 6 Building blocks of a learning culture So how can we define what it is more precisely? The best way is to look at the building blocks of a learning organization. We've developed our own list of the six most important characteristics inspired by numerous authors (see sources below) and our own experience. A learning organization: 1. Supports personal mastery One of the key human drivers is to become really good at what you like to do. And yes, it is usually applied to our hobbies. But the same principles apply when we are at work. We want to be seen as experts and to feel proud of our accomplishments. This can be motivating to a lot of people and inspire them to create change. Example : you want to become the head of the L&D department in a few years. A learning organization would encourage this by supporting you professionally, emotionally, and even financially. 2. Creates on-the-job learning opportunities for all employees This is a pretty straightforward one. In a learning organization, all employees have access to learning and, what's more, are encouraged to apply it back to their job. Example : A QA wants to develop an automated test to check for bugs in the software before releasing it to the users. A Learning organization would also sponsor this person to attend a course or a qualification program. But that's not the end of the story. This person would also be encouraged to apply everything they learn back on the job, find an optimal solution that works for the specific software and language, and train other people on the team. This way, the organization not only supports the personal development of this QA but also ensures it is applying the best practices from the industry. 3. Empower people to make decisions by challenging the status quo. There is a famous quote by Steve Jobs "It doesn't make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do". If you help your people become smart but then rob them of the opportunity to challenge you, your organization is doomed. You will be taking away its power to change, adapt, be innovative, outrun, and outperform the competition. Empowerment has another dimension too. It is about supporting the culture of asking 'why'. When people learn , they feel motivated to do more and try new things. But this can only be helpful if that person understands their growth's impact on the work and the organization as a whole. Example : An employee is part of a succession plan to step into the role of a manager. A Learning organization will allow that person to try new management approaches, implement innovative solutions, and challenge the status quo so the team can grow and become more productive and engaged (…and profitable by proxy). 4. Encourage collaboration, feedback, and knowledge sharing. We learn a great deal from each other. And feedback plays a key role in this because it is a wonderful opportunity to improve ourselves. If we do something well, it would be great to know about it so we can repeat it in the future. If we suck at something, the sooner we know, the sooner we can change it. Example : A customer support agent is not reaching their Net Promoter Score (NPS) targets. They are encouraged to talk to their colleagues and try new things. But their performance will not improve quickly unless they have immediate access to their NPS scores to monitor their progress. They need to see the link between their approach and how customers rate their experience as soon as the interaction is over. Moreover, this agent would need continuous feedback from their peers and manager to know what specifically they need to start, stop and continue doing. 5. Inspire active experimentation and learning from mistakes quickly. When working on something new, you can either: Work on it for weeks to polish every last detail and then present it to the client or user OR Get a rough draft to the client or user, ask for feedback, polish the draft and ask for feedback again; repeat until the final product is just what the client needs. If you're a perfectionist, the second option probably sounds like torture. But the truth is that the quicker you can make some mistakes, the quicker you can learn from them and move on to other things. Making room for mistakes lets us collect intelligent information so we can improve while still making progress on our work. It's important to remember that we all make mistakes. And that is ok! As long as we learn from them and we never repeat the same mistake twice. A learning organization not only allows but encourages mistakes, as opposed to perfecting month-long projects only for them to fail upon their first encounter with the client. Example: A popular anecdote tells the story of a newly hired executive who made a huge mistake and lost millions for the company. The CEO was asked why he didn't fire that person. The response was, "Why would I fire him? He just learned a million-dollar lesson. You can't train for that!" 6. All organizational systems and practices should facilitate learning. A culture of learning cannot thrive without the right environment. If there are no policies and procedures in place that support learning initiatives, there won't be a tangible shift in the mindset. Example: In a company with no clearly defined and transparent career paths (i.e., if you want and can do ABC, you can pursue XYZ careers or titles), people may wonder what's the point of having access to different learning opportunities. After all, learning should have an end goal. Without it, it's just learning for the love of learning but with no applicability on the job. How does your organization stack up against these six building blocks? Let us know in the comments below. So is it worth building a learning culture? Yes! Can it be challenging? Of course! How can we do it? It's easier than you might think! How to build a learning culture? Let's assume that the desired outcome is to build a learning culture that encompasses all six building blocks above. This leaves us with the key three steps to getting there. Step 1. Evaluate the current learning environment. Before you can plan the route, you need to understand your starting point. You can do this by researching existing data, like engagement or cultural surveys. Or you can simply ask – in interviews, focus groups, and questionnaires. This should give you enough data to compare your current environment to the six building blocks. Consider the existing culture within the organization because you will never be working with a blank canvas. So knowing where the ridges are, where the paint is thicker or thinner, will allow you to maneuver and build a more sustainable shift towards learning. Step 2. Design and implement appropriate interventions. All interventions you decide to use need to support learning at all organizational levels. Again, look at the six building blocks – how can you provide learning opportunities, encourage feedback, experimentation, knowledge sharing, and collaboration? What systems need to be put in place to allow for the shift? What communication channels should you utilize? There are many things to consider in the design. One of the biggest challenges is quantifying what a learning culture should be. How many learning opportunities should there be? How often should managers provide feedback to their employees? What kind of experiments and mistakes are people allowed to make? Step 3. Monitor the perceptions and attitudes. Culture is dynamic, it's alive. You must ensure that you are continuously monitoring the perceptions and attitudes of all people throughout the organization. Whenever there is a shift, you need to clearly understand what caused it and how you can sustain it or course-correct it. Conclusion Building a learning culture is complicated, and there aren't clear-cut answers or solutions. But with the right approach and process, you can move mountains. If you want to learn more on this subject, in our flagship course, "Introduction to Learning and Development", you'll find more information and several practical exercises to try building a learning culture yourself. How do you build a learning culture? Let us know in the comments below. And if you have any questions, don't hesitate to contact us via email or on our social media channels. Sources : Creating learning cultures: assessing the evidence. (2020). https://www.cipd.org/uk/knowledge/evidence-reviews/learning-cultures-evidence/ Garvin, D. (1993). Building a Learning Organization. https://hbr.org/1993/07/building-a-learning-organization Hill, J. (2021). The Benefits Of A Learning Organization Culture - Bloomfire. https://bloomfire.com/blog/benefits-learning-organization-culture/ Learning and development strategy: an introduction, CIPD - https://www.cipd.co.uk/knowledge/strategy/development/factsheet Build a winning L&D strategy, Training Journal - https://www.trainingjournal.com/articles/feature/build-winning-ld-strategy Fee, K. (2011). 101 Learning and Development Tools . 1st ed. London: Kogan Page. Gold, J., Holden, R., Stwerard, J., Iles, P. and Beardwell, J. (2013). Human Resource Development. 2nd ed. London: Palgrave Macmillan. Elkeles, T., Phillips, J. and Phillips, P. (2017). The Chief Talent Officer . 1st ed. Abingdon, Oxon: Routledge.

You’ve been asked to prepare a webinar on a hot topic in your organization. Or you need to translate a 4-hour face-to-face training into a 1-hour webinar. You prepare your slides. Your script and your computer are ready. Everyone seems to be excited. You do your thing. And then the feedback comes in… “Booooring!”, “That’s 1 hour of my life I’m not getting back”, and “I can watch the recording again to put me to sleep at night”. What went wrong?! You didn’t follow our tips for creating an engaging webinar. So let’s remedy that! Table of contents: 1. Purposeful and Clear Objectives 2. Engaging Pre-Webinar Activities 3. Gamification 4. Use Emotion and Storytelling 5. Real-Time Demonstration 6. Multimedia Integration 7. Active Social Media Involvement 8. Clear and Visually Compelling Slides 9. Participant Collaboration 10. Audience Spotlights 11. Virtual Backgrounds and Props 12. Use of Augmented Reality (AR) or Virtual Reality (VR) 13. Use of Chatbots 14. Inclusion of Relevant Case Studies 15. Expert Panel Discussion Summary 1. Purposeful and Clear Objectives This may not be fun or exciting, but it is the single most important thing you need to create an engaging webinar. The main question you must answer is “Why is this webinar needed?”. Or you can rephrase it to “What will the participants walk away with?” Once you know what the purpose of your webinar is, break it down into specific skills and/or knowledge, define the objectives, and give your webinar a direction that will help you create meaningful content. Not to mention that purposeful and clear objectives will help your audience understand what they can expect to gain from participating before they set foot inside your webinar (so to speak 😊). 2. Engaging Pre-Webinar Activities Engagement with your webinar shouldn’t start at the beginning of the session. Use the time before participants even log in to engage them with an activity. Or invite them to prepare material for the session. Both could further stimulate their interest in the topic and your session. Some examples of pre-webinar activities include creating a short video, reading an article, or filling out a survey. 3. Gamification Any game-design elements you add to your webinar will surely be crowd-pleasers. After all, who doesn't like playing games? Consider adding things like mini competitions, awarding points, leaderboards, rewards for participation, and so on. Just to be clear – gamification is much more than just counting points. So instead, focus on the game-like elements we mention here, rather than who wins. It will boost engagement and make learning more fun and interactive. 4. Use Emotion and Storytelling There is a famous quote by Maya Angelou that says, “People don’t always remember what you say or even what you do, but they always remember how you make them feel.” This is true for webinars as well. Tell compelling stories, use humor, or create a personal connection with your audience through emotional language and storytelling. 5. Real-Time Demonstration Not every topic will allow for a demonstration. But if appropriate, show people how a new software performs or the workflow of a process or a soft skills model. This will give the audience a practical understanding of the subject and demonstrate the desired end goal more visually and kinaesthetically. 6. Multimedia Integration Listening to someone talk for an extended period of time can be tiresome. So switch it up with videos, infographics, audio clips, and animations. These can bring your content to life and help break up the presentation to maintain the audience’s interest. 7. Active Social Media Involvement Social media is ever-present in our lives. And if you can’t beat it, join it. Use social media for pre-event promotion, live tweeting during the event, or a post-webinar discussion place. This can create a buzz around the session and prolong the engagement way after it is over. 8. Clear and Visually Compelling Slides We can talk about visually compelling slides for many hours… days even! But for the purposes of engagement, let’s just say you need to “create slides that people will understand in 3 seconds. People can either listen to you or read your slides – they won’t do both simultaneously (not without missing key parts of your message, anyway). So make sure they can quickly comprehend your visuals and then turn their attention back to what you’re saying.” (Duarte, 2012) Try to use as little text as possible. Instead, focus on bullet points, diagrams, images, or infographics to convey your message more effectively. 9. Participant Collaboration Who said the facilitator is the only one to talk during a webinar? Get your attendees into breakout rooms and have them discuss a topic, solve a problem or even work on a project. Social and collaborative learning has tons of benefits, like enhancing learning retention, creating a sense of belonging, and, most importantly for us - making the webinar more interactive. Keep in mind that not everyone will feel comfortable talking to people they haven’t met in person before. So if you’re going to use breakout rooms, allow some people to opt out of the experience. But also make sure to tell them they will be missing out and, if they prefer, they can participate as silent observers instead. 10. Audience Spotlights Breakouts may not always be possible. So consider giving your audience a spotlight instead. You can take a moment to acknowledge someone’s comment, idea, or question. Or showcase someone’s work, have them share their experiences, and contribute to the content with their own perspective or experience. This encourages more participation because it shows the audience their engagement is valued and recognized. 11. Virtual Backgrounds and Props Go nuts with your virtual background and props. Have them search for clues in your background related to the topic, or have them change their background based on a theme (for example, to a color that reflects their mood right now). Some webinar software even allows you to use filters, so why not utilize those as well? 12. Use of Augmented Reality (AR) or Virtual Reality (VR) AR and VR are becoming more and more prevalent in our day-to-day. So it’s only natural that you try to incorporate these into your webinar, making it an immersive and unforgettable experience for your participants. You can demonstrate a new product in 3D, lead everyone on a virtual site tour, create an immersive learning simulation, create an interactive presentation (as opposed to static slides), visualize data more creatively, and so much more! 13. Use of Chatbots And while we’re talking about new technologies, why not use AI chatbots during your webinar? A well-designed chatbot can respond to frequently asked questions, provide technical support and even deliver the content (i.e., provide additional resources in response to a certain trigger). 14. Inclusion of Relevant Case Studies Of course, no amount of new technology can replace the good old case study. Real-world examples will not only make your webinar more engaging, they will also provide context and make it easier for attendees to see how the information can be applied to their own situations. 15. Expert Panel Discussion Finally, you can add yet another level of interactivity by inviting experts to share their unique perspectives for a more dynamic and engaging discussion. This brings a variety of industry experts to a single platform. Summary If you follow at least some of these tips, you can wave goodbye to "boring" and say hello to riveting webinars! Make sure to define clear objectives upfront and then wrap your participants in an engaging blanket of pre-webinar activities, multimedia content, gamification, and compelling storytelling. Integrate modern wonders like AR/VR and AI chatbots for an immersive experience and don't forget the power of social media to create a buzz. Use visually clear slides, stimulate participant collaboration, and shine the spotlight on your audience. Roll out relevant case studies and invite expert panelists for a dynamic discussion. Your webinar is not a one-man (or one-woman) show but a vibrant, interactive stage where knowledge and experience are shared. So take the leap and let your webinars be the talk of the town! What did we miss on our list? Let us know in the comments below. Source: Duarte, N. (2012) HBR Guide to Persuasive Presentations (HBR Guide series) . Boston, MA: Harvard Business Review Press.

As Learning & Development professionals, we all dream of more engaged learners, who are excited to take up any course or piece of learning we offer and get completely immersed in it. Let’s be real though: it’s very rare that a learner typically even finishes a course, let alone soak up every last drop of knowledge and is fully engaged throughout the whole thing. One can dream though, right? While it’s true that engagement levels can never be as high as we L&D folks would like to, there are tips you can apply, which will help you raise them a bit. (And keep them high!) What is learner engagement? Learner engagement implies that the learner is actively participating in the learning process instead of just skimming through for the sake of program completion and getting it over with. To ensure learning takes place, we need engagement. An engaged learner: Makes effort in problem-solving Assures active participation Is enthusiastic and positive Enjoys learning and reflecting on the skills learned Benefits of learner engagement Hugely engaged learners complete learning programs successfully and are also better at retaining that knowledge and as a result, are also better performers. Higher learner engagement has also a positive impact on the workplace. The changes can be seen in terms of the following: Creativity: As the employees learn new skills effectively, they try to apply them in different aspects of their work. For instance, they may take initiatives in suggesting improvements for various existing processes and strategies of the company and may even try to provide ideas for new projects. Learning culture: When learners are excited about what they are learning, they become ‘torch bearers’ of the learning program. They motivate their peers to learn too. Seeing them performing more efficiently and their enhanced productivity, others are also inspired to get involved in the learning. Improved communication and cooperation : When you learn something enthusiastically, you tend to discuss it with peers. The discussion could happen verbally, over forums or action learning activities which lead to collaboration among people. How to increase learner engagement So what can you do to effectively increase learner engagement and keep it high to reap the positive benefits for the organization? Tip 1 : Set specific goals The goals of the program should be relatable to learners’ short- and long-term career goals. If there is some relation between program goals and learners’ personal goals, they will be emotionally invested in the learning as it helps them in personal growth too. You should introduce the program goals in the beginning so that learners can relate to them and know in advance what is expected from them. Tip 2: Apply good pedagogy We should try to adapt the program style depending on learner needs and goals. For example, if interpersonal skills are to be learned, then a webinar would be a preferable program style. And let’s say if HTML is to be learned, then a website or LMS with tutorials and video content would be more appropriate. Tip 3: Keep it creative and interesting For example, if slides are involved and the program is about sales then keep the slides graphical and relevant. That would help you represent multidimensional data (various time zones, multiple variables, etc.) in a single graph without writing multiple lines to do the same. As graphs are self-explanatory with minimal text, you can move through swiftly and promote engagement as understanding comparisons in graphical form is easier than reading a lot of text. Tip 4: Keep content accessible The learning content should be easily available to the learner. The learning should be made flexible in terms of anytime, anyplace, anywhere learning. If activities like projects, case studies, etc. are involved, then learners should have control over when, where, and how they are going to implement the skills. They should also have the opportunity to explore learning content on their own. For instance, if the program is about improving communication skills, learners may be told about “Toastmasters” clubs that they can then explore on their own and improve their presentation skills. Tip 5: Provide constructive feedback We should aim to provide developmental feedback in a constructive and delicate way. It ensures they are more receptive to the inputs given. And they can apply them immediately to improve their performance. Tip 6: Use experiential learning We should try to introduce experiential learning wherever possible because that highlights default behaviors and improves self-awareness. For example, W3schools uses “Tryit Editor” for HTML tutorials. The way it works is they give you the tags and an explanation of what they do. And in the editor, you can simultaneously try it out and see how the code works in real-time. This makes learning more interesting and easier to follow. Tip 7: Make it social Focus on providing multiple diverse platforms and mechanisms for learners to have a voice. The ability to have discussions, ask questions, provide suggestions, raise concerns, and get involved in decision-making can improve learner engagement. It also creates and boosts a learner-driven support system, which nurtures learning and spreads positivity in the workplace. Tip 8: Make it fun Meg Whitman rightly said, “If you have fun at your job, you are going to be more effective”. So, try to make it more fun. While doing so, we still need to keep in mind that fun is not the main purpose here, it’s making learning more engaging and effective as a result. Unnecessary or irrelevant fun activities will distract from the learning process. For example, if a program is about project planning, then to demonstrate common mistakes while planning, we could use real-world case studies that show how poor planning led to project failures. Instead, if we use an interesting case study about how lousy project testing led to delays in project completion, it would sure be fun but irrelevant and distracting. What tried-and-tested tips do you have for boosting learner engagement? Let us know in the comments!

Unless you have been happily living under a rock for the last 2 years, you are very aware that Zoom is a tool of preference among learning facilitators worldwide. Due to its user-friendliness and great features, we have been using this fantastic tool for most of our meetings and learning sessions (webinars, trainings, and team-building events). However, there might be some Zoom features you may not be aware of or are underusing. In this article, we bring you a list of 7 Zoom features that will save your online learning event. Let's begin! Table of Content: Tip 1. Explore the features! Tip 2. Set up your 'classroom' Tip 3. Stamp away! Annotation tool Tip 4. Live Opinions with Polling Tip 5. Get a room! I mean... Breakout Room :) Tip 6. Can I get your reaction? Tip 7. There's an App for that! Bonus Tip! Tip 1. Explore the features! Many Zoom features need to be activated while setting up your Zoom account. Start by logging into your Zoom web account and click on Settings on the menu on the left. Go over the options on the screen (Meeting, Recording, Audio Conferencing, and any others your account is enabled for). Take your time to carefully read each option. You would be surprised by the number of features you can enable/disable for your account. Tip 2. Set up your 'classroom'. Before your session starts, ensure your meeting layout is correctly set up. That may include having your chat window opened in your secondary monitor to communicate and gather input from your audience. If you've turned on "private chat" in the Meeting Settings, participants will be able to send private messages to each other. I also recommend that you keep the Participants panel displayed. This way, you can keep an eye on your attendees. You will know their audio status (muted or unmuted), video status (webcam on or off), and their current feedback status (raised hand, yes, no, emojis, and so on). Tip 3. Stamp away! Annotation tool After I started using the Annotation tool in my sessions, I can hardly imagine not having that great feature available for my learners. Annotations add the wonderful feel of collaboration and interaction we may have lost with virtual learning experiences. Your learners can draw on your shared screen, stamp, or add text to make your training more creative and fun. Bonus reminder: Before asking participants to annotate, make sure you add a quick instruction on how to find this feature. It is common for people to feel lost and not know where to find or use it (including how to close the toolbar once the activity is done). Oh! And remember, you can hide annotators' names from the 'More' option in your meeting controls. Tip 4. Live opinions with Polling Polling is a wonderful way to interact and gather valuable information for your training session. People get excited to provide their opinion and see the group's results. Zoom's polls are a bit more complicated to set up, though. BEFORE the session, you need to turn on polling in your Meeting Settings. This is where you can add poll questions and possible answers. DURING your session, select Polling from the Control Bar to open the Polls window. Select the poll question you want, then click Launch Polling. You'll see real-time results on screen as participants respond. Once finished, click on End Polling and then Share Results. Tip 5. Get a Room! I mean... Breakout Room :) Zoom breakout rooms can help participants feel a sense of community and social presence. Here are a few tips on using this amazing feature: Wherever possible, have an additional colleague help you set up the rooms in advance, so you don't spend too much time on this during the session. Make sure everyone knows what they will be doing in the breakout room before sending them 'away'. Ask a few times if there are any questions (one way to go about it is to ask everyone to give you a thumbs up from the reactions button if they are clear on their task). Encourage learners to use audio and video where possible. Keeping breakout rooms between 2 to 6 people will help everyone feel engaged and get everyone to contribute to the discussion. Make sure there is plenty of time for breakout activities. A rule of thumb is to allow at least 2-3 minutes for people to get their bearings and then at least 4-5 minutes per person to answer a single question. If you have more than 1 question, then multiply the time. Use the "Broadcast a message to all" option to inform the groups how much time they have left for the activity and remind them of any instructions. I can't tell you the number of times people go into breakout rooms, and the 'what did we need to do here?' question comes up once the group is away from the main meeting room. In recent updates, Zoom allows the facilitator to continue sharing their screen in the breakout rooms. If that feature isn't enabled for you or is not something you want, send the instructions via the chat window, as that will remain active during the breakout activity. Tip 6. Can I get your reaction? One underutilized tool is the Reactions button. With just a couple of clicks, people can tell you how they feel, whether you should go faster or slower, answer Yes/No questions, and indicate they have queries. Let your learners know from the start that you expect them to use the reaction buttons and encourage them throughout - ask them if they are ready, how they feel after the break, if they agree with you, and so on. Tip 7. There's an App for that! In another recent update, Zoom allowed the installation of additional apps. These are third-party software that you can add to your Zoom account. But the best part - learners don't have to install anything on their own computers. The apps work within the Zoom meeting. While it's still a new feature, some noteworthy mentions are the Timer, Miro and Asana integration, virtual backgrounds for all participants and many others. For the latest updates, keep an eye on Zoom's website . Bonus tip: be planned, not canned! Yes, you want to know your material thoroughly and test all features you will use in advance. Someone once told me: "The more preparation, the less perspiration during the event." However, remember that doesn't mean memorizing and reciting your lines. Think of those training sessions you attended that struck a chord the most. Very likely, the most effective presenters were not robotic mannequins blurting out a script. Quite the opposite - they were having a conversation with you. Do the same! Be yourself and enjoy! What other Zoom features have you been using recently? Let us know in the comments below or share your ideas on social media (remember to tag us).

Pin This for Later! “New year, new me” is a phrase we hear way too often at the start of a new year. It’s a fresh new leaf, turning a new page, the air is filled with optimism and opportunity. And then by January 31st, we’re just over it. Why is it that some people manage to stick to their resolutions and achieve their goals, whereas others give up shortly after they start? The simple answer is this: For a goal to turn into reality, you have to work towards it every day, and to do that - you have to turn that daily action into a habit. It has to be so much ingrained into your daily routine that you don’t even think about it, you just do it. This article will provide you with the best tips for developing productive habits that bring you closer to your goals. It will include ways to motivate yourself to follow through with your actions. The end result will be a great way to get into the habit of achieving new goals and living a more successful lifestyle. Tip 1: Know your ‘why’ It is a proven fact that most people who are motivated to do something tend to follow through with their actions. You may even think that this is just common sense, but the truth is that there are many people out there who lack the motivation to accomplish anything at all. People that fail to see results because they lack motivation to actually take action are not alone. They are in fact the majority, according to research conducted by University of Pennsylvania psychologists. The research found that people who lack the motivation to follow through with their goals and aspirations are actually more likely to give up before they have succeeded at all. The reason is that they are unwilling to put in the extra time and effort that is required to achieve results. So success is often not so much about talent, and skill it’s about consistency and following through. Or in other words: “ Hustle beats talent when talent doesn't hustle .” What is the solution? Know why you’re setting this particular goal for yourself in the first place. What will its achievement give you? Is it money, a sense of accomplishment, more freedom…? Whatever it is, write it down and put it somewhere where you can look at it every single day, so you never lose focus and forget your motivation. Tip 2: Start small You’ve probably heard it before that "Habit is second nature." What this means is that once you establish a good habit, it will become almost impossible for you to stop doing it or even slow down your performance of it. This is true whether you are an expert musician, a world-class athlete, or someone who wants to lose weight or start their own business. In the case of developing good habits, one proven way to do this is by establishing small goals and then working your way up to the larger goal. For example, if your goal is to lose 30 pounds, one way to go about this would be to decide to lose 1 pound per week. After three months of following this plan, you would have lost 12 pounds. From there, you could decide to change your goal to lose 2 pounds per week. And after another three months, you would have lost 24 pounds. And so on. The point is that by setting small, easily attainable goals, you will find it much easier to achieve the results that you want. And more importantly - to sustain them. On the other hand, if you set extremely difficult goals, you will find it nearly impossible to achieve them. The reason is that it is much more difficult to overcome a negative habit than it is to establish a positive one. This is why it is important to know how to break bad habits as well as how to develop good ones. Tip 3. Develop discipline The first step to success is often the hardest step of all. In this case, the hardest step is actually developing the habit of getting things done. It is no wonder that people who are unmotivated are also the people who are least likely to succeed. It takes a lot of energy and motivation to be successful. And, most people don't have that extra "oomph" that is required to make a move and actually achieve something. However, once people develop the habit of getting things done, they will find that it becomes easier and easier to stay motivated. This is because they will have developed a "mental muscle" that will keep them going even when the "physical muscle" that is required to get things done is lacking. They say motivation usually gets you started, but it’s a discipline that takes you to the finish line. How that discipline would look like is entirely up to you. Perhaps you are someone who needs an accountability partner - in which case find a buddy, who will check in on you and your goals daily. Or join a group or community. If you’re someone who’s more introverted, there are websites like Focusmate where you virtually work alongside someone. Another option would be an app like Done that helps you track your daily habit completion and reminds you if you’re not on track. www.thedoneapp.com Last, but not least: Don’t sweat it. If you fall off the wagon, you can always get back on. Give yourself grace and don’t wait for Monday or for January to start again. Every day is a new opportunity to start fresh. Good luck!

Have you ever wondered what a typical day in the life of an L&D professional looks like? Well, then you’re in luck because today I’m spilling all the beans and giving you a glance at what my day looks like. Of course, depending on your line of work and other factors (seniority, focal areas, industry, etc.) this may vary; but there are tasks and responsibilities that could be applied to most L&D professionals, in one way or another. So here we go! But wait! … first things first! A nice cup of coffee and now we are ready to get started! On a typical Monday, I start my day by reviewing my calendar and my project portfolio (a simple document where I keep track of my progress on projects I am involved in). I need to be clear with the priorities for the day and the week and the status of my tasks in each project. Then I check my email inbox and read a request from a manager that is asking for a Time Management training session for her team. She wants this to be a virtual session, delivered in 3 weeks. That brings me to responsibility no. 1 in the L&D life: Learning Needs Analysis (LNA) This is the process of identifying the knowledge, skills, and attitudes that are required to meet the needs of this manager’s learning request. Put simply, I will meet with the manager to discuss what the current situation is, the issue we are trying to fix, review any current data, define goals, and set indicators to measure the results of the training. If you’re interested in taking a deeper dive into this, then make sure you check out our LNA guide ! Sounds like a lot and it is! But remember, a robust LNA will make our lives a lot easier for the upcoming steps of the process! I set up the meeting with the manager and move on to my next task for the day. Next up, time to work on responsibility no. 2. Learning Experience Design I need to prepare the material for a Change Management program I must deliver in 2 weeks. I already have my LNA completed for this one: I have defined the objectives, audience, and learning methods I will be using. Next, I will proceed with creating the training material and the additional learning content. I will storyboard the content, curate topical articles and video to send to participants in advance, prepare slides, workbooks, ice breakers, energizers, and any other relevant material needed for the session. I need to allow enough time to do a dry run of the session with my L&D peers, implement any feedback and be ready for first delivery day. So exciting! This brings us to lunchtime! Before that though… let's grab a nice sandwich! Never skip your meals 😊 Next… I need to prepare a Training Evaluation Report for a webinar session delivered last week. This is responsibility no. 3. Learning Evaluation Alrighty, let's tackle this evaluation report by analyzing all data gathered after the session, via surveys and data comparison (from before and after the webinar). The data could include answers to questions like: “How satisfied were learners after each webinar?” “Did they find the content relevant and practical?“ ”What was the employee engagement throughout the session?” ”How was performance improved because of the webinar?” “Would they recommend the session to a colleague?“ This is the infamous NPS score. The main objective of learning evaluation is to measure the impact on the business along with learner satisfaction. Moreover, we will use any valuable information for future learning programs. Very often, preparing the report isn’t enough, I also need to send this evaluation to all stakeholders. My communication of the results must be clear, summarized for easy understanding but with enough data available, in case it’s needed. Luckily, I have been working with these stakeholders for a while and know what kind of data they need and how they prefer it is presented. All of this takes me to responsibility no. 4: Data Analysis This is the process of comprising the assessment, transformation, and arrangement of a set of data in a given manner to extract useful information. As a L&D professional, I am accountable for the information I provide to our stakeholders, before and after a learning experience. My personal journey through upskilling myself in this area has been exciting, challenging, and extremely useful. Using data effectively to demonstrate the impact our learning experiences have on the organization is the best tool to enhance a learning culture, prove our worth as L&D and place our department in the top priorities for the business. Data is your friend! Get better at it! The last part of my day is usually devoted to studying, reading, researching, and (tadaaa!) learning. This takes us to the final stop of this ‘day in the life’ journey and that is: Continuously improving your L&D Skills I always stay hungry for new knowledge, to improve my technical skills, and to learn about the business I work in. My tip to you - keep yourself updated, read a lot, take courses, and always be curious about what is new in the learning industry. I like to keep a good balance between my technical skills, like data analysis, learning content design, time and project management, and my interpersonal skills, such as change management, communication skills, emotional intelligence, creative problem solving, feedback abilities, and others. Keeping yourself updated, motivated and knowledgeable will be the best investment you do as an L&D professional. You will inspire others to do the same. For more resources and information on Learning & Development, make sure to check out our flagship course Learning and Development Fundamentals: Practitioner's Guide . So, my friends, this is how we wrap up our Monday, time to rest but… before we forget – let’s pour a nice glass of your favorite evening beverage (for me it’s wine!) to wind down and get the evening started.

'Hey team, we need to postpone the training on Time Management. We have a spike in client contacts and cannot afford to lose any agents for the next few weeks." We have heard similar statements many, many times from people managers. As L&D professionals, we know the real value of training. It: closes skill gaps improves organizational agility and continuity is a reliable tool for people engagement, development, and motivation. So, the real challenge is how do we get leaders to see this value and prioritize training activities for their teams? How do we move our learning initiatives to the A-list of priorities for the organization? How do we attract executives into fostering a culture of learning and development without feeling that they may be neglecting any other part of the operation? The process is not simple or fast, but it's achievable. We are sharing 5 straightforward 'hacks' on how to get managers to prioritize learning for their teams: 1. Business strategy alignment Make sure you are fully aligned with the business strategy. Our function is to support the organization's tactical plans, and we must be in the loop of what is going on and what is coming up. For example, suppose the company is embarking on an Agile Transformation. In that case, L&D should focus on building people's capabilities to meet the challenges ahead. Your networking skills should be sharp, so you have open communication with key stakeholders regarding what is happening and what's on the horizon. As an L&D professional, you must always be 5 steps ahead of the game! How to do it: meet regularly with business leaders and HR keep up to date with all developments in the business stay informed of new products or services read the news about the industry and competitors keep a close eye on customer and employee satisfaction surveys 2. Scale-up and budgets The effective execution of L&D initiatives (timely and within budget) is vital to gaining trust and support from business leaders. We may face numerous training requests and low budgets (who hasn't been there, right?). We must keep the 'conversation going' with executives about their priorities, timelines, and budgets to ensure we meet the expected learning deliverables. Our mindset needs to go from limited audience learning initiatives to programs with the potential to be rolled out for the entire organization. The program's cost per person will decline, and the impact of your work will increase! Win-win! How to do it: track all costs measure the impact of all learning offerings set clear success measures for each initiative and program be transparent with the budgets and costs set the expectations of your stakeholders early on 3. Data, data, data Managers are running a business and need data to analyze their progress. The measurement of the impact on business performance becomes a MUST! We need to move away from traditional metrics like completion rates and old-school satisfaction surveys (aka ' vanity metrics '). How to do it: We suggest three areas to focus on – these can be your Key Performance Indicators (KPIs): Business sync : how aligned are our initiatives and investments with business strategy and priorities? Learning results : did the learning intervention change and/or improve people's performance? How? What data can support this? Operational value : how well are the resources and budgets being used? Get familiarized with ROI (Return on Investment) statistics. As important as the design and execution of great training sessions are, our ability to measure results in the areas above matters (sometimes more). Have your numbers ready to share in your meeting with any executive. Tip : Ensure that all the metrics have been agreed upon in advance. This way, you can showcase the impact more efficiently and take those metrics into consideration for the design itself. 4. Get them involved! While leaders may not need loads of details most of the time, you should consider an occasional invitation to one of your sessions or a more detailed walk-through of the training design. Your credibility as a training delivering person will increase, and you can showcase the real value of the learning event. Get their feedback and apply it! How to do it: agree on the training objectives with the managers get in the habit of sending the first drafts of your training design to managers for their approval invite them to contribute to the design or delivery (ask them to tell a story, share their experiences, get involved in a discussion, etc.) ask managers to step in as coaches or mentors ask managers to pick the best time and place for the training session discuss all challenges and pain points of their teams and what they are doing to overcome them after a learning event, reach out to them to ask for their observations on the changes in their team members 5. Be flexible and versatile! So…yes…training will be canceled or postponed eventually. It's ok; it's part of what we do. BUT! Be ready to offer alternatives, and be flexible and versatile. If a training cannot happen in the scheduled time, is there any material you can share in the meantime? Any videos, self-paced training, or any other option? Can the session be split and/or prioritize the most critical parts of the content? Your adaptability, resilience, and fast adjustment to change will take you a long way in these situations. Don't be afraid to try new and alternative things. Be creative and offer solutions! Lastly, the most important suggestion is to foster the communication lines with the leaders you work with. How to do it: Have periodical, short meetings or touchpoints keep them informed of the progress of each of their team members listen carefully to their needs, worries, and positive feedback (do more of what they liked!) ask many questions to ensure you understand the context and environment of the team Transparency, trust, and open communication will make you and the managers a fantastic team! What other things have you tried to help managers prioritize learning for their teams? Let us know on social media by tagging us @thelndacademy!

Planning is done, and preparation is taken care of. You know the needs, the objectives, you have prepared your material. The time has finally come – training day is here! Time for you to run your session, engage the learners, meet the objectives and, why not? Enjoy the process! Think about successful training sessions you have delivered (or attended!) beforе. What do they have in common? There are many things you can do as a training facilitator that will lead to valuable, memorable, and effective training sessions. Today we are very happy to share our top 9 delivery tricks that we’ve tested. Let’s crack it! Table of Contents: Tip 1. Connect with your content Tip 2. Know your audience Tip 3. Set expectations Tip 4. Add variety to your content Tip 5. Prepare and review your material Tip 6. Encourage collaboration Tip 7. Can we please have a break? Tip 8. Be ready for questions Tip 9. Take care of yourself! Tip 1. Connect with your content Find a strong connection with what you will be teaching. You need to believe in the content of your session. Even if it’s a topic that you are not ‘in love’ with, you must find a connection to it through your experience, your stories, and your research. You must ‘buy into’ your training session before other people decide to trust and engage in what you will be sharing. Tip 2. Know your audience Take time to learn about your audience. This background knowledge is vital to tailor your presentation to their needs and motivators. Your audience will play a major role in your presentation. Who are they? Why do they need this training? Any relevant changes this group of learners is undergoing (a merger, a process change, etc.)? Any previous training they’ve attended? With this information you will be able to define your tone, the delivery style, and the use of humor (or not!), so take time to consider your audience. Tip 3. Set expectations Make sure you always share the agenda and the objectives of the session. For offline sessions, explain the flow and the purpose, and tell them what’s in it for them. For online sessions, we also need to define if cameras need to be on or off, if chat is enabled, if participants can come off mute and any other ‘housekeeping’ guidelines. Also, explain what technological features you will be using and do not assume everyone knows how to use them. Some people may be new to online platforms and may need a quick tutorial to the use of these elements. Tip 4. Add variety to your content It is very likely that we will continue to use PowerPoint or Keynote for most of our presentations and that’s ok! As long as we jazz it up with a variety of learning content to engage your audience. Add short videos, online polling, charts, and games. Add engaging images and use animations in your presentation to help you tell a better story. But make sure to stay balanced - too much of any of these elements and the focus shifts from you to the annoying animation or constant interruptions. Tip 5. Prepare and review your material Know your material by heart. Prepare your sessions with enough time, review them, do dry runs with people that you can trust to provide accurate feedback. Where possible, find a colleague that can serve as technical support during the session. This person should be familiarized with the session and the delivery platform, so they can step in and solve any issues while you keep your focus on the content and the participants. Also, both of you should arrive at the session at least 30 min before to test all material that will be shared (your presentation, sound, animation, videos, polls, other platforms, etc.). Tip 6. Encourage collaboration Look for opportunities in your session where you can encourage learners to collaborate and learn from one another. Try an exercise that uses a whiteboard, chat or a discussion feature; ask probing questions, and invite them to provide their insights. This has a triple benefit: participants will learn from one another, you create an environment of cooperation, and as a trainer, you will hear new insights on the topic and that may help your session tremendously, as you can learn more of your audience! Tip 7. Can we please have a break? Our brains need to pause to synthesize and retain new information. It is very important to share with participants your agenda with the scheduled beaks. However, be flexible. If you think the audience may need an extra comfort pause, go for it. Tip 8. Be ready for questions You can usually anticipate what questions you may get asked in the session. Prepare for those to the best of your ability. If you get a question that you don’t know how to answer, no worries! Be transparent and commit to getting back to the person with some answers after the training. It is also important to lay out at the start of the session how will questions be managed (at the end, at any time, before breaks, via chat, Sli.do or other). Tip 9. Take care of yourself! This is a forgotten trick for your training delivery. Make sure you have a rested night before your presentation day, don’t skip breakfast (or any meal) prior to the session, and make sure you always have water available. Take the time to do some relaxing or breathing exercises or anything that gets you in the correct mood to facilitate this learning experience. As training facilitators, we are given the wonderful chance to support people in their learning journey. We should honor this amazing opportunity by giving our best every single time we deliver training. So, go out there, be yourself, and have fun! Happy learning to all!

According to 2023 research , the global corporate leadership training market size is estimated to increase by USD 18.59 billion from 2021 to 2026. Apart from this being quite an impressive figure, it actually makes sense. A lot of companies would rather spend time and, most importantly, money to help existing employees step up to the plate than waste the same valuable time and money finding the right fit from outside the organization. But what if you’re the one who has to support this effort and create the leaders of tomorrow for your organization figure? How confident do you feel designing the right learning interventions for the right people at the right time? In this article, we will explore 7 tips for designing and delivering a truly successful leadership development program that aligns with your organization. Table of contents: # 1. Needs Analysis # 2. Defining Program Objectives # 3. Selecting the Right Learning Methods # 4. Selecting participants # 5. Implementing a leadership development program # 6. Skills needed to design and implement a leadership development program # 7. Evaluating the Program Conclusion # 1. Needs Analysis Ask any marathon runner and they’ll tell you they study the route just as meticulously as they prepare their body. The same needs to be true for Learning and Development – we need to understand what is happening right now and where our leaders need to be in the near future. For this, we need to conduct a needs analysis. A learning needs analysis is a systematic process of identifying gaps between employees' current attitudes and capabilities and the attitudes and capabilities required for them to perform their roles more effectively. Your (uneasy) task is to discover: The organization’s, challenges (current state) and goals and strategy (future state) The specific knowledge, skills and attitudes (KSA) leaders need to develop to support the above, and The current KSA leaders exhibit right now There are some key questions you need to ask: WHAT are the company’s goals? WHAT is the company’s strategic direction? WHAT challenges is the organization currently facing? WHAT do leaders need to think/feel? WHAT do leaders currently do really well? WHAT do leaders need to do better? Let’s look at an example: Company goal : expand into new markets and increase revenue by 25% in the next two years Needed KSA : strategic planning, market analysis, financial management, and practical communication skills Current KSA : strong people management, weak decision transparency, intermediate data analysis It’s easy to translate leader’s weaknesses into learning needs – if someone isn’t delegating effectively or they don’t know how to manage conflict, provide them with learning opportunities to help them improve. But what do you do with their strengths? Utilize them! You can ask people who are good at specific things to step in as role models, subject matter experts, coaches, mentors, or even trainers and facilitators. The remaining question is how do you collect all this information? That’s simple – you have at your disposal a range of different data collection methods. These include (but are not limited to) interviews, surveys, observations, research into formal and informal discussions happening throughout the organisation (internal social media, forums, feedback forms, etc.), engagement survey, exit interviews, etc. # 2. Defining Program Objectives Once you know what you’re dealing with, it’s time to put together some program objectives. You can think of these as a roadmap that tells you what skills and competencies need to be developed and how they will be measured. If you want to align your program objectives to the organization’s goal, consider the following tips: Start with the organization's goals : Look at the organization's overall goals and objectives, identify the skills and competencies that are needed to achieve those goals and how they relate to leadership development. You would ideally do this in the previous steps when researching the learning needs. Align with organization culture and values : For example, if collaboration is a core value, one of the program objectives could be to foster collaboration among team members. Use SMART criteria : Just in case you’ve lived under a rock in the past 20 years, SMART stands for specific, measurable, achievable, relevant, and time-bound. SMART goals help ensure that the objectives are clear and achievable and that progress can be tracked and measured. Examples of SMART goals for a leadership development program Let’s look at some sample program objectives: Improve participants’ communication skills to foster open and effective dialogue within their teams, where 90% of participants score at least 80% on the post-program communication skills assessment. Cultivate a culture of innovation by enhancing the creative thinking abilities of the leaders, where by the end of the program, every participant generates at least 3 innovative ideas that could be implemented in their respective departments. Each objective should then be broken into specific skills and competencies that need to be developed. Using the examples above: Communication skills could include topics like active listening, effective feedback, conflict resolution Innovation could be taught through creative thinking, problem solving and design thinking Let’s take a look at some more specific examples of SMART goals. We’ll use the topics above to give you an idea of how to make your goals specific, measurable, and time-bound. Improving communication : Increase the number of employees who report feeling confident in their communication skills by 20% by the end of the program. Reduce the number of misunderstandings between team members by 50% by the end of the program. Increase the use of active listening techniques in team meetings by 30% by the end of the program. Fostering collaboration: Increase the number of successful cross-functional projects by 25% by the end of the program. Reduce the number of conflicts between team members by 50% by the end of the program. Increase the use of collaboration tools (e.g., shared documents, project management software) by 30% by the end of the program. Enhancing decision-making skills: Increase the number of data-driven decisions by 50% by the end of the program. Reduce the time taken to make important decisions by 30% by the end of the program. Increase the number of decisions made by teams (rather than individuals) by 20% by the end of the program. Developing emotional intelligence: Increase the number of employees who report feeling confident in their emotional intelligence by 20% by the end of the program. Increase the number of positive interactions between team members by 30% by the end of the program. Reduce the number of negative interactions between team members by 50% by the end of the program. Building resilience: Increase the number of employees who report feeling resilient in the face of challenges by 25% by the end of the program. Increase the number of employees who report feeling motivated and engaged at work by 20% by the end of the program. Develop a toolkit of resilience-building strategies that can be shared with all employees by the end of the program. Developing strategic thinking: Increase the number of employees who report feeling confident in their strategic thinking skills by 20% by the end of the program. Develop a strategic plan for the organization that incorporates input from all levels of the organization by the end of the program. Increase the use of strategic thinking tools (e.g., SWOT analysis, scenario planning) by 30% by the end of the program. # 3. Selecting the Right Learning Methods Selecting the right training methods is crucial for the success of your leadership development program. A popular approach is the 70-20-10 framework which suggests that 70% of learning happens through experience, 20% through social interactions, and 10% through formal training. These don’t have to be exact proportions, but they should give you an idea of what to focus your efforts on. Consider a range of possible learning methods, including training, online learning, workshops, simulations, coaching, mentoring, project work, secondments, and more. To accommodate the 70-20-10 framework, you could blend several learning methods. For example, you could prepare a short online course, followed by an in-person workshop where participants can share their experiences and practice new leadership techniques. That could be additionally supported by coaching or mentoring. And all of this would culminate in a project that the group would need to work on together, allowing them to practice everything they have learned in a real-world situation. When selecting the right methods, it's important to consider your organization's needs, resources, and culture. For example, workshops and group coaching sessions may be more effective if your organization values collaboration and teamwork. Alternatively, if your organization focuses more on individual development, one-on-one coaching or mentoring may be a better fit. Of course, in the real world, things are rarely so simple, so work within your specific context. # 4. Selecting participants There are two main approaches to selecting participants: push and pull. In the push approach, the business nominates and "pushes" leaders to participate in the program. This is often driven by line managers or HRBPs who identify potential leaders who could benefit from the program. The advantage of this approach is that it ensures a wide range of leaders from different parts of the organization participate in the program, which can help to build a common leadership culture. Additionally, it can be easier to ensure that diversity and inclusion are prioritized in the selection process. However, the downside is that participants may not to be fully engaged or motivated to participate in the program, leading to lower levels of commitment and engagement. In contrast, the pull approach requires managers and leaders to apply and be considered for the program. This approach ensures that only truly motivated and committed leaders participate in the program, which can increase the level of engagement and participation. Additionally, it can help to build a stronger sense of ownership and commitment to the program. However, the downside is that the program may not attract a diverse range of participants, and there may be a risk of bias in the selection process. Ultimately, the approach chosen will depend on the goals and culture of the organization. A push approach may be more appropriate for organizations seeking to build a common leadership culture, while a pull approach may be more suitable for organizations seeking to attract and retain motivated and engaged leaders. Regardless of the approach chosen, it's important to ensure that the selection process is fair, transparent, and aligned with the organization's values and goals. This can help to ensure that the program is successful and delivers lasting benefits to both the individual leaders and the organization as a whole. # 5. Implementing a leadership development program When designing a leadership development program, one might wonder if it's necessary for the instructor or facilitator to be a leader themselves. The truth is that there are pros and cons to both sides of this question. Let's explore some more. Pros of being a leader: Having experience as a leader can provide valuable insights into the skills and knowledge needed for successful leadership. A leader may better understand the specific challenges and opportunities faced by their organization and can tailor the program accordingly. A leader's credibility and influence may help to gain buy-in from other leaders and participants in the program. Cons of being a leader: A leader may have a biased perspective on what skills and knowledge are necessary for successful leadership based on their own experience and style. A leader may be too close to the situation to identify blind spots or areas for improvement within the organization. A leader may lack the necessary expertise in program design and development to create an effective program. Pros of not being a leader: A non-leader may bring a fresh perspective and new ideas to the program design. A non-leader may have expertise in program design and development to ensure that the program is compelling and engaging. A non-leader may be more objective in identifying blind spots and areas for improvement within the organization. Cons of not being a leader: A non-leader may lack understanding of the specific challenges and opportunities faced by the organization and may be unable to tailor the program accordingly. A non-leader may lack credibility and influence with other leaders and participants in the program. A non-leader may not fully understand the nuances of leadership and what it takes to be an effective leader. The question of outsourcing There are several situations when outsourcing the implementation or delivery of a leadership development program to an external vendor may be the best option for your organization. Firstly, if your organization does not have the necessary expertise or resources to design and deliver a program internally, outsourcing to an external vendor can provide access to specialized knowledge and skills. These vendors can offer various program options, from off-the-shelf to customized solutions, and bring fresh perspectives to the design and delivery process. Secondly, outsourcing can be a time-effective way to implement a program if you have a time constraints. External vendors may have established processes and resources in place, which can streamline the design and delivery process and reduce the time and costs associated with creating a program from scratch. Thirdly, suppose you are looking to implement a program across multiple locations or regions. In that case, an external vendor can provide consistency in program delivery, ensuring that all participants receive the same quality of training, regardless of their location. However, outsourcing also has its potential drawbacks. The biggest one being the cost – hiring external vendors always comes with a hefty price tag. Not to mention that you’ll be paying not just for their fees, but also for any travel and accommodation (in cases of face-to-face programs). Another potential drawback to consider is that working with an external vendor can result in less control over the design and delivery of the program. And that may turn into less customization to your organization's specific needs and culture. Ultimately, the decision to outsource the implementation or delivery of a leadership development program should be based on your organization's specific needs and goals, as well as the available resources and expertise. Just make sure to weigh in both the pros and cons before making a final decision. # 6. Skills needed to design and implement a leadership development program Let’s talk about the skills need to design and deliver a successful leadership development program. Below is a list of just some of the more important skills but the list is by no means exhaustive: Knowledge of leadership theory and practice Communication skills Interpersonal skills Organization skills, including time management Stakeholder management Coaching Facilitation skills Working understanding of the Adult learning principles Flexibility and adaptability Effective facilitators are able to connect with participants, communicate effectively, and provide guidance and support to help participants develop their leadership skills. # 7. Evaluating the Program Arguably, one of the most important activities of any L&D department is to evaluate the success of their work. Leadership development is no exception. As a matter of fact, I’d go as far as to say that you need to be evaluating any leadership development intervention even more rigorously and regularly than other activities – it is that important. To design an effective evaluation plan, it's important to set measurable goals and use multiple methods for collecting data. This includes conducting pre and post-program assessments, gathering feedback from participants and stakeholders, and analyzing metrics such as productivity, employee engagement, and retention rates. When analyzing the evaluation results, think of SWOT – consider the strengths, weaknesses, opportunities, and threats for your program. This can help you inform any adjustments you need to make to the program's content, delivery methods, or objectives to better align with your organization's needs and values. Additionally, it's important to communicate the evaluation results to program participants and stakeholders and provide them with actionable feedback and opportunities for further development. This can help to foster a culture of continuous learning within the organization. Conclusion Designing a leadership development program that fits your organization is essential for the growth and success of the business. We've covered several key points in this post, including the importance of conducting a learning needs analysis, defining program objectives, selecting the right learning methods, selecting the appropriate participants, and implementing and evaluating the program. Remember that every organization is unique, and your leadership development program should reflect that. By using the guidance provided in this post and tailoring it to your organization's specific needs and values, you can create a successful leadership development program that will benefit your company for years to come. Have you ever participated in a leadership development program? What was your experience like? Let us know in the comments below. For example, the retail industry has a growing trend toward e-commerce and omnichannel sales. Leaders in this industry need to be able to manage teams that work both in physical stores and online and to provide a consistent customer experience across multiple channels. A leadership development program in this industry may focus on topics such as customer service, supply chain management, and digital marketing.

Let’s face it—getting stakeholders to back your training initiatives feels like trying to win an epic boss battle. They have the budget, the power, and the ultimate “yes” or “no.” But with the right hacks, you can make them your allies, not your obstacles. This article is your cheat code for turning those hard "No"’s into enthusiastic yes’s. The Story: How I Flipped the Script I walked into her room like a contestant on Shark Tank. Deepa M., the Operations Director, wasn’t having it. “Training? Again? But instead of rattling off stats like a broken LinkedIn post, I hit her with a relatable story about a company in meltdown mode that turned things around with training. Guess what? By the end of the meeting, I walked out with a half-smile and a “Fine, let’s do it.” Not a straight-up "Yes", but that’s practically a standing ovation in the stakeholder world. The trick? I didn’t sell the training—I made it real. The 'No' Hall of Fame: Why Stakeholders Reject Training ROI They’re all about results. If you can’t prove the return on investment, it’s game over. I once pitched a leadership program to my manager, and the immediate response/question was, “How will this boost our team’s performance?” If you can’t share data showing that such programs improve retention by 20% or decrease decision-making errors, they’ll pass, viewing it as just a "nice-to-have." So, backup your plan with some data. Time is Money Training feels like it’s eating into productivity, not boosting it. Let's say you propose a half-day conflict resolution training for the operations team. The manager responds with, "We’re already behind schedule this week. Taking the team out for training will only make things worse." Now, I get where they’re coming from. Deadlines are looming, and productivity is king. But here’s the thing: without proper conflict resolution skills, small disagreements can snowball into bigger issues, eating up hours—sometimes days—of productivity.   As L&D, you need to shift the focus from the short-term inconvenience to the long-term gains by offering flexible solutions (microlearning, virtual sessions), politely pointing out what happens without training, scheduling training during slower periods, or staging sessions to ensure minimal disruption. Budget Woes They think training is expensive with no immediate payoff. Here’s where the challenge lies—stakeholders may see training as a cost, not an investment. But think about this—an employee who handles customer complaints poorly could cost the company its biggest client. Studies show that well-trained employees improve customer retention by 10–15%. Now, here’s the kicker—losing a client can cost 5–10 times more than retaining one . So, while training might not offer instant gratification, its impact on reducing mistakes and improving client relationships has a far greater long-term payoff than they realize.   3 Stakeholder Cheat Codes: Understand, Align, Win Speak Fluent Goal-ese Stakeholders are like social media algorithms—they prioritize what aligns with their goals. Understand what matters most to them and make training a direct solution. Let’s say the operations manager’s primary goal is to reduce workplace errors by 20% this year. You’re pitching a training program on process improvement, but they’re skeptical. Instead of saying, “This training will teach employees Lean principles,” align it with their goal: "This training will help your team identify inefficiencies and implement error-proofing techniques. Similar programs have reduced operational errors by up to 25%, directly supporting your goal of improving accuracy this year." Get in Their Feels Empathy is underrated. Find their pain points—low morale, high turnover, whatever—and show how your program fixes the vibe. Instead of focusing on program features, tap into their emotions: "I know turnover has been a big challenge, especially with new hires leaving so soon. A mentoring program can create a sense of belonging and guidance during that critical onboarding phase. Companies that implement mentoring see a 20% decrease in first-year attrition. It’s tough when teams seem disengaged and unmotivated." No Jargon Zone CFOs don’t care about “learning ecosystems.” Use words they get: profit, retention, and efficiency. Keep it cool but professional, like the statements below: "This program is designed to boost employee performance , which leads to better productivity and a stronger bottom line." "By improving employee skills and satisfaction , we’ll reduce turnover and save on recruitment costs." "The goal of this program is to streamline workflows, reduce errors , and get more done with the same resources." "Developing our leaders will ensure they make smarter decisions faster , which means a direct impact on profits and team performance." Sprinkle a few numbers here and there to prove your point, and now you've got something the stakeholders will want to hear from L&D. Beyond Training: What Stakeholders Actually Want to Hear The Future is Hybrid Everyone’s talking about hybrid work. Show how training supports remote teams and keeps hybrid setups thriving. Beat the Burnout Gen Z and Millennials want wellness at work . To boost productivity, propose learning interventions that address mental health or reduce stress. Competitor FOMO Stakeholders hate feeling like they’re falling behind. Highlight how competitors are leveling up through L&D. Speak Facts like Companies with strong L&D programs are 3x more likely to retain top talent ( LinkedIn Learning ). 59% of Gen Z workers  say opportunities to learn are crucial to choosing where they work ( Deloitte ). Winning Strategies: What Actually Works Pilot Programs FTW : Pitch a low-stakes pilot to show quick wins without overwhelming budgets or schedules. Data > Vibes : Bring receipts. Show how past training boosted metrics like sales or customer satisfaction. And for the love of learning, use numbers ! Influencer Mode : Get a key stakeholder on board to champion your program. Leverage Testimonials : Collect and share success stories or endorsements from trusted leaders or previous participants. Address Objections Proactively:  Prepare for common concerns like budget, time, or employee engagement with solid solutions. Gamify Stakeholder Engagement:  Run a quick, interactive demo of your program to win hearts and minds. Network Effects : Position the program as a way to strengthen cross-departmental collaboration and relationships. Conclusion: You’re Stakeholder Glow-Up Starts Here Stakeholders aren’t villains —they’re just busy, budget-focused humans. Speak their language, show them the impact, and make your training a win-win for everyone. The next time you walk into a meeting, don’t just pitch; tell a story, drop some stats, and let your passion do the heavy lifting. Pro Tip: "Be Memorable, Not Meh" Use storytelling, humor, and clear wins to stand out. Remember: the more relatable your pitch, the more likely they are to say yes.