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Over the last 2 years, we ran over 100 webinars for companies large and small. And we also attended a lot of webinars - some better than others. So we asked ourselves, "what makes a webinar engaging?" We brainstormed, looked through the feedback from learners, and put it all together in one article. Today, we'll look at: What is the difference between a webinar and online training The pros and cons of webinars What to do BEFORE, DURING, and AFTER a webinar. Without further ado, let's dive in. The difference between a webinar and online training While both webinars and online trainings are done online and cater to geographically dispersed audiences, this is pretty much where the similarities end. What makes the two different? We put it in a table (because we're organized like that!): ​ Webinar Online Training Format Live or recorded Live Purpose Share information Share knowledge Build skills Change behaviors Facilitator(s) Unlimited number of speakers or panelists If more than 1, usually one person acts as an interviewer, the rest - respond to their questions 1 to 2 trainers Audience Large audiences Number usually only limited to the software capabilities From all walks of life Small groups of up to 20 people Usually from the same company or with similar roles Interaction One-way interaction: speaker to audience Speaker shares their webcam, audiences - do not The audience is usually muted In live events: Asking questions or commenting in chat, answering poll questions In recorded events: no interaction Two-way interaction: both speaker and audience members share their cameras and have their microphones turned on The audience can ask questions via chat, off mute, participate in polls, raise their hands, or use other interactive tools, like whiteboards The audience can be broken into smaller groups and work on a task or project Duration 1-2 hours Although there isn't a limit to how long an online training can last, a good practice is to not exceed 3 hours per sitting. If the content requires more time, then it should be broken into several sessions (of no more than 3 hours-long each). Pros and cons of webinars Now that you know what a webinar is let's consider the pros and cons. Pros of webinars: The session is short and delivered just in time Content is delivered to a large audience at the same time Practical when the audience is in different geographical locations Can be recorded and distributed to a wider audience for later viewing Reduces travel for both the presenter and the audience Cons of webinars: Limited interaction with the audience People sign up and then don't show up, relying on the recording People log in but do not participate or are distracted by other things Speaker needs to be highly skilled to engage the audience despite the limitations of the format Before the webinar Find out who your audience is Not knowing who your audience is, is like writing a love letter and addressing it "To whom it may concern." Your audience is unique - they come from a particular background, have specific challenges, and are looking for distinct advice or tips. Before you even touch a webinar software, your role is to figure out who your audience is, what their pain points are, and what solution you can offer them. (Webinar) Content is king One of the most challenging tasks of any speaker is to condense their knowledge to a short period of time. The more time you have, the easier it is to go into details. But when you are limited to an hour, how do you choose what stays and what goes. Here's a quick checklist you can use to structure your own content: Introduce yourself Explain the WIIFM (What's In It For Me?) Present the problem (as experienced by your audience) Offer a solution, followed by an explanation or evidence of why this works Provide opportunities for practice immediately back on the job Review by creating triggers to help the audience recall the information you presented quickly Make the content visual and interactive It's well known that some of our energy dissipates on camera. The same is true for our content. Online, we need more images, more sounds, and more feelings. Your presentation should be filled with visual cues (not your script!), like single words on a slide, an expressive image to illustrate a feeling, dramatic colors, etc. Check your technology 9 out of 10 times, technology will fail you. We haven't researched this, but we can testify to it from our own experience. That's why it is super important to check, double-check and triple-check all the technology you will be using. This includes your presentation, camera, microphone, computer, internet connection, and webinar software. Our expert advice - have a backup or plan B for each of those. And make sure you can switch mid-way with little to no interruptions. This leads us to the next tip... Rehearse Rehearse, rehearse and rehearse. Especially if this is the first time, you will be delivering the webinar. We've said it before, we will say it again. If you fail to prepare, you prepare to fail. Usually, even just running through the contents once, can be enough to make you feel more confident and ensure that you are saying the things you want to say in the way you want to say them. Audience engagement Some situations call for engaging with the audience before the webinar itself. For example, you could ask them to answer a question, send a photo, bring some kind of object, prepare a video or audio clip of themselves, etc. This will create a buzz and entice people to participate. But do not rely too heavily on this preparation - not everyone will have done it before the session. During the webinar Create an engaging environment Introduce some ground rules and enforce them throughout. These don't have to be your typical boring rules. Stretch your creative muscles. Here are some of our favorites: make your thinking visible attack the problem, not the person bring me a problem, bring me a solution ask for clarifications speak your truth be here and now be focused and comfortable be bold about asking questions listen deeply Value the strength of diverse input Mind the verbal gaps Avoid filler words and sounds. Those can be distracting and ruin the effect of your message. If you are prone to using filler words, practice recording yourself on camera or rehearse in front of someone and have them give you a sign every time you use one of those undesirable sounds. Use your body language Like in a live presentation, you need to use your body to enhance your message. But what happens when you are limited to a small box on the screen? You still use it, that's what! First and foremost - smile! Way more than you think you need to. The camera takes away a lot of our real-life energy, and we may look disengaged or disinterested. Equally important - fill the camera frame (don't leave too much space above your head) and use your hands to amplify your points. Get people's attention There are many ways to get attention. Here are 10 recommendations (in no particular order): Vary your voice and pitch Change the visuals often and quickly Make (dramatic) pauses Ask questions Challenge common stereotypes Use people's names regularly (where appropriate) Use different interactive approaches, like polls, chat messages, stamps and annotation, whiteboard, etc. Use active voice ("I will", "you did", "they act") Chunk the content into quick and manageable pieces Tell stories Use multi-sensory language Everyone uses their senses to understand the world differently. Some prefer visual content, others - kinesthetic. Use language that invokes different senses. For visual effect, use phrases like "painting a picture" or "bird-eye view". For auditory preferences, use "tuning in" or "sounding out". Kinesthetics prefer phrases like "getting a feel for it" or "scratching the surface". Utilize your voice One thing a webinar cannot exist without is the audio. You can do it without slides or even your camera (it won't be engaging, but it's doable). But without audio - you don't have a webinar. Our expert advice - just like you would study any other instrument, learn and practice with your voice. Play around with the volume, pace, pitch, and articulation. Your personality will come through with the tension and the resonance you use, the way you breathe, and even the pauses you make. After the webinar Ask for feedback The only way you can be sure that your webinar has been engaging and (more importantly) useful is to collect feedback immediately after the session. Ask about the audience's satisfaction, whether the objectives were accomplished, and how likely they will recommend this webinar to their colleagues and friends. Our preferred tool for collecting feedback is Survey Monkey. But you can use any other tool, including a Google Form. Simply share the link and then review the responses. Follow-up A follow-up is a great way to remind your audience about yourself, the topic, and actions they can take to further their knowledge, skills, or behaviors. In your follow-up, you should include the slides, answers to questions you couldn't get to during the live session, links to additional reading or videos, and a reminder to respond to your survey. And there you have it - our simple and practical guide to engaging webinars! What other advice do you have on designing and delivering webinars that stick? We'd love to hear from you. Reach out to us on our social media.

Let me ask you a straightforward question: What is the one thing that significantly impacts your professional development and overall quality of life? After much contemplation, I always come back to the same answer: mastering critical soft skills . These skills are indeed "the tide that lifts all boats," enhancing not only your professional but also your social and personal lives. Think of mastering a soft skill as a life hack—an investment that pays off throughout your lifetime. As a trainer with experience in a wide variety of topics, from Excel VBA to public speaking, I've witnessed first-hand the profound transformations that occur when people develop their soft skills. Table of Contents: What are soft skills? Communication Emotional intelligence (EQ) Adaptability What are common misconceptions about soft skills? People Think They Are Naturally Good at Soft Skills People Underestimate Their Importance People Believe Soft Skills Are Not Relevant To Their Role How to acquire soft skills? Step 1: Self-Awareness and Assessment Step 2: Intentional Practice and Real-World Application Step 3: Continuous Learning and Feedback Conclusion     What are soft skills?   Soft skills, often referred to as people skills, are the non-technical abilities that enable individuals to interact effectively and harmoniously with others. Unlike hard skills, which are specific, teachable abilities or knowledge sets, soft skills revolve around behaviour and thinking. They help people navigate social complexities and in subtle, intangible way, contribute to an organization's success. Key soft skills are similar across job levels and industries and can include: Communication Empathy Presentation skills Emotional Intelligence Adaptability Problem-solving Networking Negotiation Conflict Resolution Teamwork, etc.   Check out our L&D Competencies Inventory , which shows the key transferable and specific skills and knowledge for different Learning & Development roles.   Among the plethora of soft skills, three stand out as particularly crucial for professional development – communication, emotional intelligence, and adaptability – so let us elaborate a bit more on what each of them means.   Communication   Communication is the cornerstone of all workplace interactions. It involves speaking clearly and effectively, actively listening, understanding non-verbal cues, and conveying ideas in a way others can understand and act upon. Strong communication skills help build relationships, resolve conflicts, and ensure tasks are completed efficiently and correctly.   Want to master your business communication skills? Check out our Business Communication Masterclass  on Udemy. Emotional intelligence (EQ)   EQ is the ability to understand, manage, and express one's own emotions, as well as recognize and influence the emotions of others. This skill is vital for leadership, teamwork, and navigating the social complexities of the workplace. High EQ enables individuals to handle stress, make thoughtful decisions, and maintain positive working relationships.   Adaptability   Adaptability is the capacity to adjust to new conditions and challenges. In today's fast-paced and constantly changing work environments, being adaptable is more important than ever. This skill allows professionals to stay relevant, embrace change, and continue to grow even when faced with unexpected obstacles.   What are common misconceptions about soft skills?   As a soft skill trainer, I often encounter misconceptions regarding soft skills. Here are the three most common ones that can really hinder one’s self-development.   People Think They Are Naturally Good at Soft Skills One of the most prevalent misconceptions about soft skills is the belief that they are innate qualities that come naturally to everyone, and therefore, they do not need to be actively developed. Many people assume that because they can communicate with friends or family, they are automatically effective communicators in a professional setting. However, professional communication requires a different set of skills, such as active listening, clear articulation of ideas, and the ability to give and receive feedback . For instance, someone might be great at casual conversations but struggle to lead a team meeting or handle a conflict at work. A common example I see are software developers who excel in technical conversations but greatly struggle with client presentations because they never practiced public speaking in front of a non-technical audience. Failing to acknowledge soft skills as trainable skills that must be developed leads to complacency, lack of effort in improving them, and eventually, only fuels one’s own self-deception. People Underestimate Their Importance Another common misconception is that soft skills are secondary to hard skills and technical expertise. This belief often stems from the tangible nature of hard skills, which are easier to measure and quantify. However, in the professional world, soft skills are equally, if not more, important. For instance, a talented graphic designer might fail to meet deadlines or work well with colleagues if they don't prioritize time management and teamwork, believing their design skills alone will carry them through. Similarly, a manager with excellent technical knowledge but poor emotional intelligence may fail to motivate their team or resolve conflicts, leading to decreased productivity and morale. People Believe Soft Skills Are Not Relevant To Their Role   A third misconception is that soft skills are only important for specific roles. This belief fails to recognize that soft skills are essential at all career stages and in all job roles. In fact, data from the World Economic Forum  shows that EQ scores tend to increase as individuals progress from entry-level positions to middle management. Moreover, the “father” of EQ – Daniel Goleman – famously stated “The most effective leaders are all alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but...they are the entry-level requirements for executive positions.” You might wonder about the entry-level employees. They too greatly benefit from soft skills like adaptability and problem-solving to navigate new tasks and challenges. Even highly technical roles, such as data analysts, require collaboration and communication to work efficiently with other departments and present findings clearly. Junior software developers might think they don't need to work on their communication skills because they aren't in managerial positions, but their inability to communicate effectively reduces their chances of being promoted to such positions in the first place. In summary, the idea that soft skills are only relevant to specific roles limits both personal and professional growth. How to acquire soft skills? Acquiring soft skills involves a strategic approach that includes self-awareness, intentional practice, and continuous learning. Here’s a more detailed outline of the three steps to effectively develop these essential skills: Step 1: Self-Awareness and Assessment Start by gaining a deep understanding of your current soft skills. This involves self-reflection and seeking feedback from colleagues, mentors, or supervisors. Identify your strengths and areas for improvement. Tools like personality assessments or EQ tests provide valuable insights into your interpersonal abilities. Self-awareness is the foundation for personal growth, helping you to pinpoint which soft skills need attention and to set realistic goals for development. Want to see how your skills stack up to other L&D professionals? Check out the L&D Competency Inventory  for a quick self-assessment. Step 2: Intentional Practice and Real-World Application Once you’ve identified the soft skills you need to develop, engage in activities that challenge these areas. Deliberate practice is key—seek opportunities to apply these skills in real-world scenarios. For example, if you need to improve your public speaking, enrol in a course specifically targeting public speaking. Then, volunteer to present at team meetings or join a local Toastmasters club – practising is the best way to gain any skill. For teamwork and collaboration, participate in group projects or committees. Role-playing exercises and simulation-based training can also be beneficial for practising conflict resolution and negotiation skills. Consistent practice helps to reinforce learning and builds confidence in using these skills effectively. Step 3: Continuous Learning and Feedback Soft skills development is an ongoing process. Enrol in workshops, seminars, or online courses that focus on areas such as communication, leadership, and emotional intelligence. But that is not enough – use other approaches as well, such as reading books, listening to podcasts, and following thought leaders in the field. Additionally, maintain an open attitude toward feedback and proactively ask for it. Approach your peers and mentors, ask for specific feedback (“what did you think about my hand movements during the presentation?” vs “How was my presentation?”) and reflect on this feedback to make necessary adjustments. Networking with professionals who exemplify strong soft skills can offer valuable learning experiences and inspiration.   Conclusion   Pat Williams once said: "Money can buy a house, but not a home; a bed, but not rest; food, but not an appetite; medicine, but not health; information, but not wisdom; thrills, but not joy; associates, but not friends; servants, but not loyalty; flattery, but not respect."   Inspired by Williams, let me add: "Hard skills can get you the job, but soft skills help you build the career. Hard skills may earn you a paycheck, but soft skills earn you fulfillment. Mastery of technical knowledge can solve problems, but mastery of interpersonal skills can inspire and lead people."   By investing in and developing your soft skills, you are setting the stage for a successful and fulfilling professional journey. Enjoy the ride!

Maslow’s Hierarchy of Needs theory shows that after basic needs for food, shelter and safety are met, people can worry about bigger concepts. Many argue that psychological safety falls on the lowest tier of the pyramid, but people must feel safe before opening up and learning new things. In a multicultural training setting, organizers must be aware of any underlying differences and how certain groups could feel based on the comments and attitudes of coworkers and leaders. How Does Psychological Safety Impact Training? Even if your team already knows one another, entering a new situation such as a training session can shift the dynamic. People assess the setting and decide what the consequences might be for taking risks. Most avoid situations where someone criticizes them or makes fun of their brainstorms. Although having an open dialogue leads to fresh ideas, it can also create misunderstandings and cause ongoing tension in the workplace.   The Pew Research Center surveyed U.S. adults and found 56% of workers feel  increased workplace diversity, equity and inclusion efforts are a positive change. However, a poorly executed training session can leave people wondering why it should matter to them and if they’ll be punished for good faith behavior where they misspeak or are culturally unaware but not cruel. Many are willing to change and learn but are also afraid of losing their jobs so will hesitate to ask hard questions.   While it’s crucial to ensure minorities in the company feel safe to share ideas, non-minorities must also feel safe or they may fail to learn new skills for fear of messing up or hurting a co-worker’s feelings. Leadership must approach sessions with a balance between cultures, finding ways to meet on common ground and build relationships. When the focus is on helping everyone feel psychologically safe at work, the entire staff benefits. What Can Trainers Do? Employees tend to leave companies where they don’t feel secure and seek a position where they’re safe. The average cost to replace a worker is around $5,000 , but that might not include time and knowledge lost when they leave. Fortunately, learning and development professionals can shift their methods and ensure people feel safe. With the right tools, they can foster a sense of openness and collaboration that takes a brand to the next level. 1. Start With Understanding Take time to learn about the cultures of workers. Share insights so both sides understand where the other is coming from. Create an open communication model where everyone feels free to speak up. 2. Use a Feedback Framework Develop a way to share feedback anonymously. Teams should feel comfortable sharing their thoughts without fear of retribution. For many workers, they know an “anonymous” survey isn’t private at all and will avoid adding their honest opinions.   You may drown in positivity without ever truly meeting the needs of your students. Instead, add a box and have everyone  drop a card in, so you have no idea who wrote what comments. Read through them and adjust training sessions as necessary to serve the entire class better. 3. Improve Conflict Resolution Techniques Every team of people has some disagreement. You may have a mix of ages, genders, backgrounds and beliefs in a training session.   Knowing how to shut down arguments and resolve them in constructive ways can make a huge difference in how well a training session goes. Study conflict resolution for the best methods to stop an argument and turn it into something positive both parties can use to grow in their careers. More Than Cultural Awareness While understanding the differences between cultures and being open to communication is a great start, incorporating psychological safety into multicultural training settings may go deeper than some expect. It’s natural to consider minorities and how they feel about different training models and language used during sessions. However, breaking into groups unintentionally can also occur because people gravitate to those who seem most like them in background and appearance.   Imagine walking into a room where everyone has a group to belong to and not knowing where you should sit. Organizers must be aware of the varied dynamics of each group they train, as the cultural mix can vary. Open communication and having employees move from their self-assigned groups is a first step toward successful training. Everyone should feel valued and heard. Author bio: Eleanor Hecks is a writer who specializes in business and leadership topics, as well as manager of the creative team at Designerly Magazine . Her insights are featured in L&D publications such as Training Industry, eLearning Industry and Training Journal.

I’ll never forget the time I conducted a product knowledge session for a group of hotel employees. Despite my thorough preparation, I couldn't shake the feeling that something was off. Many participants seemed disengaged—some were checking their phones, others were whispering among themselves, and one person was even nodding off. I was trying my best to make the session interactive and relevant, but it was clear that my efforts were falling flat.   What happened? It turned out that some attendees were bored because they already knew the material, while new hires were overwhelmed by the sheer volume of information. Adding to the complexity, the group consisted of employees from different departments—Front Office, Food & Beverage, Revenue Management—each with unique needs. The generic content I had prepared simply wasn’t meeting their individual requirements. It was a frustrating experience, not just for me as the trainer, but also for the participants, whose lack of connection to the material was painfully obvious.   The Power of Personalization   Have you ever found yourself in a similar situation? If so, you’re not alone. Many of us in Learning and Development (L&D) have encountered the same challenge: a disconnect between the training and the participants’ individual needs. The good news? This issue is common and, fortunately, solvable.   First, let's clarify what personalized learning  is. Forbes  defines it as an employee-centric L&D approach that tailors training to an individual's job role, needs, and interests . While it may sound like a buzzword, personalized learning has long been championed in the L&D world.   Leading HR organizations like the Society for Human Resource Management  (SHRM), the Association for Talent Development  (ATD), and the Chartered Institute of Personnel and Development  (CIPD) have consistently emphasized the importance of continuous and personalized employee development as crucial to organizational success. In addition, global consultancies such as McKinsey & Company , Deloitte , and Accenture  frequently publish reports on the future of work, highlighting personalized learning as essential for modern organizations striving to stay competitive, especially in the age of digital transformation.   In fact, a recent study by Zippia  found that a staggering 91% of employees want personalized training, and nearly half (45%) cite investment in their development as a key reason for staying with their company. Moreover, there’s a well-established link between comprehensive training programs and higher profit margins.   By now, I’m sure you’re convinced of the power of personalization. It’s a game-changer, enhancing:   Engagement Knowledge retention and application Team morale Employer reputation and image Company’s competitive advantage Profit margin   So, the million-dollar question is: how do you achieve it?   Personalization – a strategic approach to training   Effective personalized learning requires strategic actions at three critical stages: before, during, and after training. Here’s how you can implement it:   Before Training   Conduct Pre-Training Assessments Use surveys, assessments or interviews to gather data on participants' existing knowledge, skills, learning goals and context. This information helps customize the training content to address individual needs, ensuring that everyone benefits from the session. Check out the 5 most important learning needs assessment questions to ask  for more practical tips. Set Clear Objectives   Define specific learning objectives based on the assessment data. Communicate these objectives to participants to align expectations and provide a clear roadmap for the training. Remember, a well-defined objective not only outlines what the training will cover but also clarifies what it won’t. For example, in my product knowledge training, the vague objective of “improve your product knowledge about hotel operations” could have been more effective if rephrased to “Understand the hotel brand standards” or “Master the safety and emergency protocols.” Design Personalized Content Develop training materials and activities that are tailored to the diverse needs and preferences of your learners. For instance, in the hotel training context, I could have divided the participants into sub-groups based on their tenure or department. Additionally, preparing different case studies and hands-on exercises would cater to the varied learning needs of the group, making the training more relevant and engaging. During Training Facilitate Interactive Sessions Use interactive methods such as group discussions, role-playing, and simulations to actively engage participants. Tailor these activities to reflect real-life scenarios relevant to the individual context of the participant. Apply our 7 expert-proven techniques to boost training engagement . Provide Real-Time Feedback Offer immediate, personalized feedback to participants during the training. Use tools like interactive polling and quizzes to gauge understanding and address any knowledge gaps on the spot. Create Small Learning Groups Divide participants into smaller groups based on their skill levels or job functions. This allows for more focused and relevant discussions, fostering a collaborative learning environment. After Training Offer Follow-Up Resources Provide additional resources such articles or online courses that participants can access to further their learning. Ensure these resources are aligned with their individual goals. Implement Post-Training Assessments Conduct assessments to evaluate the effectiveness of the training  and measure participants' progress. Use this data to identify areas for improvement and provide targeted follow-up support. Encourage Continuous Learning Establish a community where participants can share experiences, ask questions, and continue learning from each other. This ongoing support helps reinforce the training and encourages continuous development. Conclusion Personalized learning is essential for maximizing engagement and effectiveness in training sessions. By understanding the unique needs and preferences of each learner, we trainers create customized learning experiences that are relevant, engaging, and impactful, and thus, transform traditional training into a dynamic and meaningful experience. What about you? How do you personalize your training design to create unforgettable and impactful learning experiences? Share your best tips with us!   If you are want to design and run your own training session but you have zero experience, check out our new online course “Training for Non-Trainers” . In no time will you be facilitating like a pro!

Imagine stepping into a room full of buzzing conversations, lively debates, and networking galore—welcome to the typical day in Learning and Development! If you’re an introvert, this might sound more like a scene from a horror movie than a typical workday. But worry not because it's time to flip the script! We've crafted this guide especially for you - the quiet achievers, the deep thinkers. We'll explore how introverts can leverage their unique strengths and carve out a thriving career in L&D. Ready to embrace your superpowers and make waves? Let's jump right in!   What does it mean to be an introvert? Contrary to popular belief, introversion has less to do with how sociable someone is, and more with how they recharge and get their energy.   One of my most favourite ways to explain the difference is with a car. Imagine you have 2 cars – one electric and one with a solar panel (you are clearly an environmentally-conscious individual!).   Let’s say that on Monday you decide to take out your electric car out for a few errands – grocery shopping, banking, meeting with friend for lunch and stopping by the post-office to pick up a package. By the end of the day, you come back home, park your electric car in the garage and the battery is drained. So you plug it in and leave it overnight to charge up.   On Tuesday you happen to need to do the exact same thing – grocery shopping, banking, lunch, post-office – but you decide to take your solar paneled car. You drive around all day and by the time you come back home, it is fully charged and ready to go!   The same is true for people. Extroverts are like the solar car – the more it spends its’ time outside, interacting with the world around it, the more energised they feel. Introverts are like our electric cars. They will accomplish the exact same thing as the extroverts (and chances are they will look very sociable doing it!), but by the time they come home, they need to recharge their batteries by spending some alone time – reading a book, watching a movie or staring at nothing in particular.   Here are some other differences between extroverts and introverts:  Extroverts Introverts Draws energy from other people Draws energy by spending time alone Talks first, thinks later Thinks first, talks later Prefers working with other people Prefers working by themselves Is interested in discovering a breath of ideas Is interested in digging deep into an idea Usually talkative and outgoing Usually quiet and reserved Can feel fatigued from having to spend too much time by themselves Can experience fatigue from having to spend too much time with people If you want to learn more, check out the works of Carl Jung  or the Myers-Briggs Type Indicator . How can introversion impact your career in L&D? While introverts have many valuable habits (like listening and observing, attention to detail, empathy, strategic planning and so many others), they may also experience difficulties, especially when it comes to career development.   Whether you like it or not, networking is a big part of career development. And if that is something you struggle with, then your career may suffer from it in the long run. But fear not, there are things you can do. Read on! Tips to start thriving as an Introvert in L&D Carve out your alone time We know how important alone time can be for an introvert! So, don’t ignore it. If you need some time to just rearrange your thoughts or you’re feeling overwhelmed by the environment you’re in, politely excuse yourself and find a quiet corner. We promise, no one is going to be mad at you. Especially if you explain why you need it. Leverage your strengths As an introvert, you have some superpowers, like listening, observing, written communication and delving deep into topics. Leverage those! Volunteer for projects that require you to listen attentively, observe others or analyse the situation (like the yearly Learning Needs Analysis process!). If you need to say something but are not sure how to do it face-to-face, write an email. (By the way, this is the last time we’ll be recommending writing MORE emails, this is just for the purposes of helping our dear introverts) .   Pick the right role in L&D Did you know that some L&D roles  do not require as much social interaction as others? For example, LMS administrators mostly work with the Learning Management system. Perhaps you can specialise in one of those roles? Just pick the one(s) you think might be interesting and compare your existing competencies to the ones needed for the role of your choosing.   Build one-on-one relationships Just because you might feel anxious during networking events, doesn’t mean you don’t network at all. Leverage the power of one-on-one relationships. Pick a person and approach them for a coffee chat or lunch. Use your superpowers of listening and observing to learn more about them. Ask (appropriate!) thought-provoking questions that will help you build trust and rapport. And do it for the sake of creating a new friendship, not only when you need something in return. Relationships take time!   Bite the bullet Sometimes you just have to turn your “extrovert mode” on! It’s not easy, and it takes some practice, but it is absolutely possible to look for opportunities to be more social – grab a drink with someone, invite a bunch colleagues to lunch, initiate a conversation in the elevator or watercooler. Of course, you will need your alone time afterwards to recharge (we get it!) and it’s perfectly ok. You just need to plan accordingly.     Thriving as an introvert in the world of Learning and Development might feel like navigating with a solar panel on a rainy day, but with the right strategies, you’ll shine brighter than ever. Embrace your unique strengths and remember that even introverts can conquer the networking jungle — sometimes, you just need a good recharge session afterwards.   So, how do you take advantage of your introversion? And how do you deal with the pressure of this extroverted world we live in? Share your thoughts and experiences in the comments below. We can’t wait to learn about your introverted superpowers in action! --------------   Learn more: https://www.amanet.org/articles/advice-for-introverts-how-to-thrive-in-the-business-world/ https://www.linkedin.com/pulse/navigating-workplace-introvert-jane-lee/ https://www.linkedin.com/pulse/being-introvert-learning-development-melissa-ilano/

Are you hiring a new person for your L&D team? That’s great news! But let me guess, Talent Acquisition has asked you to give them a job description so they can advertise the role and you have no idea what to write? Don’t worry, friend, our article will help you with all the basics. Table of contents: Job Descriptions vs Job Ads Clarify the Role Craft the Job Description Write the Job Ad Tips for Effective Job Ad Distribution Job Description vs Job Ad First things first. You might think that a job description and a job ad are the same thing but they are not. A job description  (JD) is an internal document that outlines the key responsibilities, competencies and qualifications required for a particular role. It’s like a blueprint that guides your hiring process.   On the other hand, a job ad  is the external pitch you use to attract potential candidates. Think of it as a marketing tool that highlights the most attractive aspects of the job and your company in the hopes of enticing the best talent to apply.   For example, a job description for an L&D Manager will specify the need for strategic thinking and leadership skills. The job ad might emphasize the opportunity to shape the learning strategy for a growing organization, appealing to candidates looking to make a big impact.   Clarify the Role Your first step in creating either a job description or an ad needs be to clarify the role itself. It’s one thing to be looking for an Instructional Designer, another for Trainer or Facilitator. To make it easier for you, let’s explore 3 common roles: L&D Administrator, L&D Specialist and L&D Manager.     L&D Administrator L&D Specialist L&D Manager Primary responsibilities Manage training schedules, maintain records, coordinate logistics for L&D programs. Develop instructional materials, conduct training sessions, evaluate program effectiveness. Design L&D strategy, oversee program implementation, manage L&D team, align training with business goals. Key competencies Strong organizational skills, attention to detail, proficiency in learning management systems (LMS). Instructional design expertise, facilitation skills, knowledge of adult learning principles. Leadership, strategic thinking, stakeholder management, budget oversight. Fit with the learning strategy Supports the execution of learning initiatives by ensuring seamless administrative processes. Contributes to the creation and delivery of effective learning interventions that drive performance improvement. Shapes the learning strategy to align with organizational goals, ensuring training initiatives support overall business strategy. Required experience 1-2 years in an administrative role, preferably in an L&D or HR environment. 3-5 years of experience in instructional design, training delivery, or similar L&D roles. 7-10 years in L&D, with experience in leadership or strategic roles. Educational Background Bachelor’s degree in business administration, HR, or a related field. Bachelor’s degree in education, instructional design, or a related field; certifications like CIPD are a plus. Bachelor’s or Master’s degree in L&D, HR, or Organizational Development; advanced certifications in L&D preferred. Key metrics for success Timely and accurate completion of administrative tasks, high participant satisfaction with program logistics. Improved learner outcomes, positive feedback on training sessions, increased engagement in learning programs. Achievement of strategic learning objectives, ROI on training programs, enhanced employee performance and retention.   Note: the above is for illustrative purposes, and your needs may differ greatly from the ones described above!   Craft the Job Description Now that you have the basics, you need to fill in the following categories: Job title  – the official title Job summary  – concise and compelling overview of the role Key responsibilities  – list of the main tasks and responsibilities Key competencies  – list of critical skills and knowledge the candidate must posses to be considered for the role Required Experience  – the experience the ideal candidate will bring to the role Preferred Qualifications  – list of desirable educational background(s) Reporting Structure  – reporting line and team dynamics Salary and Benefits  – this is a controversial topic but there is a considerable shift towards being open and transparent with the salary ranges   Your Talent Acquisition team will likely have a template you can follow to make sure you have filled in all the required information.   To learn, check out our article “How to make sense of L&D job descriptions” .   Write the Job Ad Job ads are sometimes written and handled by the Talent Acquisition team. If that’s your case, first of all – lucky you! And, second of all, feel free to skip this part. But if that’s not what’s happening to you, strap on; you’ve got some work to do.   Your job ad should have the following components (all examples have been generated with ChatGPT 4o) :   Engaging Introduction Your introduction should capture the attention of the audience with a compelling opening. For example, "Imagine a workplace where your ideas for developing cutting-edge training programs are not only valued but celebrated. At ABC Corp, we're searching for a visionary L&D Manager who thrives on pushing the boundaries of traditional learning. If you're excited about leading a team and shaping the future of our learning strategy, we want to hear from you!" Highlighting the Unique Selling Points (USP) Tell potential candidates why they should choose your organization and this role. For example, "At XYZ Company, we don't just invest in our employees—we invest in their futures. As our new L&D Specialist, you'll have the opportunity to shape learning programs that directly influence the growth and success of our team members. With access to cutting-edge tools and a culture that champions innovation, you'll be at the forefront of transforming our learning landscape." Brief Overview of Responsibilities and Qualifications Summarize the key points from the job description, don’t just paste the whole thing – no one is going to read it, we promise you! For example, "As an L&D Administrator, you’ll ensure our learning programs run smoothly by managing schedules, maintaining training records, and supporting our team. Ideal candidates will have at least 2 years of experience in an administrative role, excellent organizational skills, and proficiency with learning management systems (LMS)." Work Environment Describe the organizational culture and work setting. For example, "Our culture at ABC Corp is built on trust, respect, and a shared commitment to excellence. We offer a supportive work setting where you’ll have the autonomy to make decisions and the resources to develop your career, all while working in a fun and energetic atmosphere." Call to Action (CTA) Include a line encouraging potential candidates to apply, and how they can do so. For example, "Excited about this opportunity? Click ‘Apply’ to start your journey with us!" Incorporating Company Branding Make sure that through the text, the company culture and values are reflected in the tone and language. SEO Considerations Use relevant keywords to optimize the job ad for search engines. For example, "Looking for a skilled Learning and Development Specialist  with expertise in instructional design  and adult learning principles ? Join our dynamic team and help us create impactful training programs. Apply today for this exciting L&D Specialist role!"   Tips for Effective Job Ad Distribution If you’ve written the best job description and job ad, you may be eager just to post it on your company website, kick back and wait for candidates to start applying. But there’s more to it than that. Here are some tips we can offer to make sure your job ad is successful:   Select the right channel   Choose the job boards and platforms where you are more likely to encounter potential L&D people. Here are some we’ve found online: ATD’s Job Bank: https://jobs.td.org/ The Learning Guild’s Job Board: https://www.learningguild.com/job_board/jobs/index.cfm?action=viewcats eLearning Industry’s Job Board: https://elearningindustry.com/jobs Teaching: A Path to L&D Job Board: https://www.teachlearndev.org/resources/job-boards (the link to the actual board is hosted on Airtable)   If you come across other job boards, please send us a message .   Of course, no one beat the more popular platforms, like LinkedIn , Indeed , Monster or Glassdoor . So we’ll just leave them here.     Promote the Ad on Social Media   Posting the ad on hoping for the best is certainly a strategy… but it’s not the best one. To ensure your ad’s success, spread the word about it on social media – both your company pages and your personal profile. You never know who might be lurking in your feed.   Leverage Employee Referral Programs If your company has a referral program, encourage your existing employees to advertise the position and, again, spread the word. The best advocates are happy employees. And if your employees are happy, you’ve won half the battle. Speaking of… if your employees aren’t happy, perhaps refrain from going down that path.     As you embark on the journey of crafting your next job description or job ad, remember that this is your chance to shape the future of your L&D team. Take the time to define the role clearly, communicate what makes your organization stand out, and inspire the best talent to join you. The perfect candidate is out there, and with the right approach, you’ll find them. Now that you’re equipped with these tips, go ahead and create that compelling job ad—and watch as top-notch candidates start knocking on your door. Happy hiring!

In the rapidly evolving world of Learning and Development (L&D), keeping learners engaged during training sessions has become more challenging and more critical than ever. As technology advances and attention spans shorten, it's essential to employ techniques that make your training sessions not just informative but also impactful. The Power of Engagement A few years ago, I was tasked with conducting a training session for a group of financial professionals at a large hotel. The topic was “Productivity with Excel” - a subject that, while crucial, can often be dry and technical. From previous experiences, I knew that a traditional lecture would not suffice. I decided to incorporate a range of interactive activities and digital tools to bring the topic to life. We started with an icebreaker game where participants shared their most memorable (and funny) Excel mishaps. This not only lightened the mood but also highlighted the importance of understanding the software in a very relatable way. Next, I used a combination of group discussions and simulations. Participants were divided into teams and given different scenarios to execute in Excel. They had to brainstorm solutions and present their strategies to the group. This collaborative approach kept everyone engaged and allowed them to learn from each other. By the end of the session, the financial professionals were not only adept at Excel's time-saving techniques but also eager and confident about implementing them in the workplace. The feedback was overwhelmingly positive, with many participants praising the training's enjoyable and effective approach. Their progress was evident in two significant ways: first, on average, they completed tasks 30% faster than before the training, showing a remarkable improvement in efficiency. Second, their increased competence sparked a greater curiosity about Excel, gradually developing their expertise further. In fact, they soon became the department's go-to experts for Excel troubleshooting! Challenges of Modern Training All in all, there are several considerations every trainer must take into account: Information Overload: Today's learners are inundated with information from various sources, making it difficult to retain new knowledge. Short Attention Spans: With the rise of digital media, attention spans have decreased, making it challenging to keep learners engaged for extended periods. Diverse Learning Preferences: Learners have different learning preferences, which requires trainers to adopt versatile approaches to meet varied needs. Challenges are there is to be resolved, thought! Let’s talk game-changers for social and digital interactions! Social Interaction Techniques Icebreakers and Energizers Starting your session with an icebreaker sets a positive tone and encourage participation. Simple activities like "The Post-it Vision board” can break the ice and align the training objectives with participants’ personal goals. Here is how it works: to kick off the training session, invite each participant to create a mini vision board on a post-it note. Ask them to visually represent what they hope to learn or achieve from the training. They can draw symbols, write words, or even create a small visual that captures their expectations and goals. Once completed, have everyone stick their post-its on a designated "Vision Wall." You may encourage participants to revisit the wall during breaks and see the diverse range of goals. At the end of the training, facilitate a discussion where participants can share whether their expectations were met and what insights they gained. Throughout the session, don’t forget to incorporate energizers, too. Those are short, fun activities designed to re-energize participants, especially during longer sessions. This can include quick quizzes, stretch breaks, chair yoga, or a short group game. Group Discussions and Brainstorming Encouraging group discussions and brainstorming sessions can transform a passive learning experience into an active one. Divide participants into small groups and assign them topics to discuss or problems to solve. This not only promotes engagement but also fosters collaboration and idea-sharing. Utilize techniques like "Think-Pair-Share" where participants first think individually, then discuss with a partner, and finally share with the larger group. Role-Playing and Simulations Role-playing and simulations are powerful tools for experiential learning. They allow participants to apply theoretical knowledge in a practical, real-world context. For example, in customer service training, participants can role-play different scenarios to practice handling difficult customers. This immersive approach helps learners retain information and develop skills more effectively. Digital Interaction Techniques Interactive Polling Tools Tools like Mentimeter and Slido enable you to conduct live polls, quizzes, and Q&A sessions. These tools are excellent for gauging understanding, collecting feedback, and playing games. For instance, you can start a session with a poll to understand participants' existing knowledge on the topic, use quizzes to reinforce learning points throughout the session, or play “Who wants to be a millionaire”, where the whole group is the participant. Virtual Whiteboards Virtual whiteboards, such as Miro and Mural, facilitate collaborative brainstorming and planning. They allow participants to contribute ideas in real-time, regardless of their location. This is particularly useful for remote training sessions, where maintaining a sense of collaboration and engagement can be challenging. Gamified experiences Incorporating game elements into your training can significantly boost engagement. Use quizzes, leaderboards, and rewards to create a competitive yet fun learning environment. Platforms like Kahoot! and Mentimeter allow you to create interactive quizzes that learners can answer in real-time, adding an element of excitement to the session. BONUS: AR & VR While more advanced, AR and VR can create highly immersive learning experiences. For example, in a safety training session, virtual reality can simulate a hazardous environment where learners can practice handling emergencies without any real-world risk. Or a manufacturing company uses augmented reality so that trainees can see overlaid instructions and animated guides directly on the machinery, showing them how to operate it safely and efficiently. TL;DR Maximizing engagement in your training sessions requires a blend of social and digital interaction techniques. Effective engagement transforms passive learning into an active, enjoyable, and memorable experience. It fosters better retention, collaboration, and application of knowledge. As L&D professionals, it's our responsibility to continually innovate and adapt our techniques to meet the evolving needs of our learners. With the right strategies, you can make every training session a highlight in your participants' professional journey. Now, armed with these techniques, go forth and transform your training sessions into unforgettable learning experiences!

It’s not every day that L&D departments get large budgets to do anything their hearts desire. Yet, we still need to help teams work better together. Which begs the question “What do we do when we have limited to no money at all?” For one, we don’t give up. Here are 7 ideas of what you can do to help teams work better together on a budget. Table of Contents: In-House Expertise Utilize Free Resources Digital Tools and Apps Creative Problem-Solving Activities Community Engagement Case Studies Role-playing Scenarios Conclusion In-House Expertise You don’t need to hire a super expensive consultant or facilitator to run your sessions. Chances are, as an L&D practitioner, you already have the capabilities needed to design and run a team session. A huge advantage to doing it yourself is that you know the business and the people. Tips for success: Talk to the team’s manager to establish what a successful outcome will be for them. Ask, “What would you like to be different by the end of the session?” Collect learning needs from as many stakeholders (i.e., team members, their internal and external clients, peers, etc.) and resources (i.e., business goals, strategy, performance metrics, etc.) as possible. Learn as much as possible about the participants. Enquire about their tenure with the company, educational background, and behavioral preferences. Utilize Free Resources Do you have a computer, a printer, and some pens and paper? The reality is that’s all you need. There are tons of free training and team-building materials and tools available online. Just do some research, find an acitivity or game that would suit your needs and have a go at it. Tips for success: Our favorite online places to look for activities are Skills Converged, SessionLab, and Training Bubble. We also love a good training games collection book, like The Big Book of Humorous Training Games by Doni Tamblyn and Quick Team-Building Activities for Busy Managers by Brian Cole Miller. If you want to inspire or move your audience, look no further than TED Talks or plain old YouTube. Digital Tools and Apps “There’s an app for that”. That is doubly true for L&D. There are so many tools and apps you can use to facilitate a team session that come at little or no cost at all. A Slack channel? A virtual whiteboard? An interactive escape room? A virtual meet-up space? Find the ones that could help you. Tips for success: Some of the tools we like to use are Canva, Miro, Kumospace, Daresay Checkin and even PowerPoint. Do give those a try. Teambuilding.com put together a wonderful list of online tools and software, make sure to check it out here. Creative Problem-Solving Activities Sometimes, all it takes to get a team to start working together more effectively is putting them in a situation where they need to solve a common challenge. And you really don’t need any fancy materials, props, or facilities to organize a hackathon or an “idea marathon” where teams work together to solve business problems within a limited time. Tips for success: Just because these are relatively easy to organize doesn’t mean they will run on fumes. Get some catering going, or, if you have a $0 budget, ask people to bring their own food and snacks. Why not have a small side competition for the best home-cooked snacks? Make sure to do your research into a real problem. Otherwise, it will feel like a “tick-of-a-box” exercise without any real-world consequences. Community Engagement Chances are your local community already has tons of opportunities that you can get involved in. And again, nothing rallies the troops better than working towards a common goal. Maybe you can go to the local animal shelter and help by taking some doggos out for a walk. Or join forces with Habitat for Humanity and help build a house. Or help with a food drive for low-income families in the area. Tips for success: It is best if the community activity you decide to engage with aligns with your business’s values. For example, it would make sense for a chemical factory to get involved in local park or highway cleaning initiatives. Check to see what local businesses might be interested in partnering with you. They can do it as mentors, coaches, motivational speakers, or just for networking. Case Studies There are so many stories from around the world of when things worked well and when they didn’t. Why not use those stories as a case study and have the team discuss and collaborate on a solution? Tips for success: Find case studies related to topics that are relevant to the team members. It doesn’t have to be from the same industry, but they need to be able to relate to the main character(s). It would be great to get real-world case studies and, after the discussion, share with the group what happened in reality. But that may not always be available. So it’s ok to make up your own case study or story – draw inspiration from your experience but modify it to fit your audience. Role-playing Scenarios There are very few things that simultaneously make grown-ups roll their eyes and still have tons of fun. Role plays usually fall in that category. Joke aside, though, role plays can be invaluable in helping teams solve a conflict, find their preferred communication style and methods or discover their team identity. And the good news – it doesn’t cost a thing to find appropriate role plays online or create ones yourself. Tips for success: Your role-play scenarios need to be relevant and tailored to the participants’ specific roles and challenges yet not hit too close to home. Provide very clear instructions, time limits and ground rules for the activity. This should help you create a smooth and constructive experience for everyone. The most important thing about a role play is the reflection after the fact. Help people think things through by asking them powerful and thought-provoking questions. Conclusion You may not have Google’s or Amazon’s L&D budgets, but that doesn’t mean you can’t help your teams work better together. The secret is being resourceful, innovative, and open to new experiences and ideas. But most of all – to have fun! Did we miss anything on our list? Let us know in the comments down below. Happy team-building!

If you’re reading this, chances are you want to set up a brand new Learning and Development department in your company. While it is definitely a cause for celebration (Yay, you!), you’ve got a long road ahead of you. We’re here to help you figure out the most critical things you need to consider and give practical examples of what that could look like in practice. Table of Contents: Step 1. Define the L&D Vision and Goals Step 2. Design the L&D Structure and Processes Step 3. Build the right L&D team Step 4. Monitor, evaluate and improve Conclusion TL;DR Setting up an L&D department involves understanding organizational needs, developing a comprehensive learning strategy, organizing a skilled team, and continuously monitoring and improving processes. Focus on aligning your L&D efforts with business goals, nurturing team development, and regularly evaluating the effectiveness of your programs to build a thriving learning culture within your organization. Step 1. Define the L&D Vision and Goals Understand the Organizational Needs L&D should exist for a reason. And that reason is to help the organization meet its learning requirements. To do that, you first need to understand what those requirements are. Conduct surveys, focus groups, and one-on-one interviews to gather insights about the company's learning needs. Practical Example: If the business wants to increase customer satisfaction by reducing product defects, L&D could consider targeted quality control learning interventions, such as training programs, online courses or modules, microlearning nudges, or a buddy system. Want to learn more about learning needs? Check out our mini-course “Learning Needs Analysis”. Develop a Learning Strategy Once you know the learning requirements, it’s time to create a plan. This is known as a Learning & Development strategy. This document should include: The department’s vision, mission, and goals Roles and responsibilities Learning priorities based on identified requirements and needs Learning delivery methods L&D initiatives list (usually broken into onboarding, employees, management/leadership, and team development) Resource allocation (incl. people, budget, technology, etc.) Evaluation and measurement approach, etc. Your strategy document must have very specific and measurable objectives. It’s not enough to say, “We’ll upskill our managers”. You need to outline specific goals such as “We’ll provide 40 hours of leadership training and coaching to all mid-level managers over the next six months, focusing on conflict resolution, strategic planning, and team motivation, with an expected improvement in team performance metrics by 15%.'" Another thing to remember (which will come back later in the L&D process) is establishing key performance indicators (KPIs). This is critical when it comes to evaluating your efforts. You don’t want to finish a six-month development program and have no idea whether it was successful or not because you don’t know what to measure and what the key indicators of improved performance are. Download “L&D Strategic Plan Template”! Practical Example: Let’s say that your company focuses on enhancing communication skills, problem-solving abilities, and product knowledge of front-line employees. Your learning strategy, in this case, would outline the following: The delivery method: design and deliver a 12-week customer services training program. The specific objectives: reduce customer complaints by 30% and increase customer satisfaction scores by 15 points over the next quarter. The KPIs: track progress by monitoring the number of customer complains, measuring the average customer satisfaction score, and evaluating the speed and accuracy of issue resolutions before and after the training. Step 2. Design the L&D Structure and Processes Organize the L&D Team Structure If you know what you want to do and how you want to do it, you can begin thinking about who you need on board. Consider what roles you need to bring your strategy to life. Practical Example: A strategy that relies on online learning would need people versed in creating computer-based experiences – instructional designers, online facilitators, graphic designers, producers, etc. On the other hand, if the learning strategy emphasizes personalized learning paths, perhaps you need to consider hiring coaches and learning experience designers. There are a lot of roles in the L&D field, check out 35 of them here. Design Policies and Procedures Like any other department, L&D must have some standard operating procedures (SOPs) for the most important (if not all) L&D processes. In other words, what rules must employees, managers, and L&D follow? These processes could include: Learning needs assessment Program design and delivery Ad-hoc training requests Onboarding Evaluation Educational grants and others Note: the above is not an exhaustive list! Practical Example: An SOP for learning needs assessment could outline the main steps like: Conducting bi-annual online questionnaires and focus groups Quarterly meetings with department heads to prioritize learning needs A program design and delivery SOP will usually contain information about: Drafting learning experience outlines based on needs Getting stakeholder approval Developing content (with or without Subject Matter Experts (SMEs)) and getting feedback Scheduling and organizing delivery Evaluating the success Timelines from initiation to execution Best practices in ad-hoc training request SOPs include: How to submit a formal request The approval process Timelines for review and approval Budget allocations, etc. Create an L&D Policy in no time with our development guide and template! Step 3. Build the right L&D team Identify Required Skill Sets Before posting a job ad, you need to know what skills and capabilities your team requires. Do they need instructional design? Training delivery? Project management? Data analysis? Keep in mind that every job can be broken into “must-haves”  and “nice-to-haves”. No one can do everything all the time. So, after compiling a list of all the competencies you think you need, make sure also to sort them into the two categories. Practical Example: An L&D coordinator must be able to organize learning events and analyze incoming data. However, they do not need to be experts in instructional design or learning theories. Vice versa – a trainer or facilitator should be well-versed in learning experience design and stakeholder management, but they don’t need to be pros at event management. Recruit and Develop Talent This can be equal parts exciting and exhausting. You need to craft a job ad, reach out to people with a mix of expertise and potential, interview, and ultimately hire and onboard every team member. There are tons of tips on interviewing out there, so we’ll leave that to the experts. Once all that is done, remember – it’s not enough to hire an amazing team of people. You need to ensure they remain amazing throughout their tenure with the company. Focus on personal and professional development, knowledge sharing, and teamwork. After all, how can you build a learning culture in your company if there isn’t one within the L&D team? Practical Example: Each job posting should contain the following information: Job title and summary (i.e., Digital Learning Programs Lead, focus on deploying learning solutions to meet our employees’ digital upskilling needs) Company overview (i.e., IT Services and Consulting company focusing on providing hands-on support in rolling out, enabling, and operating marketing enterprise solutions for the top global IT companies) Main responsibilities (i.e., collaborating with stakeholders, assessing learning needs, designing learning interventions, setting up a coaching and mentoring program, facilitating online workshops, etc.) Requirements (i.e., 5+ years of experience in the field of L&D, bachelor’s degree in learning and development, psychology or similar, strong communications and presentation skills, etc.) Benefits (i.e., competitive salary, yearly bonuses, medical and dental insurance, company phone and computer, career development opportunities, international and inclusive workplace, etc.) Location (i.e., Berlin, remote) For best results, consult your Talent Acquisition team – they are experts and can help you craft an ad that not only attracts suitable candidates but also places the company in the best possible light. Step 4. Monitor, evaluate and improve You might think that once you hire and train the right people, you’re done setting up your L&D department. The reality is that it is a never-ending process. That is why you need to constantly collect and analyze any and all feedback you can get your hands on. This is where the KPIs from earlier come into play. If you know what your success measurements are and how to keep track of them, it becomes easier to understand the objective reality of the department. Use this data to refine and enhance the team’s work and update the overall L&D strategy. Practical Example: After rolling out a new leadership development program, conduct quarterly feedback surveys with participants to: assess their satisfaction and gather suggestions for improvement. Analyze key performance indicators (KPIs) such as: the program’s impact on leadership effectiveness, employee engagement scores, and retention rates. For instance, if the feedback indicates a need for more interactive sessions, incorporate more group discussions and hands-on activities in future iterations. Don’t focus solely on the team's output but also the people within it. Have regular one-on-one chats with your L&D team members to gather their feedback on the programs they are developing and delivering. Use these insights to understand their challenges and identify areas for their professional growth. For example, if a team member expresses a need for better data analysis skills, arrange for them to attend a relevant workshop or course and then give them tasks to apply what they are learning back on the job. Additionally, collect feedback from learners about the effectiveness of the facilitators and instructional designers. Use this data to provide targeted coaching and development opportunities, such as peer learning sessions, knowledge-sharing sessions, or mentorship programs. Your team is your most important asset, so make sure you’re taking good care of them. Conclusion While it may sound overwhelming, setting up an L&D department from scratch isn’t that difficult. It just takes some time and patience. But the rewards for doing it right can be immense. What did we miss on our list? Let us know in the comments below.

Imagine you just started a new job, whether in your current organisation or a new one. This means you are bound to encounter some unfamiliar tasks. If you’re anything like us, you will seek ways to learn and bridge your knowledge gaps. In bigger companies, this learning is facilitated by a dedicated person or team. They specialize in everything from training and online courses, to coaching and mentoring, leadership development, and so much more. These are your Learning and Development professionals (or L&D for short). But what exactly do L&D practitioners do all day? Certainly, they aren't just hosting team-building trust falls or endlessly rearranging training room chairs. This is what we’ll tackle in this article. Let’s go! Table of Contents: How does L&D bring value to the business? Key L&D responsibilities Typical L&D Activities Conclusion How does L&D bring value to the business? To understand what L&D does, we first need to understand how they bring value to the business. In other words, why even bother? There are some good reasons: Upskill employees and ensure they have the necessary competencies to perform their roles effectively. This, in turn, leads to improved overall performance and personal productivity. Nurture leaders and equip them with the skills they need to lead their teams, manage projects and drive organisational success. Boost employee engagement and satisfaction by investing and creating learning opportunities for everyone. Cultivate and promote a continuous learning culture in which employees are motivated to acquire new skills and knowledge. Support any and all organisational changes by preparing employees for new processes, technologies, and strategies, ensuring smoother transition and continued operational efficiency. Improve teamwork and collaboration which are essential for efficient and effective operations in modern businesses. Key L&D responsibilities The most common association people have with Learning and Development is training. But that is only a very small part of what L&D does. As a matter of fact, most L&D practitioners don’t set foot in a training room for months on end, if at all. So then, what do they do? The simple answer is that they follow the L&D cycle. This is a four-stage act that transforms raw skills into polished talents. The first step is to identify the learning needs. In other words, who needs to learn, what do they need to learn, when should they learn it and what’s the best way for them to learn it. Imagine L&D as detectives sniffing out and uncovering the mystery of missing skills, knowledge or behaviours. At this stage, L&D usually finds out whether training is the right way forward or whether something else is needed, like a workshop, teamwork, coaching, job aid, online course, or something else entirely. Next, they morph into artists, designing learning programs with the creativity of Picasso, but thankfully, more comprehensible. In this stage, creativity takes the front seat. Our L&D experts become architects of knowledge, designing tailor-made learning programs. They mix and match learning methods and content, creating a blueprint for success. Then it's time for delivery. This is where the magic happens. L&D practitioners step into the spotlight, delivering engaging and effective learning (be that training or something else, like an action learning set, a project, a mentor, etc.). They're like conductors of an orchestra, ensuring each note of learning resonates with the audience. The final act involves critical analysis. In other words – evaluation. Here L&D don the hat of a meticulous scientist, evaluating the impact of the learning activity with the precision of a lab tech analyzing a Petri dish. It's the feedback loop that keeps the cycle spinning, ensuring continuous improvement and growth. Through this cycle, they transform mundane corporate learning into an art form, ensuring that employees don't just learn, but thrive. For example, L&D could turn a dull Excel training into an exciting treasure hunt for formulas. Or they might organize a team cooking challenge that sizzles with teamwork and leadership lessons. Typical L&D Activities L&D activities stem from their responsibilities. In other words, almost everything L&D does should be part of one of the 4 stages of the L&D cycle. Here is a list of some of the more common activities L&D usually engage in: Training Needs Analysis - Identifying skills gaps and learning requirements within the organization. Curriculum Design - Creating comprehensive training programs tailored to specific needs. Content Development - Developing and updating training materials, such as manuals, online modules, and videos. Workshop Facilitation - Leading interactive training sessions and workshops. E-Learning Development - Designing and implementing online learning courses. Coaching and Mentoring - Providing one-on-one guidance to help employees develop specific competencies. Performance Consulting - Working with managers to address performance issues and improve team efficiency. Leadership Development Programs - Designing and conducting training for current and future leaders. Organizational Development Initiatives - Implementing strategies to improve the overall effectiveness of the organization. Employee Onboarding - Structuring and delivering orientation programs for new hires. Career Pathing and Succession Planning - Assisting in the planning of employee career progression and leadership succession. Competency Modeling - Defining the skills and behaviors required for various roles within the organization. Learning Management System (LMS) Administration - Managing the platform that delivers and tracks e-learning. Employee Engagement Programs - Creating initiatives to increase job satisfaction and loyalty. Diversity and Inclusion Training - Conducting programs that promote a more inclusive workplace. Compliance Training - Ensuring employees are up-to-date with legal and ethical standards. Team Building Activities - Organizing events and exercises to enhance teamwork and collaboration. Data Analysis and Reporting - Evaluating training effectiveness and reporting on key metrics. Vendor Management - Selecting and managing external training providers and resources. Continuous Learning Promotion - Encouraging and facilitating ongoing professional development among employees. Team meetings - Discussing team strategies, objectives, and feedback received from learning initiatives. Collaboration with other departments - Ensuring alignment with organizational goals. Continuing education - Staying updated with the latest L&D trends and technologies Stakeholder engagement - managing everyone involved in learning, from employees, to their managers, HR and the Executive Board. So if you see your local friendly L&D person running in and out of meetings or staring at their computer screen with a weird expression on their face, chances are they are doing one (or more!) of the activities in this list. Conclusion And there you have it! We've peeled back the curtain to reveal the dynamic world of Learning and Development. From the initial spark of identifying learning needs, to the creative artistry of designing engaging programs, and the grand finale of delivering and evaluating them – L&D is far from just fun and games. We've also discovered that L&D practitioners are involved in a whole lot more than just training sessions. They're the architects behind the scenes, meticulously crafting learning experiences, fostering leadership, and championing a culture of continuous improvement. Whether they're analyzing data to fine-tune their strategies, collaborating across departments, or simply keeping their skills sharp with the latest trends, L&D professionals are always on the move. So, the next time you bump into your L&D team, remember, they're not just planning the next team-building event or wrestling with PowerPoint slides. They're the unsung heroes shaping the learning landscape of your organization, ensuring everyone from the newbie to the seasoned pro continues to grow, thrive, and excel. Keep an eye out for their next act of learning wizardry! If you're itching to dive deeper and truly master the art of L&D, we've got just the thing for you! 🚀 Join our comprehensive online video course "Learning and Development Fundamentals". This course is your gateway to becoming an L&D superstar. Packed with practical insights, real-world examples, and interactive content, it's designed to take you from a curious learner to an L&D maestro. Whether you're just starting out in L&D or looking to polish your skills, this course is your one-stop destination. 🌟 Enroll now and embark on an exciting journey of learning and growth. See you there!

A management development program is an investment in the future of the company. It may also be a necessary expense if you're trying to improve performance or comply with certain regulations. But what's the Return on Investment (ROI) on that? How do you know if your learning initiative is worth the money you're spending on it? How do you communicate your findings to the stakeholders? This article will offer some guidance on all of the above. Table of Contents: Tip 1. Establish the key areas with an impact Tip 2. Identify critical success factors Tip 3. Determine learning gaps Tip 4. Measure success post-program Tip 5. Communicate the results Conclusion Tip 1. Establish the key areas with an impact To determine the impact of a management development program, you need to establish the starting point (or a baseline) for the key areas that will impact business performance. You can use your company's performance data or hire an external consultant to help you develop metrics and measure the results over time. Alternatively, you can meet with key people from Senior Management and HR and determine these key areas together. Once you have established a baseline, you'll need to measure the changes in those areas as they occur and find the connection with your learning program. Tip 2. Identify critical success factors Once you've decided on the desired impact of your management development program, it's time to determine its critical success factors. CSFs are all the "key areas where things must go right for the business to flourish" (Rockart, 1979). You need to pay close attention to these areas. They will help you determine whether your program is achieving its intended results. The following questions can help identify your critical success factors: What are the most critical elements of this management development program? What specific outcomes do we expect from our managers after completing this training? What do we hope they do better than their peers who did not participate in this training? How do we measure these outcomes or changes in behavior (or both)? What metrics will indicate how effective this training was for each manager who attended it? Tip 3. Determine learning gaps Since this is a development program, it's important to identify the current knowledge, skill and performance, and figure out the gaps with what we want them to achieve. This will help you determine where most opportunities for improvement lie. You can then use this information to develop the program's curriculum. As a starting point, consider introducing a tool like 360 Degree Leadership Feedback (a systematic collection of feedback from direct reports, peers, and managers) that will help you pinpoint critical behaviors you want to address. 360 feedback is an excellent tool for development - it allows leaders to self-reflect and understand how others perceive their actions. If you're looking for easy-to-use and customizable 360 Degree Feedback templates, check out The Ultimate Toolkit for L&D. It has everything you need to run a successful 360 feedback - a question bank, report template, and a calculator. Plus, the toolkit features a wealth of other L&D templates that are sure to save you a lot of time. Another tool you can use is the employee engagement survey. Typically it gives insights into employee motivation, job satisfaction, career development, and working relationships. There is a lot of data you can use. You may notice certain departments or managers have been rated lower by their employees, which would indicate an area for improvement. Tip 4. Measure success post-program So you've completed the program, and now it's time to measure the impact. You'll want to look at how much it has improved employee engagement, performance and retention, as well as all the other metrics you'd defined at the start of it. If your company uses employee engagement tools, include the most recent data in your report. You can also include the findings from the 360 Degree Feedback (ideally, you would run this survey both before and after the program so that you can assess the change). Tip 5. Communicate the results Let your stakeholders know what is the return on investment (ROI). You can do this by using a variety of communication methods, channels and formats. Some prefer this to be done face-to-face at special management forums, while others may be more informal and use channels like Slack. Whatever the case, ensure your key message is well thought-out and you are prepared to answer questions about any key metrics or program details. There are three key things you would need to cover: Provide detailed information about the results Include statistics such as: How many people participated in the program, What they learned, How much time they spent working on their projects. If you're evaluating an online course, include information about: How many people viewed it, What kind of feedback participants provided. Include the time, money, and people effort invested in the program. Explain your analysis Explain why certain metrics were chosen and how those metrics were measured (for example, "We measured employee engagement based on surveys we sent out at the beginning of the year asking them questions like whether they would recommend our company to friends or family"). This will help other stakeholders understand why some numbers might be higher or lower than expected without having to rely solely on raw numbers alone to tell the whole story. Summarise key findings Close out with your key message and findings, which essentially should summarise whether the program was successful or not. Make sure you also mention next steps: will there be a follow-up program; will you be running another 360 Degree Feedback in 6 months time to measure the impact further; will leaders be excepted to trickle this information down to their teams etc. Conclusion Evaluation is an important part of any management development program. Conducting one helps you determine the effectiveness of the learning intervention and ensures that it is aligned with the needs of your senior managers. These evaluations will also allow you to: Gauge whether or not the learning met your goals, What changes are needed in the future, What was the impact on business performance, and How much value was added based on each participant's perceptions. For a deeper dive, we have a video course that covers everything you need to know about the learning evaluation process. Resources: Rockart, J.F. (2014) Chief Executives Define Their Own Data Needs, Harvard Business Review. Available at: https://hbr.org/1979/03/chief-executives-define-their-own-data-needs.

Employee onboarding is the process of integrating the new employee into the company's culture, processes and work environment. The goal of it is to increase the productivity of the new employee, improve the retention rate and reduce the costs associated with high employee turnover. While there is no universal approach to effective onboarding, there is definitely value in being consistent in measuring its effectiveness and making tweaks along the way. This article will provide some ideas on how to go about evaluating the effectiveness of your onboarding program. Table of contents: What is employee onboarding Onboarding vs. Off-boarding How to evaluate an employee onboarding program Identify the objectives of employee onboarding Introduce meaningful KPIs and metrics Onboarding satisfaction Training/onboarding completion rate New-hire turnover (voluntary/involuntary) New-hire retention New-hire engagement rate Identify challenges and make tweaks Summary What is employee onboarding? Employee onboarding is a combination of several activities that contribute to the successful integration of the employee into the company's culture and work environment. This process typically includes the following: An official welcome from the company's executives and managers; Scheduled activities with HR representatives and colleagues (e.g. lunch, social events, etc.); Training on the company's policies, processes and procedures; Health & Safety training Training on specific software and systems (e.g. travel system, expenses system, company intranet etc.) Establishing relationships with colleagues including mentors/sponsors, etc. Employee onboarding should be seamlessly integrated into the employer's recruitment process and not treated as a separate process by itself. Holding onboarding events a week after someone’s official start date is not really beneficial and creates a poor first impression of the employer. Onboarding vs. Off-boarding While this article focuses mainly on evaluating onboarding, it’s worthwhile to take a moment to consider how you’re treating the off boarding process as well or to make sure you have one at all! How we treat leavers is just as important as how we treat new comers, as it all reflects on our employer branding. Offboarding is a process that is designed to ease the transition of outgoing employees out of the company. It helps leavers to focus on transitioning their knowledge to the next generation of employees, while minimizing disruption and at the same time ensuring they do not take proprietary information with them. As part of the off boarding process we need to make sure we collate feedback in the form of exit interviews and offer leavers to also join a company’s alumni programme, if one exists. How to evaluate an employee onboarding program 1. Identify the objectives of employee onboarding When measuring the effectiveness of onboarding, there are many factors to take into account. First, you'll need to consider the objectives of the onboarding programme. Do these objectives align with the employee's expectations and priorities? Do they align with the company’s objectives and overall goals? What is the main outcome we seek by introducing an employee onboarding programme? If a newcomer was expecting an in-depth training and insight into the company’s products and they merely got a general presentation on the history and operating markets, then there’s clearly a misalignment that may lead to disappointment on the employee’s part. It’s important to take time and define the objectives of the programme first, while taking into consideration what your newcomers want. 2. Introduce meaningful KPIs and metrics Once you know what you’re aiming at, it’s easier to define how to effectively measure it. Here are 5 metrics you should consider measuring in relation to your onboarding programme: Onboarding satisfaction Ask employees to share their immediate thoughts after completing the onboarding process or a part of it (depending how granular you want to go). This is essentially the equivalent of "happy sheets" we hand out at the end of a training. They're meant to assess how the new hire felt about the process and to voice out any concerns. Some questions you might want to ask: On a scale from ... to ... how would you rate your overall onboarding experience? Was adequate time spent on each topic? Which topics did you find the most valuable? Was there a topic that was missing? Is there something you would change about the onboarding process? Training/onboarding completion rate Whether someone has completed their full onboarding programme or not could be an indicator about how useful and worth the time investment it was for them. There are other factors to consider here, of course, i.e. whether they were allowed sufficient time to complete it, whether they faced any technical issues, whether they were encouraged/discouraged by their line manager etc. A well-designed programme, which is supported by management, is crucial for employee engagement, getting people up-to-speed quickly and as a result - saves the company money by enabling employees to be productive quicker. New-hire turnover (voluntary and involuntary) Voluntary turnover measures the number of employees who decide to leave of their own accord. It is an important metric to keep an eye on, because a high new-hire turnover might indicate there are issues with the onboarding process, expectations of the role, the manager-employee relationship or just the overall employee experience. Look for patterns: whether certain departments or job roles get higher new-hire turnover than others and make steps to correct issues. Involuntary turnover could be the result of redundancy or the manager not finding the new hire to be fully fit for the role. In the case of the latter, it could be an issue of poor recruitment practices that lead to not bringing on board the right talent. It could also be an issue with less-than-optimal onboarding. Either way, it's an issue you need to investigate, as it's potentially costing the company a lot of money in hiring. It's been estimated that new hire replacement could cost between 6-9 months' salary. New-hire retention (per manager) Retention measures how many of you new hires decide to stay with you after a certain period. To calculate retention, SHRM suggest taking the number of individual employees who remained employed for the entire measurement period (this could be a year or less, up to you) divided by the number of employees at the start of the measurement period. You then multiply the number by 100 to get a percentage. This metric is best to be looked at per department, or better yet - by manager, because this will help you see whether there are issues in certain areas of the company or with a certain supervisor, where retention is really low. New-hire engagement rate When calculating employee engagement rate, there are a number of other metrics to look at: absenteeism, retention, eNPS (Employee Net Promoter Score - i.e how likely someone is to recommend you as an employer to someone else), plus there are a number of drivers to consider: how aligned is the employee with the company's strategy, how recognised they feel for a job well-done, whether there are opportunities for career growth etc. The easiest way to measure new-hire engagement rate is if you already have an annual or pulse survey in place that collects that data for you. There are many companies that offer excellent engagement survey options - OfficeVibe, Glint and Peakon, to name a few. Alternatively, you could design one in a survey platform like SurveyMonkey or similar. 3. Identify challenges and make tweaks The biggest challenge to evaluating onboarding effectively is the lack of standardized onboarding approaches across organizations. If your company operates across different countries or even continents, then it’s very likely each business unit will have their own onboarding practices. While a blanket approach is never a good answer where differences need to be considered, think of ways to introduce a standardised process, as much as possible. Summary Having a formal employee onboarding process identifies what's expected of employees, helps them understand how the organization works, and clarifies the roles of managers and their new hires. Not having a formal employee onboarding process means that new employees have to figure things out for themselves, which has a greater chance of negatively impacting them, their projects, and the organization as a whole.