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If there is anything this pandemic has taught us this past year (besides how to properly wash our hands!) it’s that virtual learning will likely be becoming the norm in organizations. Now, you may have mixed feelings about it, because it’s notoriously difficult to keep the learners focused for longer periods of time, especially when they’re sitting in front of a monitor! But challenging as it may be, virtual learning definitely has its benefits, and with the handful of tips we’ve gathered in this article, it will hopefully become second nature to you. Tip # 1. Design with the learner in mind When you first start working on designing a training session, it’s tempting to just open a blank PowerPoint presentation and start typing. To make training really impactful (be it virtual or classroom), you need to take a step back and first build its foundations. Much like building a house, you don’t start with the windows; you don’t even start with the walls! - you start with a blueprint for how the whole thing should look in the end. Some questions to help you outline your training objectives and training outcomes: Who are you designing for? (New joiners, managers, a specific department, learners with special needs, etc.) What is the overarching goal for the session? What are you trying to accomplish? What should the learners know/be able to do by the end of this session? How will you know the training has accomplished the set goal? Tip # 2. Set the stage Once you know what the goals and learning objectives are, you can start thinking about how the whole session would play out. Will it be a 1-hour or 4-hour session? Will it take place over a period of a few days or will it be completed in one sitting? Will it be purely virtual, or are you including other elements like pre-session reading, quizzes, eLearning, etc. Clarify what the learners can expect from the session and make sure you spend a few minutes at the beginning of it to explain the whole journey, as well as lay out some ground rules. Some things to make sure you clarify from the start: Will participant cameras be on or off? Will the chat be enabled? Will participants be muted? Will you host any break-out rooms for working in pairs/groups? Tip # 3. Keep tools simple, but engaging To be quite frank, we haven’t really found the Holy Graal of virtual training (but if you have, you should definitely let us know in the comments!) We tend to use Zoom and Skype, in addition to tools and apps like Miro (for live whiteboarding exercises) and Kahoot! (For real-time quizzes and leaderboards). Whatever your software of choice, make sure you don’t overwhelm your learners. Switching between apps can become tedious and there’s the risk of running into more tech issues than if you just stick to one or two tried-and-tested ones. Tip # 4. Engage learners pre-session Blended learning is a fantastic approach to help knowledge really stick. It will also have learners curious and excited for the actual session. Think of ways to blend different learning methods and create opportunities for the participants to learn on their own. You can design a piece of pre-learning to prime the learners for the session. What that would look like all depends on what you want to achieve: if testing their existing knowledge is the goal - then giving them a quiz or exercise sheet is the way to go; if instead, you’d like them to learn something in advance - then a short eLearning course or mini eBook would do the job. Tip # 5. Invest in good audio In a virtual training session, having crystal-clear audio is simply essential. It’s difficult as it is for learners to stay focused for a longer period of time; when you add to that poor audio, where they have to strain to hear you, you will most likely lose them within the first 5 minutes. You don’t need to invest in super high-tech equipment (unless your side gig is podcasting!) but having a decent microphone and sitting in a quiet, non-echoey room will ensure your voice will be heard loud and clear. Tip # 6. Use a backdrop Spare yourself the embarrassment of a family member randomly appearing in the background or a forgotten pile of laundry making a cameo from behind. Apps like Skype offer the option of blurring your background or even adding a backdrop. Alternatively, move your camera to face the wall, so that you can avoid any mishaps. Tip # 7. Do a dry-run before the actual session Having a practice run will help relieve some of the tension you might be experiencing. Plus, you’ll get a chance to practice how the activities would go. You’ll also be able to test out all pieces of technical equipment (camera, microphone, earphones) and all apps you’re going to be using. Tip # 8. Go live 15 min before In the same way, you would be in the live classroom well before the learners, make sure you log in to the virtual classroom at least 15 minutes before. You can put up a nice visual or share the cover slide of the presentation deck if you’re using one. Maybe even play some casual background music.

The beginning of the year is a perfect time for a fresh start, not only when it comes to personal goals, but also in the context of corporate objectives. This is usually where most companies begin their employee goal-setting cycle. And what better time than to set the L&D direction for the year as well? Still not there yet? Unsure how to go about it? Don't worry. In this article, we offer seven practical tips for creating a learning and development strategy. Table of contents: What is a learning and development strategy? Who should be involved? 7 essential components to an L&D strategy Tip 1. Map out your learning plan to suit your business goals Tip 2. Shape your plan from the top down Tip 3. Research current trends Tip 4. Gather employee feedback Tip 5. Define success metrics Tip 6. Identify learning priorities Tip 7. Design a Learning Strategy roadmap What is a learning and development strategy? A good L&D strategy is a treasure map that leads the organisation to reach higher profitability through employees development. It can be used as a tool for improving productivity and motivating staff. A learning and development strategy is essentially a plan or roadmap for your employees to learn new skills and develop their talents. It is meant to help your business grow by optimizing the abilities of your workers. Who should be involved? Ideally, Learning and Development strategies should be created by several people, not just one person. Let's start with the L&D team. While it might be tempting to take on the role of creating and implementing a company’s L&D strategy, a solo approach can lead to many problems. For example, team members may feel as though they aren't being listened to or that their ideas are not being taken seriously – which could result in frustration in the team and a dip in motivation levels. By inviting everyone, you ensure they have been included in the process. The team will benefit from some fresh ideas, and members will be much more invested and interested in carrying out the L&D plan. That being said, if you believe some of the team members might find this challenging or are perhaps too junior or new to the company, then you might want to limit the group to the L&D leadership team or more senior employees. Apart from L&D, you also need to align with some key figures in human resources, like the HR Business Partners, Talent Acquisition, Organisation Development, and others. Each of these roles will give you a unique perspective of the business, its strategy, vision, and mission. And speaking of the business, remember to include them as well. After all, your plan will heavily involve them, so it is only fair that they have a say too. Consider including in the process formal and informal leaders, managers and supervisors, and, of course, a representative sample of employees. 7 Tips for a Winning L&D strategy 1. Map out your learning plan to suit the business goals A good training strategy is not only about learning, it is also about performance. So, before you start planning any training and development activities, you need to identify how they will contribute to achieving your company's business goals. To do this, start by asking yourself: What are your company’s business goals? - Have these been communicated already by Senior Management and do you fully understand them? If not, it's worthwhile to sit with a member of HR or Management, if possible, and go through them to make sure you fully understand where the company is heading and how it will get there. What are the individual departmental business goals? - You don't need to go into details here, but it's helpful to understand what are some of the big-ticket items for each of the major departments in the company. For example, does Customer Service plan on introducing a new tool for messaging clients? If yes, that would mean the affected staff will need to be trained. How do goals translate into employee success criteria? - What skills or knowledge would be needed for employees to be able to complete their individual goals successfully? If productivity needs to be raised by X%, then employees would benefit from productivity training or tools to help them achieve that. Now that you know what needs improving and why, it’s time to map out a plan that will help us get there. 2. Shape your plan from the top down Work with your leadership team to set the right tone. The best way to get your learning roadmap off the ground is by setting the right expectations and culture cascading from the top down. This means getting as much feedback as possible on your designs from both the Leadership team and HR. And then, of course, incorporating that feedback. Remember that they are not learning experts, so be prepared to defend your ideas or push back where you need to. At the end of the day, they are your customer - it is their employees you are designing the L&D roadmap for, so listening to their suggestions and concerns is important, but it is you, who should take an expert position and consult them accordingly. 3. Research current trends Take some time to understand what is happening outside the organization. Not just in general or in the industry that your company operates in, but also in the realm of L&D specifically. Are there trends you need to be aware of? New technologies you might want to look into? Or developments in L&D that may be attractive to current and potential new employees? Introducing (or at least researching) new learning trends should always be a pillar in your strategy, especially if you want to keep up with the times and become or remain a competitive employer. 4. Gather employee feedback When employees are made to feel that the company not only listens to them but implements their suggestions, it makes them feel empowered, motivated and engaged. The voice of your learners is extremely important, especially if you want to inspire them to learn. Consider introducing an annual learning survey to ask what they'd like to learn, how they prefer to learn, what they see as obstacles to learning, etc. Similar to an employee engagement survey, it can show any areas of concern and give you ideas on how to improve your current learning portfolio. 5. Define success metrics Whenever I am tasked with a big project and wonder where to start, I tell myself, "start with the end in mind". In other words – know what your ideal outcome should look like and reverse-engineer the steps to get there. And to be able to define and measure this ideal outcome, you would need some metrics. They will help you assess whether you're on or off track. Some metrics you might want to observe are: Learning/training satisfaction - how happy your learners are immediately after the learning event Return of Investment (ROI) - what was the business impact compared to the money you put into the learning intervention Learning cost per employee - how much it costs to provide learning opportunities to someone (these could be training, coaching, webinars, access to online courses, etc.) Retention - do employees stay with the company because of development opportunities Net Promoter Score (NPS) - would your learners recommend the learning intervention to their colleagues You can get this data by introducing surveys pre- and post-learning, by conducting focus group interviews or by extracting it from your Learning Management System (LMS), if your company has one. 6. Identify learning priorities Once you've done your research and initial analysis, you're ready to start creating a plan for the year. A guiding question here should be "What are the core learning needs of the business?" Depending on how big the company is and how ambitious its business goals are, you might end up with a lot of learning needs that need addressing. How do you tackle this? The answer is - prioritizing. If everything is a priority, then nothing is a priority. Start by looking for learning needs that have the biggest impact on the business and are the most urgent. For example, these could be areas with the biggest number of people needing training, the poorest performance results, serious performance issues, etc. 7. Design a Learning Strategy roadmap No matter how good your strategy may look on paper, it's worthless unless you have a plan for how to turn it into action. Make sure you break it down into specific projects and assign people and timelines to each. Tools like Asana can help you visualize your plan better and keep track of all ongoing learning projects and contributors. You can start with a template and customize it to fit your needs: You don’t have to go and sign up for yet another tool, though. Your L&D strategy can live on an MS Word document or an MS Excel sheet. As long as it has themes, actions, owners, and deadlines, it’s an actual strategy. As you set out to create your company's learning and development strategy, remember it is crucial for helping employees reach their potential. A well-thought-out plan will help you support your employees’ development more effectively, which will ultimately lead them to perform better in their roles and boost your company’s overall success.

The ocean of Learning and Development job opportunities is vast. This can be exhilarating and daunting at the same time! But what exactly is a job description? What is its anatomy? What are some key terms that frequently pop up? What skills and qualifications are usually in demand? In this article, we will unpack the L&D job description to make sure that when you hit “Apply”, you know what’s waiting on the other side. Table of Contents: The Learning and Development Landscape An L&D Job Description Structure Key L&D Job Description Terms L&D Skills and Knowledge L&D Qualifications Tips for interpreting L&D job descriptions Conclusion The Learning and Development Landscape You may see a job posting for “Learning and Development”. But what people often get wrong is that L&D is an umbrella term for a array of different roles. We’ve talked about the various roles in L&D in a previous post, so we won’t go into too much detail. Suffice it to say that there are many different roles within L&D. If you’re on the hunt for a position in this field, you first need to pick the role that will speak to you the most. An L&D Job Description Structure Every job description will roughly follow the same structure: About the company: general information about the company. The role: a high-level overview of the role. Responsibilities: what particular activities are expected of a person in this position. Requirements: a list of must-haves and nice-to-haves skills, education, qualifications or behaviors the ideal candidate must possess. Benefits: what the company offers in return for your time with them. If any of these is missing in the job posting you’re interested in, feel free to do some research or even approach the hiring manager or Talent Acquisition expert from the company to help you out. Key L&D Job Description Terms There are several commonly used terms you need to be aware of when looking at L&D-related job descriptions (alphabetically): 360-Degree Learning Feedback - A feedback process where learners receive confidential, anonymous feedback from their peers, managers, and direct reports. Adult Learning Principles - Theories and practices that reflect the unique ways adults learn, focusing on self-direction, experience, and application. Agile Learning - A flexible, iterative approach to designing and delivering learning experiences that adapt to changing needs and feedback. Andragogy - The method and practice of teaching adult learners. Asynchronous Learning - Learning activities that do not occur in real-time, allowing learners to engage with content at their own pace. Blended Learning - A mix of traditional face-to-face and online learning activities to provide a comprehensive learning experience. Competency-Based Learning - An approach that focuses on mastering specific skills or competencies as the primary goal of education. Learning Culture - An organizational mindset that encourages and supports ongoing learning and development for all employees. Curriculum Development - The process of planning and organizing the content and structure of an educational program. Diversity and Inclusion Training - Programs aimed at fostering an inclusive workplace culture and increasing awareness and appreciation of diversity. eLearning Development - Designing and developing digital learning content, including online courses, webinars, and interactive modules. Employee Onboarding - The process of integrating a new employee into an organization and its culture, including training specific to their role. Gamification - The use of game design elements in non-game contexts, such as learning activities, to enhance motivation and engagement. Instructional Design - The process of creating educational programs and materials that are efficient, effective, and appealing to learners. Kirkpatrick Model - A widely used framework for evaluating the effectiveness of training across four levels: reaction, learning, behavior, and results. Knowledge Management - The process of creating, sharing, using, and managing the knowledge and information of an organization. Learning Analytics - The measurement, collection, analysis, and reporting of data about learners and their contexts, for the purpose of understanding and optimizing learning and the environments in which it occurs. Learning Ecosystem - The various tools, platforms, strategies, and environments that facilitate learning and knowledge sharing within an organization. Learning Experience Design (LXD) - Crafting learning experiences with a focus on the learner’s interaction with content, aiming to make learning enjoyable and effective. Learning Management System (LMS) - Software applications for administering, documenting, tracking, reporting, and delivering educational courses or training programs. Learning Metrics - Measures used to evaluate the effectiveness and impact of training programs, such as learner engagement and knowledge retention. Learning Pathways - Predefined routes through a series of learning activities designed to build specific knowledge or skills. Microlearning - Short, focused learning units designed for quick consumption to improve knowledge retention and application. Needs Analysis - Identifying and evaluating the learning needs of a target audience to inform program development. Performance Support - Resources or tools provided to employees at the point of need to enhance performance and productivity. ROI of Training/Learning - Calculating the return on investment for training or learning programs by measuring the cost versus the benefits to the organization. SCORM Compliance - Adherence to a set of technical standards for eLearning software that enables interoperability between different systems. Soft Skills Training - Development programs focused on interpersonal skills such as communication, teamwork, and leadership. Stakeholder Management - Involving key individuals or groups who have an interest in the success of a learning program in its planning and execution. Succession Planning - Identifying and developing new leaders within an organization to replace those who leave or retire. Synchronous Learning - Real-time learning activities, such as live webinars or classroom training, where participants learn at the same time. Technical Skills Development - Training focused on building specific technical capabilities, such as software proficiency or technical writing. Training Facilitation - Leading and guiding training sessions or workshops to ensure effective learning and participant engagement. Transfer of Learning - The application of skills, knowledge, and competencies acquired in training to the job environment. Virtual Classroom - An online learning environment that allows for live interaction between the tutor and the learners as they are participating in learning activities. Did you come across a term that’s not on our list? Let us know in the comments below, or reach out to us on LinkedIn for personalized help. L&D Skills and Knowledge Every role has its own set of competencies (skills and knowledge). If you want to learn what specific and transferable skills are most likely to appear in a job listing, check out our L&D Competency Inventory. There, you will find detailed descriptions of each skill and knowledge per role and even get a chance to self-evaluate. L&D Qualifications The qualifications employers might require vary widely depending on the position, the industry, and even the organization’s size and culture. Make sure to read carefully what the requirements are – some companies will have a long list of degrees you need, and others will value experience more than education. Some of the most common qualifications you may find are a bachelor's or master’s degree in education, instructional design, psychology, human resources or a related field. Professional certifications: Certified Professional in Training Management (CPTM) from Training Industry Certified Professional in Learning and Performance (CPLP) or Associate Professional in Talent Development (APTD) from ATD Certified Online Learning Facilitator (COLF) from LPI A range of beginner (Foundation), intermediate (Associate) and advanced qualifications from the CIPD The Certified Training and Development Professional™ (CTDP) and Certified Training Practitioner™ (CTP) from The Institute for Performance and Learning Online course certifications: Learning and Development Fundamentals from The L&D Academy Introduction to Learning and Development from Udemy Learning and Development Tools and Methods from Udemy How to Conduct a Learning Needs Analysis from Udemy The eLearning Designer's Academy Multi-Week Cohort Program by Tim Slade Tips for interpreting L&D job descriptions Want to make the most out of every job description you come across? Here are some tips to help you do just that: Look for the core duties listed in the job description. Those are usually the verbs, like "develop," "design," "facilitate," or "evaluate". Find out what is the main focus of the role - does it lean more towards content creation (e.g., instructional design), technology (e.g., LMS administration), training delivery (e.g., facilitation), or strategy (e.g., program development and evaluation)? Identify what learning theories, models, frameworks, or methodologies (e.g., ADDIE, SAM, Experiential Learning, Bloom’s taxonomy, Kirkpatrick’s Levels, etc.) are important to the employer, and make sure you are familiar with them. Take note of any specific software, tools or platforms (e.g., Articulate Storyline, Adobe Captivate, and Moodle) the potential employer uses. If you come across any unfamiliar terms or jargon, make sure to research them before applying. Assess what is the desired level of experience this organization is looking for - entry-level candidates, mid-career professionals, or senior experts. Look for any mention of what the person in this role is expected to achieve, like improving employee performance, enhancing learning technologies, or increasing engagement in training programs. This can help you leverage your application, especially if you highlight previous accomplishments. Conclusion As we wrap up our exploration of Learning and Development job descriptions, we can’t help but wonder - how will this newfound understanding shape your approach to finding your place within the vast landscape of Learning and Development? Drop us a comment down below or reach out if you have any questions. Good luck!

The Evolving Role of L&D: From Order-Takers to Business Partners Traditionally, Learning and Development (L&D) has been seen as an "order-taker"—reactive problem solvers who step in when training needs arise. Reflecting on my career, I realize that I, too, was once that order-taker. Having worked in the tech industry alongside product owners, UX/UI designers, and other non-HR functions exemplified three crucial skill that, in my opinion, L&D practitioners can greatly benefit from: Business Acumen: To provide relevant training solutions, L&D must deeply understand the business. Client-Centric Approach: L&D serves internal clients (employees) and should stay closely connected with line managers and key decision-makers. Data-Driven Decision Making: Analyzing data and identifying trends is critical to offering relevant solutions. Understand your organization's main communication channels and the costs associated with traditional training methods. As the workplace evolves rapidly, especially with the emergence of AI and other technologies, L&D must transition from a reactive function to a proactive, strategic business partner. This means not only delivering training but also driving innovation and demonstrating return on investment (ROI). The L&D Business Partner Mindset To thrive in the modern, highly competitive workplace, L&D professionals must consider these aspects: Understand the Business: Know your company's goals, challenges, and market dynamics. This knowledge allows you to create training programs that are directly relevant and beneficial to the business. Build Relationships: Engage with your HR peers to get a clear picture of your company’s demographic and profiles. Regularly communicate with line leaders and other departments to identify growth opportunities and align training with business needs. Be curious and open-minded: Stay updated with the latest trends in learning technologies and methodologies. A curious and innovative mindset is essential. Demonstrate Value: Use data to show how training programs contribute to business success through clear objectives and measurable outcomes. Practical Steps for New and Aspiring L&D Professionals Start working on your Business Acumen. Actively learn about your company’s goals, challenges, and market environment. Engage with business leaders, participate in strategy meetings, and keep abreast of industry trends. Congrats! You have clients! Truly understand your employees, work closely with your HR colleagues in order to design impactful initiatives that attend to their needs. Build strong relationships with line managers and departments. Understand their specific needs through communication and collaborative planning. Implement Modern Learning Solutions. Explore microlearning, AI-driven personalized learning platforms, and continuous upskilling opportunities. Tailor your training methods to meet the evolving needs and preferences of your workforce. Data is Key. Analyze workforce data to identify trends and training needs. Use metrics to track and report the effectiveness of your programs, showing clear evidence of ROI. Commit to your own Continuous Learning. Dedicate time to update your skills and knowledge. Join professional networks and communities to gain insights and support from peers. Conclusion As L&D professionals, our role is to enable career development for everyone in the organization. However, we must also keep up with the rapid changes in our field to provide real value. By adopting a proactive, client-centric approach and leveraging data-driven insights, L&D can anticipate training needs and design impactful learning experiences. Embrace the role of a strategic business partner—one that not only responds to training needs but identifies them ahead of time, driving business success through innovative and relevant learning solutions.

This is it – the room has been set up, the slides have been loaded, people are looking up at you with anticipation – the training is about to start. There’s just one problem – the content is super boring! Fear not, my dear friend. Because even the most boring topic can be turned into an unforgettable learning experience. So let’s dive into some tips on delivering engaging classroom training sessions. Table of Contents: Introductions matter Incorporate interactive activities Encourage participation and collaboration Make it visual Employ effective communication techniques Conclusion Introductions matter How you introduce yourself and the session matters—it sets the tone for the rest of the session. You can certainly go down the standard route of just announcing the topic and asking everyone to quickly introduce themselves. But let's be honest—that’s boring! Consider making the intro more engaging with the two activities below. Paper Mixer Tape a piece of paper to the bottom of the chairs (or just place them on top), with each paper containing a question related to the topic and your training objectives. Once everyone has settled in, tell them to recover the paper and have a mixer where people talk to each other and discuss the questions. What’s in it for me? Is the above too bold for you? No problem—ask everyone to stand in a circle, toss a ball to a random person, and ask them to introduce themselves and explain what they hope to get out of the session. Then, they toss the ball to someone else until everyone has had a chance to share. Alternatively, show the training objectives and ask people to place a sticker next to the ones they find most interesting/valuable/important/urgent. Encourage them to talk with each other and discuss why they selected the ones they did. This not only lets people to get to know each other in a more informal setting, but they are plunged into the training topic from the get-go. Incorporate interactive activities There is nothing worse than sitting for a long period of time and having to listen to a trainer. I try to use the 10-20 rule: I talk for no more than 10 minutes, and then the audience talks or practices for 20 minutes. In light of this, how can you make it interactive? Problem-solving exercises The best way to learn is to practice and do the work. And the training room is the perfect place to do this in a safe environment where mistakes won’t have real-world consequences. Just make sure the problems you present are relevant and something the trainees can, in fact, solve with the knowledge and skills they currently possess. Role plays Pretending to be someone else can be a lot of fun. Combine it with the learning process, and you get role plays. Have a few situations/simulations ready. Give instructions to your trainees and have them practice what you’ve taught them. Studying MS Excel? Have them interact with a coworker where they need to check some info in a complicated sheet. Learning sales techniques? Have them deal with a difficult customer. Case studies Have a case study or two at the ready to engage your audience in a group discussion. We often learn so much from others, and this is a great way to get those meaningful conversations going. Not to mention – case studies can keep your audience engaged and make them active participants in the learning process. Encourage participation and collaboration We already highlighted how annoying it is to be a passive partaker in a training session. Therefore, it makes sense to turn your trainees not just into active participants but drivers of the training content altogether. Here are some practical ideas you can try. Present this for me Sometimes, the content doesn’t naturally call for games, activities, or role-playing. What do you do then? Embrace it! Break your group into smaller teams, have them do some research or discuss a topic, and present back to the group. Not only do you not have to talk through the boring bits, but you are helping them take charge of their learning process and make sense of the infromation. If you want to take it to the next level, don’t allow them to write words on a flipchart; instead, have them present the content using images or pictograms that you’ve cut out or printed ahead of time. This can be a lot of fun for both the presenters and the listeners. Brainstorming Most adult learners attend training because they want to find a solution to a specific problem. Again, embrace this. Instead of giving them the solution, have them discover it through brainstorming and talking to others. We like to call this the “collective genius”. If you tap into it, not only are you making the session more interactive and engaging, but you may also learn something new yourself. Peer Feedback The training room should be a safe space for people to try things out and make mistakes. If you want this experience to also be interactive, encourage the participants to share feedback with each other. His means pairing them up, giving them tasks to work through (e.g. role plays), and sharing ideas about how they can improve in the future. Make it visual No, we don’t mean to have 200 PowerPoint slides. (As a matter of fact, in our experience, the fewer slides you have, the better!) But you can make the room more inviting and casual by having a colorful visual representation of the agenda (in the form of a road or a river, perhaps?) and use the floor to represent a model. Employ effective communication techniques Let’s say that your training topic doesn’t really allow for much interactivity or participation from the audience. Not all is lost, though! It just means you need to step into the shoes of an entertainer… or edutainers, as we like to call them. No, you don’t need to turn into a motivational speaker or a stand-up comedian. But you do need to use effective communication techniques, like storytelling and humor. Storytelling People are wired to listen to stories. Use that to your advantage. Instead of explaining how a software feature works step-by-step, tell a story of how this was used wrongly in the past and what the consequences were. Check out the “How To Tell Stories That Get People Talking & Actively Participating in Training” article to find out more. Humor Find opportunities in your session plan to share an anecdote, tell a funny story, or point out a self-deprecating behavior. Do be careful, though. You need to know your audience and tailor your humor to them. Conclusion How do you keep your trainees engaged? Let us know in the comments down below. Transforming a dull face-to-face training session into a lively and engaging learning adventure is well within your grasp. The key is to think about your audience first and what kind of experience they will go through – will they be a passive receiver of information or will they be heavily involved and in charge of their learning process? The ultimate goal of any classroom training is not to inform; people have Google for that. You want to inspire and involve your participants. So, take the 5 strategies above, adapt them to your content and style, and watch your session come to life with energy, enthusiasm and, most importantly, effective learning outcomes. Happy training!

“I have been in another field for 10 years, but I think I want to shift careers to Learning and Development. Where do I start?” This is one of the most common questions people message me about on LinkedIn. So I thought I’d put together a simple 5-step plan for what you need to do to transition to Learning and Development even if you have no previous experience. Table of Contents: Step 1. Learn about the field of L&D Step 2. Envision your ideal employer and position Step 3. Tell a story through your resume Step 4. Apply to as many positions as possible Step 5. Create your own opportunities Conclusion Step 1. Learn about the field of L&D One thing a lot of professionals get wrong is that L&D is a single role. But the reality is that L&D is an umbrella term. We’ve counted over 35 different L&D-related roles. There are many sources to learn about L&D: Chartered institutes and associations: CIPD ATD Learning & Development Institute Learning and Performance Institute Communities: L&D Shakers Learning, Education, and Training Professionals Group The Training, Learning and Development Community Global Learning and Development Community Our very own The L&D Academy Community YouTube: The L&D Academy (not one to miss of a bit of self-promotion) The eLearning Designer's Academy by Tim Slade Newsletters: The Learning Brief from L&D Shakers Steal These Thoughts by Ross Stevenson The Quest by Gwyn Wansbrough L&D Roundup by EDU Fellowship Our very own L&D Bites Step 2. Envision your ideal employer and position There are so many companies and organizations out there that it can be tempting to just start applying for roles with all of them. But the reality is that not every employer will be a good fit. Consider what are some pros you value (i.e., place of work, hours, responsibilities, etc.) and what are some cones you can live with (i.e., types of stakeholders you must deal with, organizational culture, limited career development opportunities, etc.). Step 3. Tell a story through your resume When you apply to L&D roles with no previous experience in the field, your Resume should tell a story. Not just any story – the story of you switching careers but that even though you don’t have experience, you are working on it. Perhaps you’ve taken a course, completed a qualifications program, you’re working on a relevant degree, you’ve started organizing pro bono and volunteer training sessions in your local youth center. Whatever it is, make sure that the potential employer understands that you may not have all the skills and knowledge right now but that you are working on it and you are on a journey to bettering yourself. Speaking of, make sure to highlight any transferable skills that will help you hit the floor running. You may not have developed an online course, but you’ve managed complex projects. You may not have analyzed the learning needs of an organization, but you’ve collected the training requirements of your previous team. You may not have facilitated a group discussion, but you organized your department’s team-building last year. Whatever it is, make sure it is loud and clear on your resume. Step 4. Apply to as many positions as possible This may sound overwhelming, but the reality is that not everyone will come back to you with a request for an interview. Never put all your eggs in one basket. Filter the industry you want to work in, find the companies that might sound like a good fit (see Step 2!), customize your resume to hit all the keywords from the job posting, and then hit “Apply”. The more you do this, the more chances your resume has to pass through the Applicant Tracking Systems (ATS) and you get a message in your inbox. Consider each application and interview as an opportunity to practice. You may not get it on the first try (and if you do, please let us know so we can ask you how you did that!), but with each application and interview, you will feel more confident. We also need to talk about resume customization. It is a good idea to have a standard resume that you start off with. But every time you apply to a position, make sure to read through the job description carefully, highlight the keywords and terms, and then include them in your resume. For example, if the job description emphasizes the need for a candidate with experience in "e-learning development" and "instructional design," and your standard resume mentions "creating digital training materials," you should update it to specifically highlight your experience in "designing and developing e-learning content using instructional design principles." This tailoring shows the hiring manager that you have the exact skills they're looking for and increases the likelihood of your resume passing through Applicant Tracking Systems (ATS) and catching the employer's attention. Step 5. Create your own opportunities There are generally two ways people get into L&D – internally or externally. The first is when the company you currently work for opens a position for a trainer, instructional designer, facilitator or any other L&D role. Then you apply and, without switching employers, switch careers. The second is when you leave your current employer and decide to pursue a career in the L&D field in another organization. So, what does opportunity have to do with this? Simply put – take a look around and see if you can convince your current employer to create an L&D-related position just for you. Prepare to defend the need for the role and why you would be the best person. For example, if you notice that your current team frequently struggles with adopting new software or technologies, you could propose the creation of an "Internal Technology Training Specialist" role. Prepare a presentation that outlines the recurring challenges your team faces, how a dedicated role could address these issues through tailored training sessions, and the potential return on investment (ROI) in terms of improved productivity and reduced time spent troubleshooting. Highlight your own experiences in helping colleagues adapt to new tools and your passion for learning and development as reasons why you are the ideal candidate to pioneer this role. Conclusion Wherever you might be on your professional journey – a veteran in another field or just out of school, we hope these steps give you a clearer idea of where to start on your journey to finding your first role in Learning and Development. If you want to learn more about starting a career in L&D, check out our free 5-day series that will help you with creating a personal brand that stands out and how to ace the interview.

Imagine you invested in a really expensive course to improve your presentation skills. But how do you tell if it truly made a difference? That's the challenge at the heart of measuring L&D effectiveness. In this article, we’ll explore some of the most fundamental things you need to know about measuring Learning and Development. Table of Contents: What is learning evaluation? What to measure in learning and development? How to measure learning and development? Challenges of measuring L&D What is learning evaluation? "Evaluation is the total worth or value of L&D in monetary and non-monetary terms" (Sandler-Smith, 2006). So, really, there are 3 key elements here: worth or value, monetary and non-monetary. Let’s try to make sense of these. Worth or Value of L&D What exactly is the worth or value of L&D?  We provide trainings and coaching, mentoring, on-the-job learning, online courses and many other learning experiences. But why is that important? You could say that we help people develop and therefore, the organization develops through its people. And that make sense. But let’s be honest – no Chief Financial Officer will ever be satisfied with such an answer. What they need to know is what is our worth in numbers. And so we arrive at the other two key elements – monetary and non-monetary value. Monetary L&D metrics In the monetary metrics, you would look for things like: The L&D budget and spending How many people attended How many didn’t show up How many new learning programs were launched How many training hours each employee had Return on investment Cost of training vs. cost of not training Reduction in turnover costs Increased sales or production output Reduction in waste or error rates, etc. Non-monetary L&D metrics In the non-monetary column, you would put things like: How satisfied were learners after each intervention What was the employee engagement with various L&D activities How much time does it take to master a competence How was performance improved as a result of the learning How confident learners were before and after the learning event(s) How many internal promotions happened What was the employees turnover rate How learning events have influenced the organizational culture, etc. What to measure There are several authors and popular models out there (like Kirkpatrick’s 4 Levels and Phillips ROI). But at the heart of it, there are 7 things you want to measure: Reactions – Did participants like the learning event(s)? Knowledge – What knowledge did participants gain and retain? Skills – What skills did participants gain and retain? Attitude – How are participants behaving differently? Application – Are participants applying what they have learned back on the job? Results – What is the effect of the learning event(s) on the business’s bottom line? Return on Investment (ROI) – what is the monetary return on investment of the learning event(s)? How to measure it At your disposal, you have several research methods and data collection options. Let’s break it down for each of the 7 metrics: Reactions Who? Participants/Learners When? End of learning event How? Happy sheet/satisfaction survey Knowledge Who? Participants, learning facilitator When? Before, during and after learning event How? Pre-course test / post-course test Skills Who? Participants, learning facilitator, L&D staff When? Before, during and after learning event How? Role plays, case studies, exercise, interview with participant’s manager(s) Attitude Who? Participants, their supervisor(s), reports and/or peers When? 3-6 months after learning event How? Survey (360-degree feedback), interviews with participants’ and their supervisor(s), observations, performance appraisals Application Who? Participants, their supervisor(s) When? During and 6-12 months after learning event How? Action plans created during learning event(s), post-event interview of participants and their supervisor(s), questionnaire Results Who? Participants and control group When? 6-12 months after learning event How? Cost-benefit analysis, tracking operational and performance data, employee retention, sales revenues, engagement surveys, number of customer complaints, customer services ratings, operating costs, product defects, etc. ROI Who? L&D Staff When? 3 to 12 months, end of the fiscal year How? Cost-benefit analysis, trend lines, participants and supervisor’s estimates, ROI formula. Challenges of measuring L&D If I speak Spanish fluently, is it because of my teacher, the curriculum, the classmates who helped me, or because I lived in Spain for a year where I had to speak Spanish? This is the biggest challenge of measuring L&D. There are many different factors affecting someone’s performance. How can you isolate the ones that are directly affected by learning? There isn’t a simple way to solve this. As an L&D professional, you must employ a nuanced approach, combining quantitative metrics with qualitative insights to capture the holistic impact of learning experiences. This involves not just looking at test scores or completion rates but also gathering feedback, observing behavioral changes, and considering external factors that contribute to performance. Sources: Elkeles, T., Phillips, J. and Phillips, P. (2017). The Chief Talent Officer. 1st ed. Abingdon, Oxon: Routledge. Kirkpatrick, D. (2007). The Four Levels of Evaluation. Alexandria: American Society for Training & Development. Phillips, J. J. (1991). Handbook of training evaluation and measurement methods. (2nd ed.). Houston, TX: Gulf. Sadler-Smith, E. (2006). Learning and development for managers. Cornwall: Blackwell Publishing.

For some, the word ‘training’ makes them think of growth, self-fulfilment and overall positive vibes. For others – it conjures images of endless PowerPoint slides, monotonous lectures, and a sense of time that could have been spent more productively. If your training sessions are more likely to induce yawns than spark enthusiasm, it’s time to take a look in the mirror! Today we’re exploring why training usually fails and how to transform it into an engaging, impactful and valuable experience for your learners. Table of Contents: Training isn’t the solution Training isn’t relevant Trainees don’t know about the training Training is boring People don’t have time for training Conclusion Training isn’t the solution The first and very likely reason your training isn’t working is because it wasn’t the right solution to begin with. What happens very often is a performance issue is discovered, and the manager says, “Let’s have a training!”. Customers complaining? Training! Software errors? Training! Conflict in the team? Training! The problem with this approach is that you don’t dig into the heart of the challenge. If you truly want to figure out what’s going on, you need to ask 2 questions about employees jobs: Do they have the knowledge and skills? And Do they have the right attitude and motivation? If we plot these two questions on a chart, we get four possibilities. This is called the Performance Analysis Quadrant or PAQ. Learning and Development (and by extension) training, only works in the specific situation when the employees are motivated and willing to do their jobs but are lacking skills and knowledge. L&D can rarely help with attitude problems directly because this is something other people usually handle – like managers, HR, coaches, mentors and so on. But what L&D can do is help connect the dots and point to the right solution, even if it isn’t training-related. Or, alternatively, work in a 1-on-1 setting with the manager to help them solve their problems by themselves. How to fix it? Anytime you get asked to design and deliver training, the very first question out of your mouth should be, “What challenge are we trying to solve?”. If it’s skills- and knowledge-related, continue talking about the training. If it isn’t, help the person figure out what the problem is and how it can be solved. Training isn’t relevant Another popular reason why people may not like training is that it isn’t relevant to them and their work. If people are coming to your session, chances are they expect to find answers to very specific challenges. And if your training isn’t giving them answers, then it’s seen as a waste of time. A seasoned sales professional will need to know how to handle objections during sales calls or techniques for closing deals effectively. If your training only focuses on basic communication skills,  it won’t resonate and will be seen as a waste of time. How to fix it? To avoid this, you need to profoundly understand your trainees and their jobs. You need to know what their titles are, what is their previous experience, and why they need training. This last one means knowing their pain points, when they occur, who is involved, and what’s the most appropriate way to fix it. Some practical ways to gain this information are through pre-training surveys or shadowing and observations. This initial step will help your training pop and make it so much more relevant and valuable. Trainees don’t know about the training It can be annoying to find out that you missed an interesting training just because you didn’t know about it. Often, trainers believe that if they build it, people will come. But the reality is different! How to fix it? Trainers need to don their marketing hats. This means utilizing multiple channels to announce and remind employees about upcoming sessions. You could leverage company-wide emails, internal social networks, bulletin boards, and even direct messages from managers to team members. It's also beneficial to communicate the value and objectives of the training, making it clear how it relates to their roles and personal development. Additionally, scheduling reminders and providing calendar invites can help ensure the training stays on their radar. Remember, visibility is crucial - if they don't know about it, they can't benefit from it. Training is boring Some of the most devastating feedback a trainer can receive is that their session was boring! Endless PowerPoint slides filled with text to the brim. Long monotonous lecture that seems to have a single aim of keeping the trainer from falling asleep. Zero interactions, zero discussions, zero interest! However, as tough as this feedback may be, a smart trainer will see it as a learning opportunity. How to fix it? To combat boredom, incorporate interactive elements like group discussions, hands-on activities, real-life scenarios, and even gamification. Also, consider varying your teaching methods and using multimedia, such as videos or interactive software, to keep the content dynamic. Personalizing the content to resonate with the audience’s interests and experiences can also make a big difference. The goal is to create a learning environment that is not only informative but also stimulating and enjoyable. Remember, when learners are actively engaged, they're far more likely to retain information and apply it in their roles. People don’t have time for training “I really want to, but I don’t have time for training!” This is a phrase I’ve heard over and over again. And it is a valid reason – taking time away from work simply means adding more workload to our already tight schedules and deadlines, causing stress we don’t need. Does that mean that training shouldn’t happen? No, of course not. We just need to be more creative. How to fix it? For one, you need to meet your audience where they are. If they are spending most of their time in front of a computer, have the training online. If they are on the factory floor – meet them there. Also, make it short – break down the training into more digestible modules that can be completed faster. Consider offering the training as a video or an online course; this way, trainees can complete it at their own pace. Of course, this also means the trainer must be available to answer any questions, which isn't super convenient. But if it benefits the trainee, isn’t that more important? Conclusion And there we have it – a blueprint for turning your training sessions from a dreaded chore into a sought-after learning experience. All you need to do is ensure the training is the right solution, that it’s relevant, people know about it and is engaging but also fits into the trainees' schedules. It’s clear that the key to successful training lies not just in the content, but in how it’s delivered, communicated, and tailored to meet the specific needs of your audience. Remember, training is an evolving process. By staying attuned to the needs of your trainees, embracing flexibility, and being open to feedback, you can ensure your training sessions are not only effective but also enjoyable and relevant. So, let’s bid farewell to the days of yawn-inducing, one-size-fits-all training. It's time to step up, rethink, and re-energize your approach to Learning and Development. Your trainees will thank you for it, and you'll see the results in their performance and engagement. Let's make training a journey of discovery and growth for everyone involved. Happy training! 🌟🚀

Do you ever think about where you want to be in 3, 5 or even 10 years from now? No, this isn’t a job interview question, it’s a career development question. And if your answer is “in Learning and Development”, then what are you doing to future-proof your career? The future is here, and it's time to embrace it with open arms. But it’s not just about jumping on the bandwagon. It’s about steering your career in the right direction. Let’s see what are the 3 most important things you need to keep in mind to prepare your career for the future. Table of Contents: AI for L&D Data Literacy and Analytics Strategic Business Acumen Conclusion AI for L&D Let’s start with the elephant in the room. Ever since OpenAI announced ChatGPT in 2023, it has taken the world by storm. Suddenly, everyone was using it – marketing specialists, software developers, lawyers, content creators… and L&D? The research is inconclusive. For example, CIPD did their research Learning at work 2023 just weeks after the announcement of ChatGPT. At the time, “only 5% of respondents were using it and a further 6% were planning to”. Donald H Taylor, one of the leading voices in L&D, also researched the state of AI in L&D in September/October 2023 (The L&D GSS Focus Report 01). Of the 185 respondents, 55% of companies did something with AI (either using it extensively, some parts of it, or piloting and testing). But the respondent’s pool is too small to be representative of the entire L&D population. What does that mean for your career? AI is here to stay – regardless of how you feel about it. The sooner you make it your friend, the better. How can you use AI in L&D? There are tons of ways to benefit from AI in your day-to-day work. Some examples include: Creating training and learning content Automating administrative tasks like scheduling, emails, and report generation. Personalizing learning experiences by adapting content to individual learner needs. Analyzing large datasets to identify learning needs and skill gaps. Providing intelligent tutoring and support through chatbots and virtual assistants. Facilitating adaptive learning pathways for learners. Implementing predictive analytics for forecasting future learning trends and needs. How do you use AI in your work? Let us know in the comments below. Data Literacy and Analytics According to LinkedIn Learning’s 2023 Workplace Learning Report, the fourth most important priority for L&D was improving data literacy. Do you know how L&D impacts the business? No, it’s not by showing how happy employees were with your training. It’s by highlighting how the business performance has improved, how employee productivity or retention has increased, or how many new strategically important skills people have learned. Not a lot of L&D pros can boast about knowing how to demonstrate these metrics. That’s why you need data literacy and analytics. The data is there; you just need to know how to find it and let it whisper its secrets to you. How can you use data analytics in L&D? It’s a wonder what you can do with data. For example, you can Track and measure the effectiveness of learning programs. Analyze employee engagement and learning patterns. Identify skills gaps and training needs through data trends. Measure ROI of L&D initiatives by linking learning outcomes to business performance. Evaluate learner feedback to improve future learning content and delivery. Predict future learning needs and trends based on current data analysis. Monitor and improve learner retention rates over time. Use data to advocate for L&D resources and budget within the organization. Continuously refine L&D strategies based on ongoing data analysis. Strategic Business Acumen You can be the best learning designer or the most experienced facilitator in the world. But none of that would mean anything if you don’t know intimately the business you are serving. That’s why the third way to future-proof your career in L&D is to have a solid understanding of the business operations and strategy. This means being well-versed in change management, understanding organisational culture, and the ability to align L&D initiatives with business objectives. This also means being able to articulate the ROI of learning programs in terms of business outcomes. How can you use strategic business acumen in L&D? Knowing and understanding the business is one of the most important steps in becoming successful in Learning and Development. Here is what else it can give you: Align L&D strategies with overall business goals and objectives. Identify and prioritize training initiatives that have the highest business impact by addressing specific business challenges or opportunities. Develop learning programs that support organizational change and business growth. Communicate the value and ROI of L&D initiatives to stakeholders. Foster partnerships with key business units to ensure learning relevance and applicability. Advocate for L&D as a strategic tool in achieving business success. Collaborate with leadership to understand and support their vision and goals through targeted learning initiatives. Conclusion And there you have it – 3 ways to future-proof your L&D career: AI, data analytics and business acumen. The landscape of L&D is ever-evolving. No yearly report or research can truly encompass everything that happens or stirs L&D. But keeping pace with technological advancements, understanding the language of data, and aligning your L&D strategies with the broader business goals will not only enhance your skillset but also elevate the value you bring to your organization. How do you get ready to step into the future of L&D? Share your experiences and thoughts in the comments below, and let's continue to learn and grow together in this exciting journey of L&D!

Give them facts, numbers, and charts if you want to "kill" your training audience quickly! But if you're going to make your training sessions engaging and memorable for learners, then for the love of all that is good in this world, TELL A STORY! You might wonder “What’s the big deal about stories?“ But they are a BIG deal! Our brains are naturally wired to pay attention to stories. Humanity survived for the longest time in history because of the stories it would pass from generation to generation — way before we decided to create alphabets and write them down for posterity. Benefits of storytelling for adult learners Storytelling can be instrumental in helping learners: Gain knowledge through practical examples Discuss and reflect on complex topics Surface their emotions Think differently Experience the world through another person's perspective Get a sense of identity by comparing to others Motivate them to take action The structure of a story Telling stories is easy, especially if you know how to do it. Here is a simple process you can use to tell stories in your training session. Set the scene. This describes where and when the story took place and what circumstances were at play. Identify the goal. Begin the journey by explaining the end goal and the tasks that must be accomplished. Introduce the characters. These are the critical connection points for your audience. To help learners relate to the character(s), describe their personalities and traits that are important to the story. Describe the obstacle. What happens that impedes the progress of our hero and their mission to accomplish the task? Obstacles are the "soul of a story". If our character doesn't have a struggle tied to an emotion, a barrier, a catastrophe, or a dilemma, then there is nothing there to talk about. Overcome the obstacle. What did the hero do (or not do) to rise to the occasion? Make your point. What did the hero learn, how did their world change, and on and on? You can easily turn this into a discussion for your learners to figure out on their own instead of spelling it out for them. Conclusion. Conclude the story by giving specific calls for action that learners can apply right away. Again, these can come from the learners themselves. You don't have to follow each step if it doesn't enrich your story. Sometimes the hero won't be a single person, but a whole team or even an entire organization. And sometimes, the task won't be clear-cut, and it would have to be implied in the context. For example, if the company is going through a cultural transformation and a manager doesn't want to change their behaviors, the task isn't for them to change; it's for the organization to evolve without him. Story examples One of my favorite short stories I like to tell (when applicable) is about a wealthy man who fell madly in love with a village girl. He went to ask for her hand in marriage and said that if she rejected him, he would die. She did reject him, and he did die… some 60 years later. What does that story mean to you? What is the point of the story? And how can you apply it to your personal or professional life? Try it yourself Choose a training topic you are familiar with and think about what relevant stories you can tell that will enrich the learning experience. Download our storytelling template to help you develop a story that will enrich your training session. We would love to hear your stories and their effect on your learners. Share your successes on Social Media, and remember to tag us!

The beginning of a new year always holds this allure of starting something fresh, having a new slate, turning a blank page. You haven’t made any mistakes yet and anything is possible. There’s no wonder people are always so determined at the start of the year to make new changes. The thing is - for most people these changes almost never last. And it’s because we think about them the wrong way. It’s not just about the decision to make a change. It’s about implementing that change and making it part of your everyday activities. In short: it’s not about making resolutions, it's about making new habits. Here are our best tips for making this your best year. Set goals In case you have not been following any sort of goal-setting techniques, now is the right time to use them. The best way to set goals is to break down your goals into smaller, measurable steps that you can take every day. Figure out what is it you want to accomplish in the next 12 months and make a plan for it (like you would if someone asked you to run a project at work). Start small When it comes to goal-setting, it's best to start with the smallest steps possible. After all, setting a large goal can seem daunting. If you're looking to lose weight, for example, set a small goal to increase your activity level by 10 percent every day. Or to move for at least 30 minutes a day - you don’t have to commit to an intense HIIT or cardio session, but even 30 minutes of just taking a walk. If you start with easy-to-implement changes you will be much more likely to stick with them and turn them into habits, rather than going all-in and burning out quickly. Write it down After setting the goal, write it down on paper and post it where you'll see it every day. This will help you stay focused on achieving it, as well as remind you when you need to do something to accomplish the goal. There is great power in putting pen to paper and soon enough you will find that the words turn into reality. Celebrate milestones When we have a long way ahead we can’t help but focus on how much more there is to accomplish and that can feel discouraging. To get yourself in the right mindset, make sure you celebrate every milestone on your way to success. Maybe you want to start a new business? Then celebrate as soon as you decide on the name and buy the domain! Or perhaps you are studying for a degree - then celebrate as soon as you pass your first exam. Giving yourself small rewards triggers the brain to focus on achievement, rather than dwell in self-doubt. Rewards don’t have to be big - it can be treating yourself to your favorite Starbucks drink or giving yourself a self-care day. Whatever it is, make sure you put those milestones in your calendar and celebrate as soon as you hit them. And last but not least - Always remember why you started A year can be a long time, especially when you’re trying to adopt new habits. Make sure you never forget your WHY. When you have to wake up at 5:30 am to work on your new blog or to go for a run to get in shape, you may begin to wonder why the heck you’re doing this! Write down your WHY if you have to. Put it on your mobile screen desktop. Put it up on the fridge. Let it be a constant reminder that you’re working towards something amazing and it will all be 100% worth it in the end. Rooting for you! Good luck!

The art and science of figuring out if your training program actually worked has been at the forefront of our hearts and minds for the better part of the last decade. It sounds straightforward, but anyone who's been down that road knows it’s not always the case. From setting the right objectives to collecting data and decoding feedback, there's plenty of room for slip-ups. That's why today, we want to spotlight common pitfalls in learning evaluation and offer our expert advice on how to avoid them. Whether you're an L&D pro, a manager responsible for team development, or a curious consultant, there's something here for everyone. So, let's dive in and make your next evaluation not just effective but exceptionally insightful. Table of Contents: Common Pitfalls and How to Avoid Them Lack of Alignment with Organizational Goals Data Overload Ignoring Stakeholder Input Inadequate Pre-Training Baseline Data Poorly Designed Evaluation Tools Poorly Designed Evaluation Questions Timing Issues Failure to Follow Up Overlooking Qualitative Data Neglecting to Communicate Results Best Practices for a Smooth Evaluation Process Set Clear Objectives that Align to the Business Involve Stakeholders Use Multiple Evaluation Tools Collect Baseline Data Test Evaluation Tools Timely Evaluation Quantitative and Qualitative Data Primary and Secondary Data Use Control Groups Contextualize Data Use Standardized Metrics Cross-Reference Findings Use Third-Party Evaluators Conclusion Common Pitfalls and How to Avoid Them When it comes to evaluating your efforts, there are some common pitfalls. Here they are with some tips on how to avoid them: Lack of Alignment with Organizational Goals Before starting, make sure you have aligned your evaluation criteria with your organization's overarching objectives. If the business wants to improve customer satisfaction scores by 15%, you don’t measure how many people completed the training, but focus your efforts on Level 4 evaluation, where you measure any changes to customer scores before and after the training, the average time it takes to resolve customer issues and the number of repeat customer interactions. Data Overload Prioritize which metrics are crucial to your evaluation goals. Don't collect data for the sake of collecting data. There are some vanity metrics, like attendance, but you need to measure things that make a big impact on the business, like employee performance improvements, customer satisfaction rates, or even increased sales that can be attributed to the training program. Ignoring Stakeholder Input Involve key stakeholders early and often, from defining objectives to analyzing results. If you evaluate a new sales training program based solely on metrics you think are important—like the number of closed sales or how quickly deals are made—you might miss what your stakeholders actually care about. They may be more interested in other factors like the quality of customer relationships, customer retention, and upselling success. So, it's crucial to consult with your stakeholders first to make sure you're measuring what really matters to them. Inadequate Pre-Training Baseline Data Collect baseline data before the training begins so you have a point of comparison for evaluating effectiveness. You roll out a new software training program aiming to improve employee productivity. If you don't measure how long tasks take or the error rates before the training, you won't know whether the training actually improved productivity or if any changes were just natural fluctuations. Poorly Designed Evaluation Tools Test your surveys, quizzes, or other evaluation tools to make sure they're clear, concise, and relevant. Avoid using a post-training survey with complicated language and too many questions. This will make participants rush through it without understanding what's being asked, rendering the feedback unreliable. Poorly Designed Evaluation Questions Your questions need to be simple, clear, and precise. If you ask, "Did you find the training useful?" but don't specify what "useful" means, participants might have different ideas, making it hard to gauge the training's actual effectiveness. Timing Issues Don't evaluate too soon or too late; give learners time to apply new skills but not so much that other variables come into play. Imagine you assess the impact of a leadership training program just one week after completion. The short time frame doesn't allow participants to implement what they've learned in real-world scenarios, making the evaluation premature. Failure to Follow Up A single evaluation point isn't sufficient. Make it an ongoing process to capture long-term effects. As the different levels of Kirkpatrick’s Model suggest, you need to evaluate before, during, and after a learning event. If you evaluate a conflict resolution training immediately after it ends but never re-evaluate 6 months, you won’t be able to see if employees are still using and benefiting from the skills they learned. Overlooking Qualitative Data Quantitative metrics are important but don't forget to gather qualitative insights through interviews, open-ended questions, or observations. Let’s say that after a communications workshop, you only measure the number of employees who completed the course and their test scores. Thus, you’ve ignored feedback and discussions among participants where they talk about how the training helped them better articulate their ideas, missing out on rich qualitative data. Neglecting to Communicate Results Share the evaluation results with stakeholders, including what actions will be taken based on those results, to close the feedback loop. If you don't share the results after thoroughly evaluating a major customer service training program, no one will know what actions to take next. They won't know what to keep doing, what to stop, or even whether to cancel future sessions. There might be other pitfalls you get trapped in. But if you can recognize these and take proactive steps to avoid them, you will be able to do the same for others. Best Practices for a Smooth Evaluation Process We’ve been doing evaluations for many years now. And we’ve discovered there are some good practices which we’d like to share with you: Set Clear Objectives that Align to the Business We have to start with this, as it’s the single most important criterion for learning evaluation success. Make sure the learning outcomes align with organizational goals. Otherwise, you are wasting your time and effort doing things that shouldn’t be done. If your organization's goal is to improve customer satisfaction, design your training around enhancing customer service skills. Involve Stakeholders The sooner you can involve your stakeholders, the better. They should help you align with the broader objectives of the business (see the point above). For example, if you’re evaluating a new sales training program, consult with the sales team to ensure it meets their specific needs. Use Multiple Evaluation Tools You have at your disposal many different tools. Use them! Utilize a mixture of surveys, quizzes, interviews, and observations. For example, you can use a post-training survey for immediate feedback and do some interviews and observations as a follow-up for deeper insights. Collect Baseline Data To know how far you’ve come, you need to know where you’ve started. Measure any relevant performance metrics before the training for comparison. For instance, if you’re delivering training on a new software, note the proficiency levels of employees before and after the training begins and note the difference. Test Evaluation Tools If something can go wrong, it will. The same is true for your evaluation tools. Pilot-test your evaluation tools to ensure they're effective – check the links, the questions, the structure and the completion time. For example, test your post-training survey on a small group before rolling it out to everyone to ensure the questions are clear and the questionnaire works. Timely Evaluation Timing is crucial for learning evaluations. Don’t evaluate too soon or too late after the training. In most cases, you’d need to wait at least two weeks after a training session to evaluate its effectiveness, allowing time for application but not enough for skill decay. Continue to collect data at multiple points over time. Sometimes, it is a good idea to re-evaluate participants’ skills six months after training to measure long-term retention. Quantitative and Qualitative Data When you evaluate learning, you want to collect both quantitive and qualitative data for a fuller picture. Quantitative data refers to numerical information (i.e. numbers) that can be measured and analyzed using statistical methods, while qualitative data encompasses non-numerical information (i.e., text) that provides insights into behaviors, opinions, and attributes. A simple example is when we ask trainees to rate their satisfaction with the session on a scale from 1 to 5. This is quantitative data. If in the same survey we also ask them to tell us how to improve the session, that would be qualitative, as it cannot be put into numerical values. Interviews and observations are another example of qualitative data. Primary and Secondary Data Primary data is original information collected directly from sources such as surveys or experiments for a specific research purpose, while secondary data is information that has already been collected and published for other purposes and is reused in a new analysis. For example, after a training program, you can collect primary data through surveys, interviews and observations, and secondary data – through performance reviews and employee engagement reports. Use Control Groups A great way to learn what the impact of a learning event was is to compare the trained group with a similar group that did not receive the training. For instance, you can compare the sales figures of the team who received the training to those who did not. Contextualize Data Data doesn’t live in a vacuum. There are many forces at play when it comes to learning impact – the facilitator, the environment, other participants, the line manager, the organization, etc. Your task is to put the evaluation findings into the context of business results. For example, just because the quarterly sales numbers after a training don’t show a significant increase doesn’t mean the session was bad. You need to find out what else influenced the numbers – could it be a new software people are getting used to? Market downturn? Or even higher staff turnover? Use Standardized Metrics When it comes to evaluations (just like most things in life!) consistency is key. Using standardized metrics allows you to make apples-to-apples comparisons, whether it's assessing the same program over time or different programs against each other. This uniformity helps in generating more reliable and valid data. For example, don't change the questions on your post-training surveys every time you conduct a training session. Stick to a standard set of questions year over year, making it easier to track progress, identify trends, and even compare one training program to another. Cross-Reference Findings Verification strengthens the credibility of your evaluation. When your data comes from a single source, it's like having only one witness in a court case. But when you have corroborating evidence from multiple sources, your case becomes stronger. For example, if your post-training surveys indicate that participants feel more confident in their skills, but performance metrics in the workplace don't show any improvement, it's time to dig deeper. Check if the skills learned are being applied at work, or whether external factors like a change in management or new company policies might be affecting the performance metrics. Cross-referencing helps you understand the full story and substantiate your findings. Use Third-Party Evaluators Sometimes, it's hard to be objective when you're too close to the subject. Using third-party evaluators adds an extra layer of impartiality to your assessments. This is particularly important for high-stakes or sensitive programs where internal biases could skew the results. For example, if your organization rolls out a new leadership training program, consider contracting an external L&D consultancy to perform the evaluation. They can offer an unbiased perspective, free from any internal politics or preconceptions, giving you more reliable insights into the program's effectiveness. Conclusion And there you have it—a roadmap for avoiding common pitfalls in learning and development evaluations, backed by years of collective wisdom and hands-on experience. From the importance of aligning with organizational goals to the nitty-gritty of data collection and interpretation, we've covered the spectrum of challenges that can make or break your evaluation efforts. But remember, recognizing these pitfalls is just the first step. The real test comes in actively avoiding them in your next evaluation. Put these best practices to work. Consult with your stakeholders, be discerning with your data, and never underestimate the power of a well-timed, well-executed evaluation. So what's your next move? Are you ready to make your learning evaluations more effective, insightful, and aligned with business goals? We challenge you to apply at least one of these best practices in your next project. Trust us; you'll thank yourself later. Until next time, keep evaluating, keep learning, and keep growing. Cheers to your future success in making L&D as impactful as it can be!