Humanizing the Learning Experience
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This document discusses interface content and creating a meaningful experience for users. It focuses on ensuring the content in an interface is relevant and engaging to users to keep their attention and satisfy their needs and goals in a concise manner using as few words as possible.
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Humanizing the Learning Experience
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- Logistics Ask questions, we’ll answer any we don’t get to and post them/email them. Recording will be available. We’ll have a few polls throughout to keep things interesting as well
- The fact is, most workers do spend time learning every week. Just not necessarily in ways you might expect, recognize or value. Formal, L&D-led training is still a valuable part of how workers learn, of course. - We asked people how they learn for work; are these things they do every day, every week, every month, once a year, or less. - Around 70% told us they take live, virtual or e-learning courses from their employers at least once a year. - However, on average, they only do those things once every three or four months. However, they use informal, self-serve learning to connect the dots and fill in the gaps in-between. All the time. - Almost 85% said they learn things for work by searching online at least once a week. Nearly 70% learn from peers or by reading articles and blogs every week. And 53% learn from videos in any given week. Most of that, though, is happening outside your control or view. What this data says to us is that people progress every day, in all kinds of ways – not just sometimes, in courses or classrooms. - So your L&D environment should enable self-directed development as well as formal training – and it should do that through both micro-learning, which everyone is obsessed with right now, and through old-fashioned macro-learning. They both have their place. It’s just that the balance needs to be adjusted.
- One big imbalance between supply and demand: The workforce is heavily focused on developing themselves to be ready for what comes next. In a similar survey we did last year, workers told us they spend about 1% of the average work week on their employers’ training. That’s just 37 minutes. However, they invest 3.3 hours a week on their own – that’s 5x more time! - And almost two-thirds said they would put in even more time if they received some kind of credit or recognition they could leverage for professional growth. People want more than the typical L&D catalog, though. They put almost as much time into personal interests as they do into professional ones. - 75% invested their own money (an average of $339) in career-related development over the last 12 months. - In the last four years, since MOOCs started, more than 32m people have signed up with the top 5 providers. - That’s three-quarters as many licensed users as the top five corporate learning content providers have – Skillsoft, Harvard, CrossKnowledge, etc. - Yet corporate learning teams are actually the biggest obstacle to using MOOCs in the workplace, according to Future Workplace’s research. What that says to us is that people will readily invest their time and even some money in development opportunities that fuel their growth and enrich their lives. - So don't just train workers; you should also aim to transform them – and do it through informal, on-demand learning as well as structured, scheduled training. - They’re both essential now.
- Embracing those new roles is essential precisely because workers have more options for their development than ever before. They want and need guidance and recommendations more than ever. The thing is, now that guidance can come directly, from the L&D team through the catalog, the programs you build or buy and the LMS, and also indirectly through other people or systems outside of L&D. - When workers need to learn something new, for example, they are most likely to ask their boss or mentor (69%) or their colleagues (55%) for direction first. - Then they take matters into their own hands. Almost half said they search the Internet and 43% browse specific resources online. - Just 28% search their employers’ learning systems and only 21% rely on their L&D or HR departments. I don’t think that means that L&D is irrelevant; it is not. But learning follows the the path of least resistance. And that’s usually the people and systems in front of us every day. - So you can make all that self-driven learning more meaningful by curating the right resources and tools, and by engineering useful connections and interactions. I cannot stress that enough. L&D should still design and facilitate courses and programs and manage LMSs. But the most forward thinking organizations are literally creating new jobs like product managers and community managers and marketing managers to serve these new roles.
- The takeaway here is that it is essential to balance priorities: You now have to meet both business priorities AND employee expectations. You should still create and deliver courses and programs. But you also have to curate experiences. That’s all part of how workers solve their problems. You should still manage and package up learning and development solutions for employees. But you should also look for opportunities to empower people to access the specific activities or resources they want. At least where that makes sense. And you should start looking for opportunities to put data and insights to better, smarter uses than just looking backwards for reporting. Use it to personalize the experience, to automate recommendations, and to connect learning to people’s growth. And there is, unfortunately not one simple solution: Part of the new L&D job is to be an integrator. There are lots of ways to do that, But it all starts with experimenting. And Mike is going to show you three approaches we’ve picked out from the herd.
- A good place to start is by learning why people don’t rely on L&D to help them get a little bit better every day. One reason might be that your infrastructure and systems don’t really meet their needs. - The typical employee only uses their organization’s learning systems once every four months. More than one-third told us they only use them once a year ...or less. That matches the timeline I showed you all earlier. That’s where ILT and e-learning live. - When we asked people why, they pointed to three main points of friction. First, they just don't have a lot of time for learning; work always comes first. Duh, right? But when you think about what’s in most of those systems - clunky UX and long-form courses - it’s just not compatible. - Microlearning content is a start, but the answer isn’t just about short videos. - It’s also about connecting people to non-traditional content, to tools and to other people. - It’s the whole experience, not just the learning event. Second, they don’t feel like they get enough guidance or direction. it’s one thing to be told you have to take this course because you’re new at the company or because it’s required by law. But then what? If I want to move my capabilities or my career from A to B, what’s the learning that helps me do that? And third, they don’t think their employers value a lot of the learning they are already doing. 18m people took MOOCs in 2015. But how much of that does your organization give people credit for ...reward them for …even know about? People aren’t limited to what they can get from their L&D department. So if you want to connect them back to the organization’s priorities, then you have to do more than just build (or buy) shorter, more entertaining content. You have to build an environment and a culture that make the entire L&D experience smoother, more useful and more rewarding. - NPS scores for people dealing with these obstacles were much lower than the -31 average
- Changes like that really only happen when you start to shift everyone’s mindsets – from L&D as an “either / or” proposition to one that’s more holistic. But when you do, you’ll start to see organizations get ready to really put their money where their mouths are. According to the latest Bersin Corporate Learning Factbook, for example, the best L&D organizations are already delivering... - up to 20% fewer hours via formal training (ILT, vILT, elearning) - up to 30% more via experiential learning - up to 13% more via coaching and collaboration - and significantly more through on-demand resources like articles, videos and books And by “best”, I mean the ones who are delivering the most value to their stakeholders; they’re having an impact on employees and they’re moving the needle on business results. But in order to do all these things – to make L&D work differently – these organizations need new and different skills and processes and tools. You can’t really get mentoring inside an e-learning course, for example. And in order to invest in those new tools, you need CLOs and L&D teams – and all the other stakeholders – to think differently about how they define learning.