Love it or loathe it, most of us in L&D will get involved at some time with the design and deployment of compliance training for our organisations. It’s often the first learning that a new starter experiences and the one piece of learning that distracts all employees every year or so when it comes to refresher time. Gradually, over time, more and more stakeholders in the organisation believe that their part of the business must have some of its own compliance training that seemingly everyone in the business needs to do. Eventually, compliance training turns into a mammoth of a beast that consumes extraordinarily large amounts of time and with what results?
“Only 26% think online compliance training is effective” (“The state of compliance training today”, Filtered, 2017)
But it can – and should be – very different. Continue reading “Rethinking compliance training”
As I’ve been talking to fellow L&D professionals about their thoughts around social and informal learning – specifically about how they plan on formally integrating these approaches into their learning strategies – it’s been clear to me that there is much excitement about the potential of these methodologies to significantly increase L&D’s capability to support the business.
One of the barriers – if that’s the appropriate word – is the fact that learners don’t necessarily recognise these approaches as “training” and so neglect to make the most of them. The feeling is that by educating people as to the validity of social and informal learning, there is much scope to use these methods to better leverage workplace learning.
If we are looking to give our learners some pointers to get them started, then perhaps we can look at the “five moments of learning need” framework as our model. Continue reading “Using social and informal learning to meet the five moments of learning need”
We all recognise that organisational culture has a strong influence on whether social learning truly takes off as a valuable learning approach. Of course, it often happens quite naturally, so it’s very unlikely an organisation doesn’t have this channel in their mix, but organisational culture can hinder its deeper adoption and restrict its use strategically to meet organisational learning needs.
In my previous post, “Understanding Online Learning Communities“, I referenced one of two pieces of content that had recently appeared in my social learning feeds that I’ve found useful in terms of understanding online learning communities. Today I’m going to refer to the second.
In his posting, “Developing a Digital Collaborative Culture”, Terence Brake draws on the writings of author, Don Tapscott, to explore four behavioural principles that should be nurtured to enable our learners to become successful digital collaborators. I’ve looked at these from the perspective of effective participation in social learning. Continue reading “Behaviours that support social learning”
Online communities – often based around a discussion forum – are one of the most cited features in the area of social learning, but they are also some of the most difficult to get established. Most of us have experience of entering forum ghost towns, with those tell-tale signs that things aren’t too healthy, such as a flurry of activity a few months ago, with nothing since; or lots of questions, but no answers.
Many years ago, when I spoke at a social learning conference I suggested that L&D go where the conversations are already happening, rather than trying to engineer them from scratch; and I’ve seen plenty of examples where that’s worked. But there will be times when we do need to take the lead, particularly if the business does not have much experience of self-starting virtual collaboration.
There is an increasing body of research that gives us some pointers to creating the right conditions for forums to flourish and coincidentally, over the last few days, two pieces of interesting content have surfaced in my social media feeds that I want to share. I will cover the first today. Continue reading “Understanding Online Learning Communities”