Designing evidence-based learning experiences

A group of learning leaders from technology, telecom, finance, and strategy consulting gathered to discuss how organizations can create evidence-based learning designs. The discussion generated three key takeaways: effective execution is a key for effective learning designs; test, measure and reinforce learning based on business-generated data; lastly, focus on specific problems, and on-the-job-performance, to convey the value of learning investments.

Organizations must ensure effective execution to have effective learning designs

• Start with the objectives and keep the endgame in mind. Learning organizations must know what the business goals are － not a specific skill. Deliver for this business objective, and measure the outcomes.
• Differentiate between event-based learning and integrated learning. Event-based learning happens all the time, and is not as impactful as experiential learning. The shift from event-based learning to experiential learning is a change in learning design － focusing on the learning experience.
• Ensure to have a strong learning culture. Ineffective learning is seldom caused by ineffective learning designs, but because of the lack of learning culture. Focus on behavioral change in the organization to reinforce a culture of learning.
• Measure, measure, and measure. Collect feedback through focus groups and measure satisfaction levels (NPS). Understand whether people are pleased or not; this provides a tangible understanding of the effectiveness of soft skills.

Speak the business language. There is no need to claim importance of learning if one can show business impact

Test, measure, and reinforce learning based on business generated data and feedback

• Build a case for ROI in advance of an investment. It’s difficult to isolate the effectiveness of learning due to causality. Demonstrate the business effect of learning in advance of investing in a project.
• Speak the language of the business. There is no need to claim learning is important if one can show what business results can be achieved through effective learning.
• Create time and space for the organization to give feedback. Set up processes that generate data in the business, and feed this back to learning. Iterate, improve and target buckets of the organization where learning hasn’t been effective.

Move away from measuring learning activities to performance of the job

Empower executives to make informed decisions regarding which learning technologies to invest in by focusing on specific needs and on-the-job performance

• Start from a strategic perspective and convey the value of the solution. Thereafter form methodical partnerships with learning leaders and the business to build a case for ROI.
• Run experiments. Perform small, controlled pilots with a clear problem to be solved. Demonstrate preliminary results and what the solution might look like, timely for the next budget cycle.
• Consider the balance of ‘buy vs build’ for technologies and content. Many organizations have common challenges and skills; don’t reproduce off-the-shelf content that already exists. Evaluate technology solutions with readily available APIs. Build an innovative experience based on a well-connected ecosystem.
• Move away from measuring learning (time spent, completions, etc.) to the performance of the job. Identify what individuals know and if they have the skills to perform the job.

Conclusion

Many L&D executives are facing similar challenges across organizations and industries. Organizations need to focus more on the development, and performance on the job rather than learning per se. There is a great opportunity for collaboration across departments, organizations, and industries to create evidence-based learning experiences. At Sana Labs, we are honored to facilitate conversations among learning executives to help build better learning.

The article is based on insights from a roundtable moderated by Ken Hubbell, Wells Fargo, with participation from Bria Dimke, Allianz; Bridgette Vital, Verizon; Eric Schneider, Trane Technologies; Peter Beck, Verizon Wireless; Peter Klarström, SRS Group; Simon Marsden, PwC; Steve Hobbs, Hewlett Packard Enterprise; Tony Strows, Philips; and Srishti Gupta, McKinsey & Co.