Comment concevez-vous des programmes d’apprentissage qui soutiennent le changement de comportement et l’amélioration des performances ?

We get to really flex our project management muscles here. Answering these questions won't be enough if we can't point back to the questions and answers later. I find tracking this information in a document or spreadsheet to be not only helpful for stakeholders, my manager, and my own project management, but also to help my subject matter experts and supporters understand what's driving my approach and decision-making. Take these questions and ask them what their answers are. Build a mini gap assessment that also serves as the training plan for the program.

If you replace “needs” with “gaps”, we have a better starting point for talking about the learning needs analysis. Think of it as an exercise in understanding two things. 1. The gaps in employee performance affecting delivery of business strategy. 2. How your learning strategy and methodology supports both employee and business performance. The solution we have found is to focus on capabilities, whether that be org or role specific. Then from there you have a baseline with different competency levels. By having different maturity levels, you can continually re-assess, learn, re-assess and so forth. This is opposite to say a skills approach which is more a one off tick box.

Understanding the desired outcome is the first step. We must ask the leadership team what they expect their employees to show after the training session. If they expect a shift in behaviour that enhances their performance, additional clarification is necessary. * In what way, do they expect the performance to improve? * Has there been enough feedback given to the employee? * Has the employee shown unprofessional behaviour earlier? * What other steps have people taken previously to change someone's behaviour? * Is this an entire team that faces performance issues? These questions clarify expectations and assess their feasibility. We must also understand from the immediate supervisor on the current challenges.

Ah, designing learning programs for behavioral change and performance improvement? It's like being a sculptor, chiseling away to reveal the masterpiece within! 🎨✨

This is key, and something that can be a challenge for L&D professionals to translate to stakeholders. We must be able to clarify what success looks like before we begin designing learning. And, we need to be clear on what that success looks like - specifically, what are people doing or not doing? Without that vision, you're creating your best guess at what type of learning solution might help the situation, and that is where L&D runs into trust issues with the business.

The best way is to do a need analysis by connecting with stakeholders, and learners, pre-assessment, or a focused group discussion.

In corporate training, specifically my industry of internal technical training, we must move quickly to train our current employees. However, a great learning experience designer factors in the needs and context of current employees AND future hires. By anticipating the needs of future learners, staying current on technology and delivery methods, and weaving that into current training contexts, you can create a stronger program that has more longevity.

I think that first you need to observe the potential participants in action. I have often seen people put together terrific learning solutions that address a non-existent problem, and therefore make no impact. Now you have a training team with a reputation for wasting time and not getting results. Observe first to determine what the real problem is. It could be an issue with the tools they're using, or the compensation model they've been offered - training can't help there.

Analyzing learners can take a number of shapes including: surveys or exams that measure core competencies, 360 feedback, one-on-one interviews from HRBPs, time and process audits, personality, learning style, common tools used, and more. It's not enough to understand the content you're trying to teach. Like any user-centric project, you have to understand how this fits into your user's existing workflows and how to reduce friction accordingly.

Identify who needs to take the training and assign specific individuals to be the champions of the implementation. Training benefits nobody when it's not acted upon.

Selecting a modality requires thinking outside of the box and getting out of your comfort zone sometimes. At the rate of change and innovation in technology today, what was novel before could be dated now, so it's important to make sure the decision of modality points back to the true goal: creating an environment in which the learner feels safe and confident to learn. Sometimes that means less bells and whistles, and sometimes it means trying something new to you, the designer.

With remote work, there are so many more factors to consider when delivering an engaging learning and development program. I've seen many Directors of L&D go with a multi-channel approach that accommodates different learning styles, timezones, and goals. They often encourage self-resourcing as opposed to one-time mandatory trainings. This could include company workshops, LMS courses, expert speaker series, conference passes, detailed documentation, on-demand video courses like Coursera or LinkedIn learning, executive coaching, and even AI bots to assist with learning goals.

- Apply appropriate learning theories. Use experiential learning to encourage active engagement and reflection. - Utilize a blended learning approach, combining various methods such as e-learning, in-person workshops, and practical assignments. This caters to different learning styles and reinforces learning through multiple touchpoints. - Design content that is interactive and encourages active participation. This could include role-plays, simulations, or gamification elements that align with the behavioral changes you aim to instill. - Ensure the program includes opportunities for learners to apply new skills in real-world scenarios. For performance improvement, tie these scenarios to actual workplace challenges and tasks.

People learn in different ways and it's essential to provide multiple, accessible options so that everyone gets the same opportunity to learn. Some people prefer verbal instruction, some need it written down and many need the material to digest and process in their own time afterwards.

Select appropriate methods and modalities for training programs by considering learners' preferences, content complexity, and desired outcomes. Choose interactive methods like role-playing or simulations to engage learners and promote active participation. Utilize a mix of modalities such as online modules, workshops, and on-the-job training to accommodate different learning styles and preferences. Incorporate feedback mechanisms to assess effectiveness and make adjustments as needed. By tailoring methods and modalities to learners' needs, training programs can effectively support behavioral change and performance improvement.

One thing learning design professionals always repeat is the 70:20:10 Model. When developing effective learning programs, people obtain: 10% of knowledge from structured learning; 20% from social conversations and engagements; and 70% from experiences and "learning on the job". The truth is, most programs only account for the 10%. When designing programs, consider how your learners will obtain the final 90% after the training is done. Who are they expected to rely on to reinforce these new behaviors? How can we make these takeaways actionable, give scripts to apply these soft skills in real life, and illustrate how they can apply these learnings in the wild?

My favorite way to ensure learners will be able to successfully apply what they've learned is by asking the learners (and their managers) exactly what they need in the first place. Get out of your office, get out into the field, schedule calls with the learner and find out how they're currently learning to fill the gaps. Model that approach in your learning program. This will make the training more relatable (they will hear their own voice in the content) but also more impactful and useful.

Although workshops and retreats are great to boost alignment and engagement or to grasp what are the root issues collectively, real change happens over time and by addressing three different layers: people, team and system. Designing a program that considers having an external facilitator/consultant for the long term, guaranteeing follow-ups and structured way to reinforce desired behaviors and shape culture is more effective than throwing team gatherings every now and then.

Part of the initial needs analysis (before building the learning solution) should include determining success metrics, so an easy way to determine success is whether or not you've hit those metrics. Another simple way to improve retention is to include managers in the training or provide managers with a post-training follow-up guide. If I know my manager is going to ask me about training in our next 1:1, I'm more likely to really pay attention and try to use the skills I'm learning.

- Incorporate support mechanisms such as coaching, mentoring, or peer learning groups. These can provide ongoing support and reinforcement of new behaviors and skills post-training. - Design feedback loops into the program, allowing learners to receive regular, constructive feedback on their progress towards behavioral change and performance improvement. - Develop robust measurement and evaluation plans using Kirkpatrick’s Training Evaluation Model or other transfer of learning relevant frameworks to track the effectiveness of the program in achieving its objectives. - Use the insights gained from evaluations to make iterative improvements, ensuring the learning program remains effective and relevant over time.

To support behavioural change and performance improvement it is key to embed performance management within learning. So not two siloed processes and technology systems, but have the performance workflows within your learning tech stack. If you search 'performance learning management system' they are the many options that can do that.

In order for a learning program to be successful in a situation like this, you should also pair it with a robust change management process. The worst thing you can do to try to facilitate a change is to roll it out with training and nothing else. You need to create WIIFM and help them see WHY the change is needed and how it will HELP them. This will increase your engagement and completion of the training and ensure that the information truly sticks. Also, don't just end it with training. Make sure you have metrics in place to track after the training and training reinforcement planned to help make sure the change sticks and isn't short-lived. This will also be part of your change management plan.

Building habits is a lesser used strategy. It involves repetition, reinforcement, and creating a supportive environment where desired behaviors are encouraged and rewarded. For example, in a sales training program aimed at improving customer service skills, trainers can incorporate regular role-playing exercises to practice greeting customers warmly and actively listening to their needs. Additionally, implementing a recognition system where employees are praised or rewarded for demonstrating excellent customer service reinforces the desired behavior and encourages its repetition. By consistently practicing and reinforcing new behaviors, employees can develop habits that lead to sustained performance improvement over time.

Offering employees the opportunity to conduct a personal assessment to identify the training that can enhance their behavior and performance will foster a habit of self-reflection. Leaders should assist employees in selecting the most relevant training based on their strengths and weaknesses. Implementing such a process can aid the HR in designing a more targeted training program, ultimately saving time by identifying the target audience in advance.

For effective change, it's crucial that leadership is part of the process and commits to acting as a role model, inspiring the desired behaviors, and as a mentor, to motivate and assist in overcoming obstacles. Moreover, feedback plays a fundamental role here, so that the person in development knows where they stand and can adjust their behavior according to the desired objectives.