What do you do if your employees are resistant to digital learning?

If employees are resistant to digital learning, it's essential to address their concerns and find ways to encourage their engagement. It is most important to identify the reasons for resistance. Talk to the employees to understand why they are resistant to digital learning. Common reasons may include fear of technology, lack of confidence, or skepticism about the effectiveness of digital learning. All of these can be a starting point for developing an intentional strategy for easing resistance.

Resistance to digital learning will almost always be a symptom, not the issue itself. Perhaps they've had negative experiences in the past with digital learning, or perhaps there's an underlying literacy challenge they don't feel comfortable admitting. Understanding the 'why' of their reluctance will give you the information you need to determine how you can alleviate those concerns and get them onboard with your online solution.

I would switch the perspective: digital learning is not useful as such - it can only be useful if it helps the employees with the challenge they are facing. It might be useful to define the "jobs to be done" where digital learning is more convenient than other forms of learning for instance, when people try to get stuff done with the help of office software and need help with the functionality. I would focus communication on these situations where the value of digital learning is easiest to explain.

Sigue estos pasos: • Identifica las causas de su resistencia hablando directamente con ellos. • Ofrece capacitación y soporte técnico para familiarizarlos con las herramientas digitales. • Muestra los beneficios concretos del aprendizaje digital para su desarrollo profesional. • Adapta el contenido a sus necesidades y niveles de habilidad para personalizar la experiencia. • Establece objetivos claros y alinea el aprendizaje digital con los objetivos de la empresa. • Ofrece incentivos para motivar la finalización de cursos o logros de aprendizaje. • Solicita feedback constante para mejorar la experiencia de aprendizaje digital. • Crea una cultura organizacional que valore la mejora continua y el aprendizaje.

If there is change that needs to take place, this needs to be communicated to employees and the change has to be managed in such a way that, employees are made to understand why the change is needed and how is it going to benefit the company and also employees. The Change management process should be planned with all the steps to be taken to be documented so that the employer gets a buy-in from employees so that they are all on one page. Change management process is ongoing and it should be given the time it deserves and the employees to be given a change to raise their fears if any.

Una opción es definir retos concretos de manera que el aprendizaje resulte útil: eso refuerza el concepto de "aprender haciendo" que propone la metodología 70.20.10

Communication is key. The plan should include how digital learning will benefit the organisation/company and also employees and attend to their fears. In most cases employees are scared to lose their jobs, so the importance of communication and being transparent with the process will alleviate the fears of the employees. Communicate the process and allow discussions instead of doing the top-down approach.

Consider who may be best to deliver the message of the benefits. Is it Sladjena from Accounting who always seems to have all the answers and is always the first to adopt everything? She may be very knowledgeable and an early adopter but the wrong person to put in front of your employees. Considering who delivers the message can go a long way (Read what I wrote under “other considerations” to help you pick the best person).

Learners should also be clearly informed about the individual benefits they can gain. Furthermore, the mentorship by more experienced colleagues, which is to be provided, must be emphasized. Creating a fear-free environment from the outset through transparent communication about the digital learning plans for employees is crucial.

KISS (Keep It Stupid Simple) & making it understandable by a 7 year-old. In a set up where the learner more independant, it's crucial to be crystal-clear, not use jargon and making learning easy and dynamic (gamification works really well in digital learning).

According to renowned professor Dr. Foggs, breaking down complex tasks into manageable steps is key. By integrating tiny habits into daily routines, we pave the way for significant, lasting change.

People are more likely to embrace change if they see the value it brings to their work. Offer incentives for those who adapt to digital teaching and learning methods. This could be in the form of professional development opportunities, public recognition, or even tangible rewards, like specialized training in their area of interest in other city or with other colleagues with similar interests. Recognize and celebrate those who are making an effort to adapt to the new system. This not only encourages them but also motivates others to follow suit.

People will most likely accept change if they believe it comes from them! Making individuals actors of change will get them involved and supportive.

People who are resistant to digital learning can often identify areas of improvement and highlight potential pitfalls in their feedback that may have been overlooked. It's important for digital learning designers to remember that the critical nature of the feedback is less a reflection on the quality of their work, and more related to the individual's feelings about digital learning.

People want to learn about what they are interested in. Ask for what they want to learn about or, if it has to be specific, ask how they will use it and tailor the training to that so they feel their time is well spent and can feel confident about their work. Most people are just scared to be vulnerable and show that they don’t know something while at work.

Consider this: not everyone needs to adopt simultaneously. Instead, focus on a select few to start. Begin with those who hold significant social capital within the group. Ask yourself: who do employees naturally turn to for advice and insights when they’re stuck? If you can convince that influential employee, the rest will follow more smoothly.