Training Industry Magazine - July/August 2017 - 18

everyone in the same way. So, we
developed something scalable and
sensitive to the time-crunched reality
facing our leaders."
The problem is that for many
organizations, on-demand learning
frequently leaves employees and leaders
on their own without the support
required to ensure that their time and
the organization's investment pays off.

ON-DEMAND LEARNING FREQUENTLY LEAVES
EMPLOYEES AND LEADERS ON THEIR OWN
WITHOUT THE NECESSARY SUPPORT.

For many organizations, the reality of this
new learning isn't living up to the hype.
It's not uncommon to hear "We built it but
they didn't come," "The information isn't
translating to behavior change," or, "The
community-building and peer-to-peer
interaction promise isn't materializing."
Applying old thinking to a new model
simply isn't delivering the intended
results for many. A new mindset
and three high-impact practices are
required: curate content, create context
and cultivate connection.

Curate Content and Context:
The Evolution of L&D
While content is king, context is the
power behind the throne; and together,

WHEN CURATION BECOMES CREATION
Despite the exponential growth of
online information, not everything
can be curated. Heather Hoerdemann
of Synopsys cautions, "Don't discount
the uniqueness of your organization
or industry. You can't expect to get
everything
off-the-shelf."
Content
development must supplement most
content curation efforts.
Determine what's distinctive about how
your organization conducts business.
Identify critical messages to be delivered
by your leaders, and select the models
and stories that reflect your culture.
Then package them as additional learning
elements to complement curated material.
And don't forget about reflection and
application planning. While some of
what's learned on-demand can be put
to immediate use, other content gets set
aside, or used in conjunction with other
skills. As a result, it's essential to build
in opportunities for learners to reflect,
capture insights, make connections and
instigate knowledge transfer through
intention setting and action planning.

| 18

they're at the core of effective, ondemand learning. As a result, today's
L&D professionals must focus on the
"what," and develop new competencies
in sourcing, configuring, delivering and
refreshing content. They must also focus
on the "why," helping learners connect
the dots in a compelling way.

ensuring "authenticity, relevance, and
cultural fit," according to White.

According to Tulie White, executive
director of global sales capability,
insights and development at The Estée
Lauder Companies, "It all starts with the
learners - understanding precisely what
they need - even if they don't know to
ask for it." This level of familiarity with
users enables learning to connect with
real problems and challenges, creating a
context for engagement.

Cultivate the Manager-Learner Connection

Rob Cahill, CEO of Jhana (a provider
of bite-size, on-demand leadership
development), encourages thinking
"in terms of the job to be done. You
create much more impactful, relevant
learning if you focus on a single learner
role - such as first-level managers - and
design the content and experience for
that specific role."
Selecting high-quality content sources
is key. While there are infinite sources
of free content on the Internet, most
organizations undertaking an ondemand initiative prefer the stability
and predictability of reputable content
providers. Whether free or fee-based,
the content must be carefully vetted,

Then comes the important work of
chunking (both for stand-alone and
pathway-based options), organizing and
deciding upon the most appropriate and
actionable resources.

Learning is social, and understanding
is enriched by sharing what is learned.
The retention and application of
new knowledge expands through
interactions with others. On-demand
learning systems that generate the best
results are ones that integrate the human
connection. For many learners, the
connection that matters most is the one
they have with their managers, making
active manager support a key success
factor in the on-demand environment.
Hoerdemann suggests, "People won't
opt in to this way of learning by osmosis.
Learners need to be guided toward the
resource. It's important for managers to
introduce it and position the benefits
and importance to our company's
learning culture."
Best-in-class companies are designated
using
three
metrics:
employee
engagement, revenue per FTE and
customer satisfaction rates. Studies
conducted by the Aberdeen Group, a
global research firm, reveal that best-



Table of Contents for the Digital Edition of Training Industry Magazine - July/August 2017

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