Training Industry Magazine - July/August 2017 - 19

be excited. Create products they can't
help but love. Invite them to participate
in the development process. Involve
managers in pilots and take their
feedback seriously. If they feel a part of
it, they'll naturally want to engage with
employee learning."
Even when involved, managers are often
unclear about the part they can play in
driving employee-owned, on-demand
learning results. Making their role
concrete and actionable boils down to
helping them adopt three key practices:
* Facilitate insights
Insights are those aha! moments when
everything clicks and becomes clear.
Insights drive behavior change. Managers
can spark insights by asking, "What sticks
with you most about the topic?" Or, "How
does that fit with your role?"
in-class companies are 73 percent
more likely than others to ensure that
after learning has occurred, employees
have one-on-one meetings with their
managers to discuss how to apply the
learning to their roles.
Paradoxically, online platforms increase
the likelihood that managers will
relegate this responsibility to "the
system," and offer less support when
more is needed.

Activate Authentic Manager Engagement
What needs to happen to ensure the
manager engagement that's required
to support results in this on-demand
world? Janice Hall, senior VP of global
sales capability center of excellence
lead at The Estée Lauder Companies,
explains, "Help the day-to-day manager

To keep it simple, The Estée Lauder
Companies provides managers with
streamlined
micro-moment
leader
guides aligned with the learning. A
one-page month at-a-glance schedule
flags brief, high-impact interactions that
can easily be integrated into ongoing
conversations.
Synopsys embeds concise summaries
of on-demand content throughout its
HR systems. Easy access to this content
helps managers co-create growth
goals with employees, match learning
activities to individual development
needs, and offer regular coaching.
Practical tools like these make manager
engagement with on-demand learning
less daunting and more doable:

* Generate action
Managers
can
prompt
focused
application of what's learned. Simply
asking, "Now what?" and, "Where and
when can you use what you are learning?"
can create momentum.

* Quick-hit videos or apps that
demonstrate just-in-time coaching.

* Set an example
One of the most powerful ways a
manager can support on-demand
learning is by modelling the expected
behavior. Being vulnerable and openly
sharing personal learnings, challenges
and missteps promotes real change.

* Listings of on-the-job
development experiences.

Clarity helps, but managers also need
to see their support role as doable
in the context of the demands they
juggle. Hall advises, "It's our job to help
managers navigate the system; but more
importantly, it's about making it easy

THE COMMUNITY CONNECTION
Today's learners connect with others and
exchange knowledge through an evergrowing number of channels. What can be
done to jumpstart those connections and
align them with the business' needs? The
Estée Lauder Companies is introducing
community manager to the L&D function.
The community manager is a resource
dedicated to engaging with and fostering
connections among learners. White
explains that this role "serves as an invisible
hand, guiding and keeping people
connected to their learning journey."

for managers to follow up and coach to
the learning."

Community managers ensure learners
are set up for success, encourage active
participation and acknowledge individual
and community progress. They are
designated trouble-shooters who address
barriers within the learning process and
facilitate a first-rate experience. They
monitor the pulse of the learners and
cohorts, identifying common concerns
and questions. They connect individuals
with shared interests and raise challenges
for community-generated solutions.

* On-the-job cues checklists to
initiate learning conversations.
* Question menus that help
facilitate insights and action.

What Next?
People must learn more and faster than
ever before. On-demand learning has
the potential to enable this missioncritical priority. But, what's necessary to
ensure that this approach delivers on its
promise? Curate high-quality content
tailored to learners and business
challenges. Create context for learners
with consistent messages about why
learning matters and how it can be
used. Cultivate connections between
managers and employees and learners
with learners. These three C's guide the
way to making the most of what ondemand learning has to offer.
Julie Winkle Giulioni is a learning strategist
and co-author of "Help Them Grow or Watch
Them Go." Karen Voloshin is an awardwinning instructional designer and certified
coach. Together they lead DesignArounds,
a bi-coastal training, design and coaching
firm. Email Julie and Karen.

T R A I N I N G I N DUSTR Y MA GAZ INE - EXPERIENTIAL LEARNING 20 1 7 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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

https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_winter2024
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_fall2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_summer2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_spring2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_winter2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_fall2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_summer2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_spring2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_winter2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210506
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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210102
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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20191112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20181112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20171112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20171112_se
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20161112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016fall
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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016sales
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015outsourcing
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015leadership
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014spring
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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011spring
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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010spring
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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2008fall
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