Training Industry Magazine - November/December 2017 - 13

PERFORMANCE MATTERS
JULIE WINKLE GIULIONI

IF LEARNING WAS A

CONSUMER
PRODUCT
In today's time and attention-challenged
world, learning leaders are seeking myriad
ways to market training to employees, to
engage their hearts and minds, and to
develop a deep connection that leads to
sustained behavior change. Hmmm...
this sounds a lot like the same challenges
facing consumer product brands. Perhaps
L&D should turn to P&G (and other
companies) for strategies to reach their
own customers.

identifying a "product manager" for each
initiative. They're realizing value from
having one person who thinks deeply
about the learning "product" 24/7 and
owns the customer (learner) relationships.
This level of intimacy demonstrates
organizational commitment, enhances
user engagement and provides a wealth of
information about ongoing opportunities
and improvements.

Those who market products to end-user
consumers have cracked the code on
connecting for mutual benefit. These
three specific approaches may have
direct application to the training and
learning environment.

MANAGE THE LIFECYCLE

CREATE COMMUNITY
Some of the most successful consumer
brands are highly effective at creating
and managing online communities. These
social networks are generally part of an
overall customer relationship strategy and
are designed to support marketing, grow
sales and drive SEO.
Learning functions can realize similar
goals by more proactively and deliberately
connecting people with each other and
with the learning "product." Creating user
communities leverages social media, a
structure that people are familiar with and
use in the non-work parts of their lives. It
can generate enthusiasm and energy by
amplifying positive messages. It can also
offer help, support struggling learners and
diffuse negative or ambivalent feelings in
the same way product marketers address
customer issues or complaints.
As a result, many learning organizations
are beginning to experiment with

No learning initiative operates in isolation.
It's generally part of a broader ecosystem
of knowledge and skills required for
ever-increasing levels of capacity and
contribution. Product-oriented companies
understand this. If customers are
purchasing this item today, it's likely
they'll need this other item tomorrow. This
understanding can be profound. In fact,
Target's exceptional predictive analytics
made news several years ago when it
identified a customer's pregnancy before
others in her life knew about it.
The L&D function can certainly anticipate
key events in the employment lifecycle and
proactively support workers through key
transitions. For instance, if the organization
knows that employees typically resign after
two years, what interventions could
be offered at the 18-month point?

informational notifications based upon
their understanding of the needs of the
individual, or that target audience of one.
And even when these communications
are sent to large audiences, they have a
"just for me" quality about them.
The L&D community might benefit from
a similar approach. For instance, upon
completion of a workshop, post-session
emails or texts to the individual could
build upon what's been learned with
supplemental reading or suggestions
about
complementary
webinars.
Upon logging into the intranet or LMS,
learners could receive personalized
recommendations.
And
when
an
opportunity arises for learners to put new
skills into practice, contextual reminders
could be used to support application.

CONSUMER
PRODUCT COMPANIES
PERSONALIZE
COMMUNICATION.

PERSONALIZE COMMUNICATION

As the L&D function becomes increasingly
vital to organizational success, the
pressure to deliver results will only
become greater. Lifting a page from the
consumer products playbook may be
just the strategy to elevate performance
- not just for the function but for every
employee it touches.

Whereas
learning
and
training
departments tend to communicate with
broad audiences, consumer product
companies have figured out how to target
their audiences down to the individuals
and
personalize
communication
accordingly. They push product and

Julie Winkle Giulioni has 25 years of experience
working with organizations to improve
performance through learning. Named one
of Inc. Magazines top 100 leadership speakers,
Julie is the co-author of the bestseller, "Help
Them Grow or Watch Them Go." Email Julie.

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

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