Training Industry Magazine - Fall 2016 - 46


virtual and traditional classrooms as well
as synchronous or asynchronous delivery
platforms. Unfortunately, technology on
its own does not guarantee that learners
will be fully engaged. The fact is that it no
longer has an automatic "wow" factor.
The reason for this change is largely
due to how much technology is already
intertwined into learners' everyday work
lives. Many are constantly inundated
with technology. The most prominent
onslaught is through communication.
On a daily basis, workers have to manage
text messages, emails and/or instant
messages. This expanding exposure has
impacted the learning environment.
To prevent technology tune-outs, it's wise
to carefully review how your learning
programs use technology. There are
several important considerations. First,
try not to use technology just to keep
learners busy. Busywork does not increase
engagement. In fact, it can decrease
engagement, because learners' focus is on
a task rather than active participation.
The learning experience should not be
reduced to a series of back-to-back activities.
Learners should be made to feel that their
involvement is an important aspect of
the program. For example, if the goal is
for learners to apply what they learned
about a new email system, you might use
a simulation or video. Perhaps a handson exercise for simple tasks should be an
option, not a requirement. These changes
will give learners some personal input into
how the learning is delivered to them. This
level of involvement can also be part of a
larger plan to increase engagement.
DEVELOP CLEAR AND
MEANINGFUL CONTENT
Content is often the most celebrated and
the most critiqued element of a learning
program. One of the best ways to determine
how content is perceived is to examine
learner comments. Words like "confusing,"
"inaccurate," "unclear" and "repetitive" are
often used when describing a learning
session that did not meet expectations for
engagement. There is generally a common
thread that connects low engagement with
an unsuccessful learning program. The
connection is bad content.
An engaging learning experience is more
apt to fail if learners are unable to easily

| 46

TECHNOLOGY NO LONGER
HAS AN AUTOMATIC
"WOW" FACTOR.
filter the content. If they have to spend a
lot of time trying to decipher the learning
material, it is nearly impossible for any
sustained engagement to take place.
Since content plays such a significant role
in the learning experience, it's best to
keep things simple.
Here are some friendly reminders for
developing content:

* Avoid using slang or trendy

phrases from popular culture.

* Use common words in descriptions.
* Include specific terms for tasks
and processes.

Developing clear and meaningful content
is the initial building block for increasing
learner engagement. Focusing on this
process can net significant benefits. Solid
content holds the ability to increase
engagement by providing learners with
a valuable resource during and after a
learning session.
THOROUGHLY ANALYZE THE
LEARNING EXPERIENCE
Thorough analysis can be an excellent
strategic tool in any attempt to increase
learner engagement. Analysis is the
process that occurs after the collection of
learner feedback about a specific program.
This feedback contains valuable data that
you can review extensively.
Ensuring an effective analysis process
requires a dependable and sustainable
method of collecting feedback. The data
needs to be accurate and conclusive.
Once you have established a clear set of
procedures for the collection of feedback,
you can conduct a thorough analysis of
learner engagement.
Another important note is that feedback is
often segmented, even though it generally
contains data that cover all of the stages of
a learning program. Feedback queries must
hone in on specific details about learner

engagement in order to generate responses
that provide clear-cut information. Then,
you'll be able to discern the level of
engagement achieved and gain deeper
insight into what measures you can take for
improvement. If harvested adequately, you
can conduct qualitative research to make
linear decisions and produce a practical plan
to increase learner engagement.
Since the discussions about increasing
engagement are likely to continue, consider
these methods a good starting point for
developing a workable engagement plan.
It will take dedication and persistence but
also the understanding that increased
engagement will lead to a successful and
effective learning experience.
Charlotte Morris, HCS, is a training coordinator
for Pepco Holdings, an Exelon company. Her
background in learning and development
includes instructional and media design,
technical training, and project management.
Email Charlotte.

ENGAGING
LEARNERS
*

*

*

*

Contrary to what some L&D
professionals may believe, the
push for increasing engagement
doesn't happen only during
the delivery phase.
Fostering engagement should
be a priority long before a learner
attends a training session.
To prevent technology tune-outs,
it's wise to carefully review how
you use technology in your
learning programs.
The path to a successful and
effective learning experience is
paved with robust engagement.


http://www.pepcoholdings.com/ http://www.exeloncorp.com/

Table of Contents for the Digital Edition of Training Industry Magazine - Fall 2016

Perspectives
Table of Contents
The Outcome of Engagement
Learning Outcomes: We Are Products of our Environment
Step Back and Disengage to Learn
Have Your Millennials Checked Out?
Performance versus Training: It Isn't Always a Training Issue
Mindfulness: A Critical Success Factor
Creating the Ideal Learning Environment
Passion in the Classroom: Can You Be a Sand Salesman?
The Leader as the Facilitator: How to Effectively Lead Knowledge Workers
Interaction Psychology: Why Characters, Clicks, Points and Badges Don't Translate
Learning Effectiveness by Design
Four Ways to Increase Learner Engagement
Open Badges: Reimagining the credential space
Bridging the Disconnect with Learners From Other Cultures
From Where I Sit
L&D’s Role in Moving the Needle on Employee Engagement
Deploying an After-Training Program
9 Ways to Get Business Leaders to Buy-in to Your Learning Efforts
Engaging Content Delivery for Coding Training
Company News
What's Online
Training Talk
Training Industry Magazine - Fall 2016 - Intro
Training Industry Magazine - Fall 2016 - Cover1
Training Industry Magazine - Fall 2016 - Cover2
Training Industry Magazine - Fall 2016 - Perspectives
Training Industry Magazine - Fall 2016 - Table of Contents
Training Industry Magazine - Fall 2016 - 5
Training Industry Magazine - Fall 2016 - 6
Training Industry Magazine - Fall 2016 - 7
Training Industry Magazine - Fall 2016 - 8
Training Industry Magazine - Fall 2016 - The Outcome of Engagement
Training Industry Magazine - Fall 2016 - 10
Training Industry Magazine - Fall 2016 - Learning Outcomes: We Are Products of our Environment
Training Industry Magazine - Fall 2016 - 12
Training Industry Magazine - Fall 2016 - Step Back and Disengage to Learn
Training Industry Magazine - Fall 2016 - 14
Training Industry Magazine - Fall 2016 - Have Your Millennials Checked Out?
Training Industry Magazine - Fall 2016 - Performance versus Training: It Isn't Always a Training Issue
Training Industry Magazine - Fall 2016 - 17
Training Industry Magazine - Fall 2016 - 18
Training Industry Magazine - Fall 2016 - 19
Training Industry Magazine - Fall 2016 - Mindfulness: A Critical Success Factor
Training Industry Magazine - Fall 2016 - 21
Training Industry Magazine - Fall 2016 - 22
Training Industry Magazine - Fall 2016 - 23
Training Industry Magazine - Fall 2016 - Creating the Ideal Learning Environment
Training Industry Magazine - Fall 2016 - 25
Training Industry Magazine - Fall 2016 - 26
Training Industry Magazine - Fall 2016 - 27
Training Industry Magazine - Fall 2016 - Passion in the Classroom: Can You Be a Sand Salesman?
Training Industry Magazine - Fall 2016 - 29
Training Industry Magazine - Fall 2016 - 30
Training Industry Magazine - Fall 2016 - 31
Training Industry Magazine - Fall 2016 - 32
Training Industry Magazine - Fall 2016 - The Leader as the Facilitator: How to Effectively Lead Knowledge Workers
Training Industry Magazine - Fall 2016 - 34
Training Industry Magazine - Fall 2016 - 35
Training Industry Magazine - Fall 2016 - Interaction Psychology: Why Characters, Clicks, Points and Badges Don't Translate
Training Industry Magazine - Fall 2016 - 37
Training Industry Magazine - Fall 2016 - 38
Training Industry Magazine - Fall 2016 - 39
Training Industry Magazine - Fall 2016 - Learning Effectiveness by Design
Training Industry Magazine - Fall 2016 - 41
Training Industry Magazine - Fall 2016 - 42
Training Industry Magazine - Fall 2016 - 43
Training Industry Magazine - Fall 2016 - Four Ways to Increase Learner Engagement
Training Industry Magazine - Fall 2016 - 45
Training Industry Magazine - Fall 2016 - 46
Training Industry Magazine - Fall 2016 - 47
Training Industry Magazine - Fall 2016 - Open Badges: Reimagining the credential space
Training Industry Magazine - Fall 2016 - 49
Training Industry Magazine - Fall 2016 - Bridging the Disconnect with Learners From Other Cultures
Training Industry Magazine - Fall 2016 - 51
Training Industry Magazine - Fall 2016 - From Where I Sit
Training Industry Magazine - Fall 2016 - 53
Training Industry Magazine - Fall 2016 - 54
Training Industry Magazine - Fall 2016 - L&D’s Role in Moving the Needle on Employee Engagement
Training Industry Magazine - Fall 2016 - 56
Training Industry Magazine - Fall 2016 - Deploying an After-Training Program
Training Industry Magazine - Fall 2016 - 9 Ways to Get Business Leaders to Buy-in to Your Learning Efforts
Training Industry Magazine - Fall 2016 - 59
Training Industry Magazine - Fall 2016 - Engaging Content Delivery for Coding Training
Training Industry Magazine - Fall 2016 - Company News
Training Industry Magazine - Fall 2016 - What's Online
Training Industry Magazine - Fall 2016 - Cover3
Training Industry Magazine - Fall 2016 - Cover4
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