Have you recently taken a good, long look at your company’s compliance training and found it lacking? You may be considering a variety of options to enhance the training to make it more meaningful and memorable for employees. Whether you are looking to tweak an existing compliance training program or are embarking on the journey of building an elearning platform, here’s a quick guide for creating something that will have impact and ensure your program’s success.
Do any of these scenarios sound familiar?
“I’m afraid of investing in a training program that won’t even be relevant in few years.”
Investing time and resources toward building a learning program or - as we say at Kineo, a learning experience - is something that should benefit your company in both the short and long-term. You want to cast a vision of how learning will address what employees need right now, and how the program will be adaptable as the curriculum changes.
We recently helped a client to develop a compliance training program. Their compliance training would be required annually of every employee. That meant for some, the material would be brand new, and for others, it would serve as a refresher. Given that compliance regulations change regularly, our challenge was to keep the infrastructure of the learning program sustainable enough that it didn’t need to be reinvented every year. It needed to be flexible enough to adapt and accommodate tweaks here and there.
“We have so much information we need to pack in to our compliance training. I don’t know what to do!”
One of the biggest problems we see and hear about in the elearning industry is that learners receive the wrong content for their situation. The most advanced learning program with high design and all the bells and whistles can still fail at the outset if it doesn’t deliver the right content to the right people. Since content is still king, we take a time-tested approach to partnering with subject matter experts as we build a learning program that suits their organization’s needs.
There are two core processes we apply to learning design:
- Develop learner personas
We take our clients through a constructive process to identify 2-3 learner personas. As our clients are in the arena with the learners every day, we defer to them to identify who the learners are and what they need. According to these personas, we also create visuals that will appeal and craft verbiage that will resonate.
- Map the situation
The second and equally important step in the learning development process is to identify the desired outcome. If we understand the client’s goals and what they hope learners will attain through the program, we can reverse engineer the creation of a learning program to meet those goals. Rather than launching into the design with the content, we craft a cohesive program that will help learners achieve the stated objectives. Our goal is to stay results-oriented and focus first on the business problems we’re trying to solve. That means our partnership with the subject matter experts is founded on keeping each other accountable to the common goals.
“Training fills employees with dread--but they’re necessary. Is there any way to make them fun but also educational?”
If the words “regulatory compliance training” don’t exactly inspire unbridled enthusiasm, you’re not alone. Our job as learning architects, however, is to reframe learner’s perception of training and to make it something that is as educational as it is memorable, and even fun.
In the case of our recent client, making compliance training memorable was not just a creative goal--it was a high-stakes objective. If employees failed to comply with industry regulations, there would be real consequences, including significant fines and penalties. So we needed to make the solution relatable. And in this particular case, the learning program we created offered up a variety of contexts and scenarios that employees might face by creating situations that needed to be investigated.Rather than creating a data dump, we helped our clients shape the curriculum by putting information in context, so that learners could understand how to apply their learning back on the job. The framework for all these scenarios was a sort of “ethical superheroism” that learners could achieve.
Are you looking to equip your organization’s learners with superpowers of their own? Or to refine the superpowers they already have? Learn more about designing a proficiency journey by downloading our guide “Confessions of an L&D Manager.”