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Most had logged in and watched a video or two, but their course participation all seemed to stagnate at around 5 to 10 percent. Only one person was on track. When I called them, the agents cited several reasons they had gotten off track. The videos were high quality and relevant, they said.

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But the problem was that life had gotten in the way. He suggested we reboot the program, focusing on one-week timeframes whereby everyone in his office would watch a video per day for a week and then discuss it—rather than a monthly approach. The other bad luck was the timing. Within a month of starting the test program, the insurance company unexpectedly overhauled its platform and required a host of new mandatory trainings; the agents were loath to enforce the soft skills training on top of that.

Andrew, who wanted the one-week option, suggested the following month, April. Paul had simply fallen behind. Why was Jessica successful? She told me she had made herself a sticky note and put it on her computer as a reminder to watch the videos. Simple, but brilliant. She also seemed to have an excellent work ethic. I left their office with assurances that things would be better once the company-wide platform changes improved.

By April, I had simplified the video course into a week-long program as Andrew had requested. There were still 30 videos, but they now were broken up into weeklong segments. Unfortunately, life intervened again. We postponed the training indefinitely. Jessica had completed the entire video program by this point, but Paul had not. Not ideal, but at least it was done. To date, they are the only employees to fully complete the program. I interviewed them about their experience. They felt the quality was good, but they preferred fewer videos and suggested that videos analogous to their daily work would be better.

Based on this feedback, I was determined to iterate the program one more time. Rick was about to hire a new employee in a few weeks. I would test the revised, shortened program with her. I e-mailed Jessica and Paul to ask them which of the videos were the best but received no response. So I chose the 12 videos I thought were the most essential for daily insurance work. Furthermore, I learned Paul had quit and taken another job elsewhere. I felt tired and deflated. I had one successfully trained employee Jessica , one sort of trained employee who left the agency Paul , and eight failures.

What, if anything, could I learn from this? Managers must provide time for the training. One of the issues with this program was that the agents expected their employees to complete the videos on top of everything else they were tasked to do or do it after hours on their own time.

What is microlearning?

Meeting sales goals, taking care of daily interruptions and customers, and learning the updated insurance platform all took priority over the videos. This proved to be too much. Managers must carve out dedicated time for training to be completed. Managers must enforce the training. With the exception of Jessica, none of the other employees out of about 10 completed all the modules of their own volition. Paul ended up completing all 30 videos once his boss forced him to. The rest of the employees all seemed to stall out at about 10 percent of the program.

This may be exacerbated by the fact that the training was online. Online video training seems to take a backseat to in-person tasks.

Agile Microlearning is the next evolution of eLearning.

For e-learning to be effective, managers must hold employees accountable. Shorter seems more achievable. Based on the feedback, 30 videos may be too many for some employees and industries. One retooled version of the program was going to consist of four one-week sessions employees could focus on. Another version of the program was the reduced, video program. Group discussion at the end would be ideal—if managers make it happen. On multiple fronts, the training program was put on the back burner when life got in the way.

The challenges detailed above suggest that soft skills trainers must be smart and adaptive with e-learning.

7 Microlearning Myths Dispelled

In addition, we must articulate the value of our work for improving the bottom line and securing manager buy-in. That would help to ensure higher learner engagement and knowledge retention. Garner has taught communication at the university level for nine years and instructed 1,plus students on how to deliver effective presentations.

His documentary films have competitively screened at film festivals and aired on public TV. Click here for more information. Training magazine, published by Lakewood Media Group, is a professional development magazine that advocates training and workforce development as a business tool.

Skip to main content. Search form Search. What are you working on right now? Is your training or content making a difference—a real difference? Author: Dawn J. As opposed to recycling old concepts by calling them by a new name. If your evaluation plan is old, tired, or practically non-existent, what will you choose to do to rev it up?

A new tool? Are the items being evaluated measuring what is actually needed anymore? What is being done with the feedback?

Why bite-sized elearning is important (3 reasons)

Is the year we do more to rev up existing learning strategy rather than building a new one? Or will it be the other way around? Are the projects what you want to be working on?

Using the right jargon when presenting or training

Is your training or content making a difference —a real difference to your learners? Are you working with the person, people, and the teams you should be? Are your projects reaching the right group of learners? Are your projects bringing the level of value everyone expects—or even better, exceeding that level? Are your projects being evaluated in the right ways?

Ask yourself these questions: Which types of projects do you wish you were working on whether at your current organization or another? What does making a difference mean to you in relation to the types of projects you wish you were working on? Who are your learners going to be?


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Same as today or adding new people to the mix? Are there skills you need to ramp up?

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Do you have access to the proper tools? Whose help do you need? Published: Yes. What it takes to encourage and grow emerging training leaders in your company. Simple Math? Axiology teaches us the difference between composition—adding something to make a thing more valuable—and transposition—taking something away and thereby making the thing less valuable. Until next time—add value and make a difference! Bridging the Gaps The emergence of advanced automation, AI, robotics, etc.

Changing The Way We Change. What would happen to your organization if all of its people suddenly vanished? Do you have what it takes to change the way you change in your organization? In my plus years of teaching and running a global training organization, I have learned from some of the smartest people in our field and built lifelong friendships with clients and colleagues from vastly different backgrounds. Author: Neal Goodman, Ph.