What are the most effective ways to train employees on new processes and procedures?

1) The expert(s) should make video recordings of exactly how to do the job 2) Ask the trainee employees to watch these videos and repeat the process, on video recording, and continue to do so, until the trainers are satisfied with their level of skill demonstrated For example: if you have a product demo, an expert should do a recording of the product demo on Zoom -- as if it is being delivered to a client. And then ask the under-training sales people to watch the product demo, and repeat the same on Zoom, until the trainer is satisfied with the mock demo.

1. Develop Comprehensive Training Materials: Create clear, concise, and user-friendly training materials, including manuals, guides, and visual aids. 2. Online Learning Platforms: Utilize online learning platforms and e-learning modules for flexibility and accessibility. 3. Hands-On Training: Provide practical, hands-on training sessions where employees can actively engage with the new processes.

I follow a 4-step process that I have found to be highly effective. 1. Discuss - Explain the why and how 2. Demonstrate - Let them observe me actually performing the tasks 3. Observe - Have them perform the tasks 4. Evaluate - How much of what you taught them did they absorb. Repeat the above process to strengthen their understanding.

From my experience, it is always important to be transparent about the "purpose" and "objective" of the training sessions with regards to the vision/mission of the organisation to ensure that both the trainer and employees are on the same page. This would heighten the level of engagement and effectiveness of training. In addition, wherever possible, it is also important to use a more bespoke approach (both offline and online) of training to tailor to different learning styles instead of using a cookie-cutter approach, which, in my opinion, is not personal enough.

- Explain the rationale for change - Explain how the change will benefit the employees - Train the employees on the new process - Measure the impact of the change to close the loop on the rationale.

I believe in creating training plans and learning roadmaps using a sequence of micro-learning, bite-sized tasks combined with interactive, self-paced, longer training sessions, self-tests, and feedback checks. Learners should understand the method, they would appreciate to know that they are working thru the learning on a repetition-based training that will earn them not only a badge or online certificate for completing it but, more importantly, that the learning will result in a knowledge imprint of a process change, a new way of implementing a skill or knowledge... and this yields a sense of accomplishment and usefully spent time and energy.

As with all adult learning, cater to the learner first and foremost. U seedy and the different styles of learning such as verbal, written, graphical, tactile, etc. ensure real life examples where applicable or provide opportunities to quickly apply new concepts and tools. In today's hybrid working environment, be thoughtful in designing virtual or in person opportunities. Make sure the content is consistently tied back to the "why" or objective throughout the learning and connect to any future requests as best as possible.

- Establish a clear training plan with defined objectives and outcomes -Utilizing diverse methods like in-person, virtual, and on-the-job training to cater to varied learning needs - Fostering a collaborative learning environment and enhancing effectiveness by providing easily accessible Standard operating procedures (SOPs) and reference training materials. This ensures a comprehensive and adaptable training program for effective skill acquisition and application of new processes and procedures.

My recommendation is to summarize theoretical concepts succinctly and move onto concrete examples shortly thereafter. Ensure real data/situations are used through several simple iterations. Follow up with refresher sessions after a reasonable amount of time (not too long/not too short) to ensure learnings "stick".

Firstly, teaching adults (andragogy), is different that teaching children (pedagogy). It includes more experiential learning, and problem-solving. Remote and asynchronous situations add additional layers of complexity to the delivery process. Even a less astute live lecturer will know who is and isn't engaged, understanding, involved, and can alter what and how they present to "manage the room." When preparing material for remote - or more seriously - asynchronous presentation, the management of the audience's brain chemistry must be built into the material and process.

In my experience, training on new processes, systems, policies are most effective when people understand the impact of the "New" on their way of working. The inclination to learn increases when they see the change impacting their work. So i normally focus my trainings on those, who are impacted and contextualise to their work areas. For others i normally follow "self learning modules and at their own pace". To make training effective, i select relevant cases and real life examples from work area and demonstrate before and after scenarios of existing and new processes. Gamification is also a very effective way of doing it. I would follow trainings with exercises and assignments to help trainees implement the learning and see it in action.

One size doesn’t of course fit all types of learning . Skill based activities benefit from simulation and community activation benefits from gamification. Knowledge based learning based on learner preference can be learnt through reading , listening , watching and playing.

Ever wonder why employees are fully engaged with their fantasy football leagues and March Madness but less so with sales, marketing, and other KPI reports? From a data analytics perspective, a gamification approach that encourages curiosity and conversations will drive adoption (and continual improvement) of both new and existing processes.

A method I've used a few times when making major changes to processes and procedures is to have a "roll out" event. First we spent an hour or more in groups of about 20 people in a Q&A explaining what the changes were and why they were needed. Then, to make it more fun, we created an open book Jeopardy type game with the larger group and did a series of rounds. The idea was to keep it fun. We'd even let contestants "ask an audience member" just to keep everyone involved.

Incorporate Metaverse. The Metaverse presents a transformative opportunity to revolutionize employee training. By integrating virtual environments and immersive experiences, new employees can undergo training that transcends traditional methods. Incorporating the Metaverse into employee training represents a paradigm shift, offering a rich, dynamic, and adaptive learning environment. By leveraging this technology, organizations can enhance the onboarding experience, accelerate skill development, and cultivate a culture of continuous learning among their workforce.

Creo que la mentoria es fundamental para acelerar la adopción de cualquier proceso o procedimiento, para esto tenemos herramientas de LEAN que ayudan a verificar la estandarización del proceso y cuáles son las brechas en las ejecución de un procedimiento, por lo que creo fundamental a la vez tener documentado el proceso para poder establece una guía a cómo realizar la labor y con el mentor a su lado para ir validando la ejecución!!

I identify superusers within the organization most familiar with and enthusiastic about the process, procedures, technology, and train them to train their colleagues. It's much easier to go to a colleague for "tier one" support.

The best way to maximize the impact from a coaching and mentoring relationship is to foster a safe space that focuses on learning and developing a growth mindset. - Mentors can share their own experiences and failures, normalize challenges and encourage a "learn from it" attitude, crucial for adapting to new processes Remember: - Matching styles is the key to success. Ensure compatibility between coaches/mentors and employees for effective knowledge transfer and rapport building

The number one thing is create a safe environment. If they don't feel safe getting it wrong they won't reach into their potential.

In addition to the coaching and mentoring set up a rewards and recognition program to reward early champions and keeping them engaged - it is a great success if peers see the positive of a particular program and are able to explain it to their peers. Additionally, don’t spend too much time on the “nay sayers” the group that does not want to engage. In most transformational programs you have the champions, the majority on the fence and a smaller group of nay-sayers, and coaches spent to much time on that third group, ignoring the champions, and eventually losing all three groups??

Make sure the new processes and learning activities are completely aligned not only with the strategic direction of the department but also of the company.

I agree, and you should include rewards and recognition to a) top performers b) frequent feedback providers c) early adopters/learners There are many ways to provide rewards and recognition, from honorary mentions in a Townhall to financial incentives. The key is to remain objective, connected to the purpose, and to build momentum.

When it comes to induction,nothing works better than experiential training. Induction programs should be structured such that it gives them a shadow experience in every function initially regardless of the domain they hv been hired for. While this will help get technical insights it will help to address many other challenges such as culture fit , social fit and build one on one bonding with a buddy in every department . I would say that team acceptance is integral to new recruits performing at their best. A holistic cross functional induction would make the employees feel welcome and gives them confidence to cross function at their best ultimately. This way , both technical induction and culture integration gets addressed.

Celebrate the good and bad. If the outcome was not what was desired, what can be learned? If it was a sweeping success, what could have been better?

Measuring learning outcomes is difficult but the only way to help the learner understand what they still need to improve on. Often learners have great intentions but they lack in implementing them in their daily work. Besides measuring the effect of a program for those organizing, I think an important step here is also to remind employees of what they have learned.

Here are some other ways to drive adoption of mechanisms with the central theme remaining “working backwards from the problem” (ie why preferably 5 W) (1) Interactive Workshops: Hands-on sessions for practical exercises. (2) Peer-to-Peer Learning: Knowledge sharing among employees.(3) Microlearning: Short, focused training modules. (4) Storytelling and Case Studies: Real-world examples for relatable learning. Gemba walks are my fav. (5) Role Play: Acting out scenarios to practice procedures.(6) Feedback Mechanisms: Systems for giving and receiving training feedback (7) Self-Directed Learning: Encouraging personal learning initiatives.(8) Probably the most important - Continuous Learning Culture: Making learning an ongoing part of work.

According to 70 20 10 rule of learning, 70% of learning come from on-job training- this is where there should be shadow programs and reverse shadow opportunities. 10% of learning comes from formal training - the new process should be documented in form of flow charts which is easier to understand. 20% of learning comes from peers- thus there should be mechanisms in place to maintain a FAQ/ lesson learnt on what to do vs not when following the new process. As, most of the learning comes from on job execution, in case you are delivering new process for highly sensitive task like surgical operations or flying aircrafts - simulation or digital twins should be used to impart near real life experiences.

Imagine a centralised hub with all your company's processes and procedures, clear and consistent, always at your fingertips. No more hunting for outdated documents or guessing the "right" way to do things. This "single source of truth" ensures everyone uses the same best practices, boosting compliance and transparency across departments. We achieve this by mapping out every process, highlighting each role's involvement, key decision points, responsibilities, handovers, and relevant systems. This comprehensive picture empowers individuals with precise documentation tailored to their role, guiding them effectively through their tasks.

Change is accepted more efficiently when it's constant. Employees will require less coaching and less learning when it's just "another change to assimilate this month". Get that Kaizen mindset and thrive.

To start with, I try to understand what motivates new employees learning process as an individual and the aptitudes and attitudes of new team members . Are they visual learners and what are the kind of questions they ask ? Do they go from top big picture to learning details or do they build their knowledge from part to whole . Based on my assessment of these factors, usually I devise the most aligned learning plan and have options of the methods and approaches that hopefully brings it home for them.