Steps to Applying Your L&D to "New Standard"

A learning organization is capable of building, acquiring, transmitting information, and modifying its behavior to reflect new knowledge and understanding.

• Define or Clarify Your Purpose

The organization’s purpose means “a reason to aspire to promote and provide the organization’s Call-To-Action with its partners and stakeholders and to provide benefits to the global community. 89% of respondents said that companies with a shared sense of purpose have higher employee satisfaction. Lastly, there is a link between a strong sense of purpose, innovation, and change within the organization.

• Communicate Your Purpose to Your Employees, Clients, And Partners

Use powerful internal and external communication channels to spread your mission. If you do not have an internal communication strategy that includes technology, perhaps this is the time to start processing.

• Involve Your Employees in Your Purpose

Communication is not enough! Develop internal programs, such as new challenges, allow your employees to come up with new ideas, products, services, improvements, etc., that can help you better achieve your goal.

• Launch Advisory Program

As mentioned earlier, being a learning organization means creating, sharing, and imparting skills. I’m sure you’ve already thought about having a mentoring program where the best staff can pass on their knowledge to the less experienced.

If you have your employees working far away, they probably have time to relax. Why not use that time to study and develop? Quick steps:

1. Explain the purpose of the mentoring program (leadership development, business knowledge, etc.)

2. Describe the counseling process (duration, repetitive meetings, assessment methods, etc.)

3. Identify mentors (depending on skills and knowledge but also on ethics)

4. Train mentors – they need to understand teaching skills

5. Connect with your audience

6. Identify managers (based on talent management, recruits, new leaders, etc.)

7. Describe the same methods of counselors and authorities

8. Take it out, monitor it, inspect it, improve it, and keep it alive.

• Launch Restorative Counseling Program

Yes, many top employees can learn from a very young! Just think of the challenges that distance work has brought to many people. Young generations can be a great way to help with collaboration tools, social media, online presence, etc.

• Embrace Social Reading

Learning is a cognitive process that happens in a social context and occurs through observation or direct instruction. Nowadays, we are exposed to social structures, forcing us to use methods of learning. Social learning focuses on how we interact with others, which strengthens Just-In-Time learning and skills acquisition.

• Choose the Learning Platform to Approve

Technology will be leftover and, if you start using it immediately in your Learning and Development strategy, you will soon be preparing your employees for the “new standard.” I would suggest you think of it as a planned partner for your learning organization.

• Update Your Learning Programs

Because, I would say, for so many years, L&D professionals have been focusing on creating or just delivering training programs to address specific training needs that have been identified (or not). Instead, L&D professionals should focus on providing knowledge, skills, and capacity building within the organization that can directly affect business performance. In addition, L&D should consider that different people learn in different ways, so training materials and types are appropriate.

• Designing Training Programme

Compulsory training budget, such as health and safety, compliance, boarding, etc.

Perform compulsory training, as integrated as possible. That will help you to invest once and for all your employees more time-saving, saving, and maintaining (or improving) performance.

Invest in training resources that are readily available on the website for everyone.

Employees should be the owners of the development and know-how they choose to learn.

Save most of your training budget to meet the most business needs on the go. It will allow you to be flexible and responsive to business on time, with a real impact on business outcomes.

To apply the above point, you need to predict the conditions for critical business learning needs.

• Thinking About A New Beginning

When you have just finished applying something, it is time to ask if it is still appropriate for the organization. Now, more than ever, L&D professionals need to be quick, well-informed about global trends (economics, markets, technology, new learning methods, etc.) If you stop learning, you will not be able to make your organization learn.

As organizations continue to cancel personal engagement meetings and training sessions, a team of learning and development companies (L&D) has the opportunity to think about how to transfer classroom training to E-Learning platforms. While people are reviewing online training materials dealing with the problem of infection associated with mobility, it opens the door to another problem: inefficient learning outcomes that can reduce quality, performance, customer satisfaction, and safety.

• Practicing Learning

The common problem with the method of teaching is cost-effectiveness and lack of order. The success of the course indicates how we can make E-Learning more effective, using a coherent learning technology that takes a personal approach. These learning platforms can identify what students have already learned and what learning resources they need to improve understanding and refresh what they have learned.

• Creating New Habits

These habits unknowingly kept him from the activities of his day – and kept him awake and involved. Creating new ways requires three things: attention, concentration, and repetition. Pay attention (note) to what you want to do differently, give it mindshare (focus) and repeat. We are all capable of developing new habits, one new neural pathway at a time.

• Social Being While Working Away

As long as people feel they can make their own decisions without many demonstrations, the pressure is always under control. People will develop new habits that, more often, will become common. Even if we work and study remotely, we will find ways to connect, work and survive. We already have it.

• Change in organization strategies

First and foremost, the urgency given in making this change requires that you change only the training that has the legal impact. And develop course strategies to affect achieving the goals and objectives of the organization. Many organizations have programs or courses that have evolved without carefully considering their alignment with strategic objectives. developed.

• Increasing Engagements

The transition from face-to-face to visual training goes beyond bringing the same desk of tasks and activities using a visual platform. Build on multiple collaborations to achieve more engagement from participants. All major platforms have different ways to keep readers connected with reading content. Polls, chats, annotations, thumbnails, and living rooms are most common.

• Use Skilled Facilitators

The facilitator can make or break the student experience, regardless of the structure of the teaching. Being a good class facilitator does not make someone a great visual helper. Many skills are transferable, but greater flexibility requires skills that are specific to the virtual platform. The most promising promoters combine strong style, comfort, and expertise with the desire to connect with the participants on the other side of the webcam. There are many options to teach your facilitator face-to-face practical training and various certification programs for anyone willing to learn the skills needed to become a great facilitator.

• Ask for Help

Creating an effective and attractive visual course is different from building a face-to-face study. These are challenging times, but with careful consideration and delegate authority to turn your face-to-face training into real, high-quality training. Training and building skills are essential for new facilitators in practical delivery. This quick response program will help provide an overview of what, how, and where you can send remote solutions that don’t come quickly and at a low cost.