# data[].attributes.body
Have a meaningful conversation with them
1. the stakeholders who make decisions for the organization
2. the person who makes decisions for their future

Match the need vs interest and create a suitable structure that enables growth from both ends.

fathiyah

# data[].attributes.body
This is from a learning facilitation standpoint. However, as L&D manager, you could visualize the same. Visualize a person coming to your office or you going to theirs, how would the conversation with the person be like or feels like?

Before every learning session, I would visualize the following

If I see people smiling - what have I done to make them smile?
If I see people paying attention - what are they looking at and what makes them interesting?
If I see people thinking - what are they curious about?
If I see people moving - what makes them move about and why?
If I see people having fun - what can I do to bring joy to them?

The answer to the above questions is how I would engage them.

fathiyah

# data[].attributes.body
1. Align L&D KPI with strategic organizational KPI to show that, "Hey, we are consciously and deliberately impacting these KPIs".
2. Use data as a target measure. Eg: number of people certified, number of courses developed
3. Collect data at all Learning Experience touchpoints and Learning Evaluation stages. For example, the number (or values) of sales before and after the learning session, or any improvement values ties to the knowledge change or behavioural change of the L&D program
4. Measure the effectiveness of the training program against the learning objectives of the program. Trust me, at least one is quantifiable.

- fathiyahmuen

# data[].attributes.headline
Focus on measuring behaviour change rather than end of learning achievements

# data[].attributes.subject
Focus on measuring behaviour change rather than end of learning achievements

# data[].attributes.body
Design learning that starts by identifying what the behaviours of the learners will be if the learning is successful.  This is a great way to align the learning to the business needs and gives you a step forward in measuring success.  For instance if the business wants you to create learning to support the introduction of a new technology, ask them
"What behaviours would they see on the job if people are using this new technology well"

It's often not about proficiency with a system but rather what that proficiency looks like for customers or stakeholders.

Source:  Home - Learning Cluster Design

# data[].attributes.attachment_link.description
Learning Cluster Design Model 5,000+ Book Readers | 1,000+ Community Members | 300+ Practicum Graduates The Only Learning Design Model For Designing and Delivering Multiple Assets Drive On-the-Job Change for Diverse Learner Personas Disrupt the status quo of one

# data[].attributes.headline
Be clear from the outset how the learning can be implemented

# data[].attributes.subject
Be clear from the outset how the learning can be implemented

# data[].attributes.body
Sounds simple but if there isn't a way to put learning into practice straight after, learning will be pointless

# data[].attributes.headline
The Case for Cohorts: A Little Bit of FOMO Goes a Long Way

# data[].attributes.subject
The Case for Cohorts: A Little Bit of FOMO Goes a Long Way

# data[].attributes.body
Many of us have experienced the challenge of purchasing or inheriting a huge library of eLearning content and now thinking "now what?" or going into learner records and seeing what's getting the most organic engagement, and trying to understand and amplify that.

At Pathfinder International, we took a cohort-based approach, taking some of our most relevant and proven eLearning content and building a facilitated peer learning element around it. Specifically, we had all of our finance directors go through the 6-module Finance for Development Professionals (Finance DPro) together, meeting every two weeks, discussing the content, and (more importantly) discussing how they were going to build and reinforce those same skills and knowledge among their teams.

Creating an opportunity to meaningfully connect with colleagues, and a bit of old fashioned FOMO made all the difference. Once we proved the model, we had a template for any leader or manager to run a cohort of their own with support from L&D.

The shift was critical: we had created a conversation about the eLearning, as opposed to the conversation being between the learner and the content.

# data[].attributes.headline
Be clear about what you're trying to achieve

# data[].attributes.subject
Be clear about what you're trying to achieve

# data[].attributes.body
It is so hard to measure if something was successful if you didn't have a clear goal from the beginning on what success looks like. It's really important you're partnering up with stakeholders within your organization to truly define the expected impact of any L&D solution before you roll it out. Then it becomes way easier to have tools to measure if this was achieved.

# data[].attributes.headline
Run (and measure) small engagement experiments

# data[].attributes.subject
Run (and measure) small engagement experiments

# data[].attributes.attachment_link.title
Ep. 8: It's not about the chocolate bar-How to design small engagement experiments

# data[].attributes.attachment_link.description
Listen to this episode from Unscripted-The L&D Shakers Podcast on Spotify. This conversation shows that you don't need a big budget, lots of time, and fancy tools to play around with an idea. We talked with Marie Krebs, a brilliant People Experience Designer.

# data[].attributes.headline
Support career development considering personal needs

# data[].attributes.subject
Support career development considering personal needs

# data[].attributes.body
"A rewarding career is one that is built into your life. Circumstances will vary from person to person, so it’s important to consider the personal needs of each employee and find ways to accommodate them where possible - like  offering flexible working, or pathways to a more suitable position.

Job rotation, cross-training, mentoring, internships, coaching, and career strategy groups are all valuable interventions to consider.

You can also help employees visualise their future with transparent succession planning, so they understand what skills they need to progress and how they can attain them."

Source: How to Support Diverse Teams: A Guide for Managers

# data[].attributes.headline
Empower employees with career development tools and internal mobility options.

# data[].attributes.subject
Empower employees with career development tools and internal mobility options.

# data[].attributes.body
Empowering employees with career

development tools and internal mobility options

engages learners and expands workforce skills.

Helping people make an internal move boosts retention.

And by expanding people’s networks and skills, internal

mobility naturally creates more organizational agility.

Furthermore, highlighting career paths based on organizational goals is both people-centric and business-centric.

See more insights and ideas in the 2023 Workplace Learning Report by LinkedIn

# data[].attributes.headline
co-Design Career Paths using visual Frameworks

# data[].attributes.subject
co-Design Career Paths using visual Frameworks

# data[].attributes.body
Visual frameworks are patterns to help you think creatively, reframe challenging situations, and imagine possible strategies and solutions. Co-create the career growth path visually can help people engage and iterate on it over time.

See more templates here.

# data[].attributes.body
Engagement is achieved through many small actions by people who care about others.

How we FEEL in the workplace greatly impacts how we perform tasks, how engaged and creative we are, how committed we are to the organisation, and how we make decisions;

When leaders recognise emotions in the workplace and consciously shape them, they can better connect with and motivate their employees;

(inspired by the Immersive Series featuring Bogdan Grigore, L&D Shakers)

# data[].attributes.headline
Foster Connections within teams, across teams and with the organisation 

# data[].attributes.subject
Foster Connections within teams, across teams and with the organisation 

# data[].attributes.body
Connection: Relationships—with people, ideas, and information—help people get work done and feel part of something meaningful.

See the full report "Rethinking Connection for a Hybrid Work World"

# data[].attributes.body
Create your organising framework (hypothesis/ chain of evidence): If X (intervention/training), then Y (knowledge, skills, abilities you want to see change).
Next step: prove it. What data do I need to be collecting to prove my hypothesis?

# data[].attributes.attachment_link.title
Making Measurement Easier with Dr. Alaina Szlachta

# data[].attributes.attachment_caption
Proposal created during the ideation workshop.

# data[].attributes.attachment_caption
Proposal created during the ideation workshop.

# data[].attributes.attachment_caption
Proposal created during the ideation workshop.

# data[].attributes.attachment_caption
Proposal created during the ideation workshop. 