A while ago, Mark Britz asked an interesting and valuable question on LinkedIn. It read “What if training wasn’t an option?”
So here goes my response.
As many argued in response to Mark’s post, a course is in fact necessary in many cases to address the need of the organization. I agree. But that doesn’t mean that we should default to one whenever a ‘training need’ arises. In fact, there are times when, if we dig deeper, we will find that the requirement is not something that can be addressed by training at all.
So when a client or a stakeholder approaches you asking for a course to be created, here are some alternatives you can offer up in its place. Of course, not one of these is the answer… it’s about the need, and what best addresses the need. And in many cases, you might find that the answer is not just one, but a combination of elements that addresses the requirement in the best possible way.
So as always, you start with a good set of questions to uncover the real need, not just the stated need. Assuming that you have gone through the process of unearthing the actual requirement, here are some alternatives you can offer based on what it is:
- If you’re looking for people to be able to refer to something in the moment of need (that is, it’s simple information that they don’t have to remember, they can just look it up), then you create a job aid. Job aids can take many forms and shapes, and they can be either digital or physical. For example, a poster containing the contact details of the tech support team stuck next to the desk of an employee is a job aid. An organization that I worked with had these details set up as the desktop background in each employee’s workstation. That’s a job aid as well.
- If the need is to inform people about a change in a policy, send an email explaining the change, and point them to the updated policy.
- Want to share stories of how someone did something successfully? Do that over a blog post or a company intranet page.
- On similar lines, if you want to share some expert advice, a podcast (or a podcast series) is a great way to go.
- Want teams to share information with and learn from each other? Set up an online discussion board.
- Need to explain a process? Create an explainer video. It doesn’t even have to be a highly produced one. With tools such as Powtoon, VideoScribe and Vyond, almost anyone (such as, an employee who is an expert in the process) can create a video explaining how it’s to be done.
- Need employees to fill up a form correctly? Create an interactive demonstration using application screenshots.
- Want people to practice a skill? Create an interactive scenario, with realistic decision points, consequences and detailed feedback.
- Need to convey a complex idea comprising lots of information? Create an infographic. It’s a great way to make the information easily understandable.
- Want employees to be able to access information quickly? A mobile app might be a great way to go.
- Looking for people to be able to learn and develop a skill? Create a learning game.
- Finally, if people need to learn something, first check if a resource for that is already available, either internally within the organization, or out on the wider internet. Many times, we find that lo-fi training (think YouTube videos, blog posts, etc.) fills the gap much better, more quickly and more cost effectively than creating a course from scratch.
Of course, there are several other alternatives to a course as well.
- Coaching and mentoring
- Social networks
- Peer learning
- In-person classroom courses
- Webinars
- Workshops
A point to note: In an organizational setting, the format and presentation of a single piece of content doesn’t matter that much in the long run. What’s more important is how all of your information put together is organized, and how easily your people are able to find what they need when they need it.
The original post from Mark read:
I have two questions for you.
1. “What if training wasn’t an option?”
Asking this first, simple question at the point of solution discussion can be a game changer for the learning function and the organizations they support. Here’s why:
The belief of most outside of L&D is that “learning” = training. If you take training away, right away, their minds are forced to see paths never considered; paths that can be more efficient and effective, ones that point them to improving access to information, knowledge sharing, mentoring, coaching and better aligned roles and skills – long term v. short term.
It can also change the perception of the role and purpose of L&D. This one question can signal to the business that L&D is more than an order taker and content machine. And this one question challenges areas of the organization L&D rarely gets to participate in, from org design to system modification and incentive models. It’s THE one question that results in addition by subtraction.
And the second question?
“Do you have the courage to ask it?”
If you do, you have now thrust yourself into a leadership role you have to be prepared for.
Written by Srividya Kumar, Co-Founder @ Learnnovators
