Dismantling barriers to progress in learning and development strategies
Across government organizations, learning and development infrastructure is at odds with the adoption of innovative technologies and strategies that stand to revolutionize employee learning.
Case in point: we see employees are ready for this kind of shift. Harvard Business Review has found that some 65% of workers prefer to learn on the job —a departure from how learning has traditionally been offered.²
In the case of government organizations, it’s not only the adoption of new teaching methods that’s holding these teams back, but the very structure of the learning environment. Many learning and development teams face a number of challenges that prevent them from successfully embedding learning in the dynamic flow of work.
What specific challenges does this include?
1. A general sense of inertia. Many organizations stick to “tried and true” learning methods despite evidence suggesting they don’t lead to durable learning. Changing the status quo is difficult and requires effort and resources. As a result, learning and development environments are struck by inertia, as indicated by many job postings still listing those methods as requirements for success.
2. Learning and development often occurs within its own microcosm. Teams tend to rely on outdated resources, trends and conventional wisdom instead of scientifically informed practices. That means decision-makers may not be fully aware of the latest research in learning science or lack the ability to synthesize the findings.
3. Trends can distract teams from long-term focus. From gamification to immersive virtual realities: the appeal of trendy approaches can sometimes overshadow the need for learning and development teams to ground training in solid, research-backed principles.
4. Many organizations don’t adequately measure and evaluate learning and development programs. This lack of data makes it difficult to spot what’s working, and what isn’t.
5. Teams focus on content delivery instead of learning outcomes. The need to deliver content quickly and effectively often runs contrary to the real priority: ensuring learners truly understand material and can apply knowledge in a variety of job situations. Regulatory and compliance requirements can exacerbate this challenge.
6. Training programs don’t fit seamlessly into the flow of work. This misalignment makes it difficult for employees to integrate learning into their daily tasks.
7. Adopting new technologies is complicated. While new technologies for learning are available, obstacles like cost, complexity and the need for specialized skills to implement the tools can hold learning and development teams back from tapping this potential. What’s more, while technology can enhance learning experiences, it’s not always used to improve learning outcomes or retention. That’s a missed opportunity for more impactful training.
8. Cultural resistance and structural rigidity get in the way of progress. is complicated. Across learning and development, educators and learners must be open to new mindsets and behaviours if new training methods to work. At the same time, existing organizational structures aren’t conducive to the flexible, adaptive learning strategies modern research advocates.
9. One-size-fits-all is no longer a thing. structural rigidity get in the way of progress. Conventional learning approaches tend to lack personalization at a time when success hinges on individualized approaches that address learning styles and paces.
Much of this is compounded by competing regulatory and compliance priorities across the government space. Organizations must push out training to prioritize these kinds of pressing deadlines.
The good news is government learning and development teams can dismantle hurdles posed by both outdated practices and internal ways of working.
Remember: the concept that “culture eats strategy for breakfast” still rings true. Even the best-laid plans and strategies would fail in the wrong cultural context and in the face of structural barriers.
On the contrary, developing consistent leadership messages that emphasize a culture of learning retention, innovative tinkering and reasonable risk-taking in sandbox environments encourages people to participate in transformation within the flow of the work.
So how do you get started? The first step is to embrace a multifaceted approach that incorporates the latest research on learning retention and embeds learning in the flow of work. At EY, we encourage public sector clients to embrace that principle, and then implement six critical strategies to start embedding learning in the flow of work:
Strategy 1: Focus on the basics and flatten the forgetting curve through effective learning design
The most effective and simplest way to enable learners to remember is to design experiences that incorporate retention strategies, such as spacing, retrieval, elaboration, concrete examples and feedback. Move away from one-time training events and towards learning experiences that reinforce the ability to recall knowledge in reaching desired outcomes.
Keep near- and far-term goals in mind so curricula and strategies target activities that happen sooner — for example, how to complete an expense report right after watching an instructional video — and later on, such as troubleshooting equipment failure using critical thinking.
Strategy 2: Devise a data-driven learning strategy
Have a data-driven learning strategy that moves in tandem with learning design. Then, continuously update and refine the course design with respect to data arising from cohorts. You’ll want to measure progress early and frequently to observe how learning effectiveness, learners’ ability to remember and apply knowledge (in near- and far-transfer situations) and other metrics change over time.
This is also a good time to use new learning technology standards, such as xAPI (Experience API) and employ automation and machine learning, all of which can help measure and predict learning experiences and their impact on skills and capabilities while in the flow of the work.
Strategy 3: Use adaptive learning technologies that allow for highly personalized learning experiences
Adult learners are busy and overwhelmed. But machine learning and AI-powered technologies can help ease learning by configuring content based on learners’ pre-existing competencies and skills in a given area and pushing content accordingly. This gets organizations away from one-sized-fits-all learning content that tends not to work effectively across stakeholder groups.
In personalized, multi-device ecosystems, learners can tap into training through mobile devices, allowing them to stay in the flow of work while simultaneously acquiring new insights and skills. They might even start a learning program on their mobile, then finish it up later on their desktop. What’s more, adaptive learning technology combats the forgetting curve through continuous assessments and automated content curation that recognizes learners’ present skill and knowledge levels. All of this generates the flexibility learners need to retain knowledge and achieve learning outcomes.
Strategy 4: Develop frameworks to teach novice learners how to think like experienced practitioners
Use scenario-based learning that exposes learners to the tacit knowledge and nuanced thinking of experienced practitioners. This cognitive “shadowing” framework can enable learners to tap into experienced practitioners’ headspace and learn to identify and address problems just like they do, effectively helping accelerate their own development.
Strategy 5: Establish purposeful learning communities
Create internal communities of practice where employees can come together and share how they identified and addressed a specific problem in a given practice domain. The goal of this purposeful solution sharing is to pique curiosity in others and reinforce recall of the sharing event — and knowledge shared — in the future.
Strategy 6: Embrace microlearning to bring learning experiences in short bursts and on any device
By designing, developing and delivering content in small, specific bursts, microlearning can enable instructional methods for building retention, specifically spaced retrieval and interleaving.
Any training program can make use of microlearning. For example, consider including quizzes and assessments designed as follow-ups to reinforce the learning outcomes of a specific skill and competency. Meanwhile, small learning events can be built in a multi-device ecosystem to allow for learners to access content on demand and in the flow of work.
Keep in mind, though: microlearning is more effective for learners who have a good foundation on the topic in which they’re being trained. Novice learners tend to benefit more from traditional courseware that teaches foundations. Deliberate learning design can differentiate the chunking strategy with respect to end-user needs so that both novices and experienced professionals can continue to build learning retention.
This holds learners' attention by providing short sessions that are easier to digest. When framed with instructional methods grounded in science, a microlearning module is less likely to cause cognitive overload and distraction to the learner. It offers flexibility, allowing learners to engage with content at their own pace and at times that fit into their busy schedules.
