If you don’t know this already, I’m a huge fan of The Transformation Curve!
Published earlier this year, The Transformation Curve is a game changing roadmap to success for the learning industry, born from Towards Maturity’s decades worth of impartial research and data surrounding L&D.
The Transformation Curve identifies four stages of maturity, mapping out a clear journey towards success for L&D. What’s really fantastic about the report, is that it highlights the biggest obstacles L&D have to overcome in order to get to the final stage of maturity, giving us all a heads-up for what challenges might lie ahead.
But, being aware of an upcoming challenge isn’t always enough. I for one can’t help but wonder, how prepared are we as an industry to face the challenges highlighted in the report?
So, I have taken a closer look at those challenges, and have included some thoughts on how we can start to overcome them.
Learner engagement has been a well-publicised obstacle for L&D in recent years. And, The Transformation Curve stresses that it won’t be disappearing anytime soon.
In fact, according to the report, learner engagement remains to be a challenge right up until the final stage of maturity – which means that even some of the highest performing L&D departments are struggling to fully engage their learners.
A cost-effective and efficient way of tackling low learner engagement is to include marketing tips and approaches in your learning strategy. An effective marketing/L&D campaign can transform the way your learners view and value your solutions, increasing learner engagement in your organisation and ultimately helping to create a ‘pull’ learning culture.
If you’re keen to start applying marketing to your learning strategy, our interactive workbook might be of interest - find out more here.
Supporting the transfer of learning after formal training takes place is nearly non-existent in the first two stages of maturity. I found this particularly eye-opening, as learning is definitely not a one-hit wonder. And to gain tangible results for your business, supporting the transfer of learning in day-to-day job roles is key.
Learning doesn’t end when the course does, it’s a much longer process which really benefits from continued support. This support can be offered in many ways, including:
- Creating a team of implementation specialists who support the transfer of learning in the workplace after the completion of a learning programme. This role could be performed by an L&D team, HR, or internal specialists.
- Taking your evaluation outside of the classroom and measuring how the learning has impacted day-to-day work. This could be as simple as follow up questions with the learner or measuring performance before and after the learning takes place.
For a while now, I have been talking about how line managers are the secret sauce to a successful learning strategy. I think a lot of us in L&D are aware of how important line managers are, and The Transformation Curve confirms it. Getting your line managers on board can increase learner engagement, aid the transfer of learning and help to create a ‘pull’ learning culture in your organisation.
Convincing reluctant line managers to get behind learning isn’t a new problem - so how do we tackle this age-old dilemma?
All you need is one enthusiastic line manager who is happy to try out new ways of learning and will let you evaluate and gather data demonstrating their success. This success data can then be used as your proof of why the rest of your line managers should get on board.
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I really am a big fan of The Transformation Curve, so if you’re interested in finding out more about it or want to discover how to apply it to your organisation, take a look at ‘The Future of Learning’. In this whitepaper I examine how businesses can use The Transformation Curve to aid their learning strategy, and it includes loads more tips and approaches for overcoming the biggest obstacles in L&D.
Stephanie Morgan FLPI, Director of Learning Solutions, Bray Leino Learning
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