Spring is Here…Time to Tidy Up Your vILT

March 20, 2018 09:56 by Dana Peters
Can it be? The calendar tells me the first day of spring is right around the corner. Here in Wisconsin, the weather is very slowly turning, and soon we will emerge from our winter hibernation.  With spring comes the inevitable cleaning sweep, and it reminds me of the post we did last year about ‘spring cleaning’ your Virtual Instructor-Led Training (vILT) materials. This one is worth a revisit. As we mentioned in last year’s post, it’s easy to “coast” once a program is successfully up and running. However, in the spirit of continuous improvement, it’s important to regularly revisit your virtual courses to determine the following is still happening: The learning objectives are being met The examples and case studies are relevant and effective All slide content is accurate The exercises are on target The documentation for delivering the session is accurate (like the facilitator guide) The “on the job” impact is being realized Ideally, you’d implement a content review schedule of your vILT, noting any examples, timestamps, or other references that may require a quick revision and update. Annually or even bi-annually, we recommend revisiting the established learning objectives to confirm whether or not they are still on target with the needs of the business and the learners. While some updates may require only a few slide additions and changes, some may require a complete session overhaul.  Either way, your learners, and ultimately your organization, will benefit from having fresh, relevant, and applicable training programs. Here’s wishing a warm and productive spring to you and your team.

Getting vILT Right on a Global Scale

February 27, 2018 12:30 by Dana Peters
Effectively managing and maintaining a global virtual instructor-led training (vILT) program comes with unique challenges.  In our experience the best run programs are managed with a strong emphasis on attention to detail, clear and consistent communication, and a high level of commitment to process improvement. A vILT global program typically involves a large pool of facilitators, a globally diverse set of participants, and a dependency on technology. While managing a global program certainly is not easy; technology has made the communication and management of logistical details required for successful execution much easier. Below are our top five tips to consider when managing global vILT programs. “Gather” your facilitators For a global vILT program, you will likely have a global team of facilitators. We recommend utilizing technology to not only train your facilitators, but to also store your content. File sharing sites allow facilitator guides, timing outlines, and presentation decks to be housed in one location. Facilitators around the globe can access those files for their own preparation and in real time. From a version management perspective this will also ensure your team of facilitators are working from the most current version of the course content. Champion the Program Just like any vILT program, a global program will require commitment and ‘buy in’ from leaders in all parts of the globe. Establishing clear guidelines and effectively communicating the goals for the program will help you earn leadership support. This support is necessary to drive participation in the program and foster application of newly learned skills back on the job. For more information on getting the leadership team to champion your program, check out our previous post: Making the Pitch: Selling Your Executives on Virtual Learning. Establish Consistency Consistency is crucial for a successful global program. It’s important to establish a program management strategy and to stick to it. We suggest dedicating specific resources to be responsible for the communication surrounding the program. The marketing of the program, invitations, pre-work, and learning materials need to be delivered and communicated consistently. We also recommend specific resources be responsible for all aspects of scheduling, both on the learner side and the facilitation delivery side. In addition to maintaining these processes, it is also important to adapt those processes as things change or gaps are discovered. Know your Time Zones Running a global program means managing sessions in multiple time zones. Additionally, you may have a session running in East Asia by a facilitator in the United States. Technology can be helpful when converting class times to different time zones, but we recommend posting the session in a standard time zone in which the participants are used to working with and always stating times with time zone included. This will make it easier for your facilitation team to determine the class time for their location and will help alleviate conversion mistakes. It’s also important to know the national holidays in countries where your company does business. If facilities are closed, chances are your participants will not be participating. It’s important to avoid scheduling classes on national holidays or communicate expectations for your participants in order to avoid last minute cancellations or low class numbers. Speak the Language It’s a proven fact that people learn more effectively and retain more information when content is delivered in their native language. While working with a global audience, it’s important to avoid colloquial speak and slang terms or analogies familiar only to a particular region. Pop culture references can also be tricky. While many parts of the globe can understand and speak/write English, if you find a need for multiple sessions a year in a particular country or region you should consider translating your session to that region’s native language. This means translating not only the material, but also utilizing a native speaking facilitator and producer for those sessions as well. Following these five tips can help you manage and maintain a successful global vILT program. What about you? What strategies do you have for managing a global vILT program effectively?

Need Better Results From Your Subject Matter Experts?

December 12, 2017 10:23 by Dana Peters
At Mondo Learning Solutions we’re committed to helping our clients grow, which is why we try to pass along the best and latest resources to help in your business. Our friends and colleagues at Chicago-based Turpin Communication recently released a new book, “Effective SMEs: A Trainer’s Guide for Helping Subject Matter Experts Facilitate Learning”. This book is one you will want to have in your library. We regularly work with subject matter experts (SMEs) in the virtual classroom, which has both its advantages and disadvantages. As Turpin suggests, SMEs do bring credibility and relevance to the classroom, but that is often not enough to deliver an effective session. For many SMEs the training environment is unfamiliar terrain. They are often authorities on a particular topic, not on adult learning and aren’t necessarily familiar with effective facilitation techniques.  I like this book specifically because it comes from a place of experience. Authors Dale Ludwig and Greg Owen-Boger leverage decades of work helping presenters, instructional designers, and subject matter experts become better communicators. They use detailed and relatable workplace scenarios plucked directly from their own experiences to assist readers in learning about a variety of learning situations. The book serves as a blueprint for managing SME-led training with the underlying premise that successful training stems from a place of communication and an understanding of everyone’s role.It also digs into best practices for coaching your SMEs. It’s available for purchase on Amazon.com and most bookstores, and the first chapter is available for free on the Association for Talent Development website. Give it a look.

Success in the Virtual Classroom: Are Your Virtual Facilitators Ready?

October 5, 2017 10:08 by Dana Peters
On rare occasions you might have the opportunity to develop new virtual classroom facilitators one on one. But more commonly, new facilitators need to be brought on board in groups. Often the content they will be teaching is the common denominator, therefore a solid Train the Trainer program is the most efficient option for preparing a group of virtual facilitators. The following are some best practices we see to be common amongst successful Train the Trainer (TTT) programs. Facilitator Pre-workIntroduce facilitators to the course content before the first TTT session takes place. This can be done by asking the facilitators to review a recording of a previously delivered session, or silently observe a live session in real time being taught by an experienced facilitator. This review or observation will allow them to familiarize themselves with the content and how the course is delivered.  Encourage facilitators-in-training to take notes from this review, specifically what the experienced facilitator did well, and how they engaged their learners. The facilitators-in-training should also consider what they might do differently in their own delivery of the content. This review will also give them an opportunity to familiarize themselves with the technical capabilities and tools of the virtual classroom. Coaching on TechniqueDepending on the experience level of your facilitators, the TTT sessions are also an opportunity to further develop or fine tune facilitation techniques. When TTT sessions are entirely focused on content, timing, and logistics, they fall short of preparing facilitators to their full potential. Successful TTT programs dedicate time to facilitation skill development, specifically the use of different techniques, methods for building a safe learning environment, and encouraging learner participation. Link to Learning ObjectivesFront and center of all TTT programs should be the purpose of the learning programs the facilitators-in-training will be delivering. The well-defined learning goals and learning objectives of each course the facilitators will be delivering should serve as their compass. Their job will be to help their learners meet these learning objectives and walk away equipped to be more effective back on the job.  Facilitators make in the moment judgement calls during live sessions on a regular basis. A successful TTT program gives them a solid foundation of purpose in which they can base their “in the moment” decisions, large or small. Rehearsals Some TTT sessions are conducted as more of a content walk-through session. There certainly is a time and place for content walk-throughs. However, successful TTT programs also have a rehearsal component. This means the facilitators-in-training have the opportunity to practice delivering the content as if it were a live session. Their peers can serve as their learners as discussions are led and activities are conducted. Feedback and coaching from these rehearsals are usually reported to be the most valuable piece of the TTT experience for the facilitators involved.Live Session Observation and FeedbackDevelopment of new facilitators should move beyond the TTT program. It’s important to evaluate a new facilitator’s ability to deliver sessions once they are off and running with live class deliveries. Consider instituting a process of live evaluation and post session coaching that includes written feedback. What experiences have you had with your Train the Trainer programs? What worked for you? What didn’t? We’d love to hear your feedback.

Virtual Learning Programs That Survive and Thrive

September 26, 2017 13:33 by Dana Peters
Adaptability is the name of the game when it comes to the long-term survival of the virtual instructor-led training (vILT) programs you design, develop, and deploy. Continuous change is the environment most organizations are operating in, which means we need to move with change as Learning and Development professionals. And certainly we want to do more than just “weather the storm”. We want to thrive as we forge ahead to meet the business needs of the ever changing organizations we serve.Are you prepared to respond quickly when: Leadership changes are made? A merger or acquisition is announced? The vision, mission, and/or goals of the company shift? A swing in your market place occurs, positive or negative? You, your colleagues, and your vILT programs must be nimble and flexible enough to adapt to these changes. But how? We suggest a proactive approach that includes the following five actions. Develop Rough Action Plans. Take time to think about realistic scenarios that you could face in the near future. Develop a rough action plan to give you a leg up if the scenario were to actually occur. Invest Time in Continuous Improvement Processes. Once you’ve designed and implemented your vILT programs, it’s important to maintain lines of communication to make sure your programs continue to align with the company mission and leadership’s goals. Reviewing your vILT courses on a regular basis allows you to refresh portions of the content as changes and updates are needed. Without a continuous review, your course can quickly become obsolete, and without the occasional minor update, you may experience the need for a complete overhaul of your course design. Or it may be seen as bringing no value and be eliminated altogether. Ask for Feedback From Your Learners. In line with continuously reviewing your vILT programs, it’s important to gather feedback from your learners on a regular basis. The collection of learners’ needs over time helps you to understand how job functions are changing and what skill development opportunities would bring the most value to the business. This intel should help you bring the right learning opportunities, to the right people, at the right time. Educate and Inform Leadership. As Learning and Development professionals you probably know your programs inside and out. Your leadership team may not. In order to showcase the value of your programs it’s important to involve leadership in the process. Make sure they are aware of how the vILT programs are performing. Specifically, how they are meeting the needs of the business. For more information on how best to track the value of your vILT program, check out our post: Designing Virtual Learning That Pays Off: Measuring Success Back on the Job. Communicate Value and Results. Along the lines of educating your leadership team, vILT programs should be championed at all levels of the company. If the value of your programs have been communicated effectively; when changes occur, you’ll have the advantage of advocates on many fronts. If updates to your programs do need to be made, multiple perspectives can diversify the conversation on how best to do that. These proactive efforts will help to secure your vILT programs long-term success, and the consistent, high quality learning opportunities your learning population needs to be successful on the job. What other actions have you taken to be sure your virtual learning programs can survive and thrive through the changes that may lie ahead?

Designing Virtual Learning That Pays Off (Part 2)

August 22, 2017 08:53 by Dana Peters
Measuring Success Back on the Job   In our last post, we discussed building the pathway to learning application to help learners apply what they have learned in the virtual classroom back on the job. This was the first of two items we believe need to be included in the design of virtual learning programs in order to make sure valuable resources (time and money) do not go to waste. As a reminder from the Part 1 post, those two things we need to include are A “post learning event path” that helps our learners apply what they have learned back on the job. A plan to measure results back on the job. This plan should address the following two statements:  We know we are successful when_________________.  We will measure that success by__________________. With number one under our belt, today we’re going to talk about the plan to specifically measure those results back on the job. When it comes to measuring and evaluating learning, I turn to my colleague who is an expert in this area, Ken Phillips, CEO of Phillips Associates. You are probably familiar with the Kirkpatrick Model with the four levels of learning evaluation. Ken outlines these levels in his article: “Learn the Secrets of Survey Design”. In summary those levels are:   Level 1: identifies learner reaction to your program. Level 2: measures whether or not your learners learned anything. Level 3: measures whether or not learners actually applied what they learned back on the job. Level 4: measures whether the business has improved as a result of the applied learning. For the purposes of this post we are going to focus in on Level 3 and Level 4. For a Level 3 survey to be effective, Ken provides several tips in regard to content, format, and measurement. As mentioned, more details can be found in Ken’s “Learn the Secrets of Survey Design” article. Unlike a survey issued to the learner immediately following your virtual learning program (Level 1), the Level 3 evaluation should also involve those interacting with the learner, often referred to as observers.  Observers (those that work with, for, or supervise the learner) are in the position to provide valuable feedback on observable behaviors they are experiencing in their interactions with the learner. Interviews, surveys, and 360-degree assessments are solid tools to support Level 3 evaluation. Level 4 evaluations, according to Ken, are the holy grail of evaluations. I agree. The c-level executives are looking for evidence of business results from their investment in learning and development. Ken suggests thinking about Level 4 evaluations in two phases: (1) Identifying business metrics that have a strong relationship with learning program content and (2) connecting the learning program to the business metrics. Check out Ken’s article: “The Holy Grail of Learning Evaluations: Level 4” for more details. How about you? How do you achieve Level 3 and 4?

Designing Virtual Learning That Pays Off (Part 1)

August 16, 2017 10:00 by Dana Peters
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Are You a Facilitator or a Teacher?

July 12, 2017 11:38 by Dana Peters
  For those of you tasked with the responsibility of delivering courses in the virtual classroom for large corporations, I have a question. Would you label yourself as a facilitator or one of teacher? According to Merriam-Webster… A facilitator is defined as: “someone who helps to bring about an outcome (such as learning, productivity, or communication) by providing indirect or unobtrusive assistance, guidance, or supervision”. A teacher is: “one whose occupation is to instruct”. Let’s go back to high school. A teacher stands in front of a class of impressionable young minds. These minds are young, generally lack experience in the subject, and look to the teacher to do just that: teach. These young students go to school to be taught; math, science, chemistry, Spanish etc. Often it is the teacher delivering the information, and students listening and taking notes. Historically, though there are exceptions, it is a passive activity for the students. In corporate learning it’s different, or at least it should be. In the corporate world, your learners are often professionals, sometimes with 5, 10, or even 20 years of real-world experience available to tap into and expand upon. Most will be laser focused on how they spend their time. When attending a required training class they are going to be looking for the benefit to spending their time away from their work. If this is not quickly identified they will probably mentally check out.  The learning experience needs to be personalized, relevant to their work, and clearly advantageous to their success back on the job. The more control they have in the learning process the more committed they will be to the outcomes.  To be effective, we must facilitate learning.  Why is this distinction important? Facilitators encourage discussion and questions related to real-life situations and examples, allowing learners to consider different ways in which the content relates to their jobs.   In a facilitation situation, the learners drive the discussion, moving the conversation in directions that are meaningful to them and their careers. Skilled facilitators will allow this to happen, and guide the discussion to connect to the learning objectives. As a side note, strong facilitators are well prepared. Prepared facilitators know the content and the subject matter so well that conversation can flow freely, diverging several times, and still stay true to the ultimate objectives. Preparation allows the ability to be flexible, nimble, and respond to the needs of each individual. This means that each and every delivery of the content will be different, but accomplish the same objectives. As we said in a previous post, “Proper preparation, planning, and practice allow facilitators to focus on the moment, fully.” By allowing learners to drive discussion, your vILT program will be more applicable to the learners in the classroom at the moment. One class may drive the discussion one way, while another may drive it in the opposite direction. Still, each group of learners’ needs are met. I encourage you to think about your approach and your role in the virtual classroom. Are you a facilitator or a teacher?        

Top Five Strategies to Engage Learners in the Virtual Classroom

June 20, 2017 07:17 by Dana Peters
Learner engagement is key to a successful virtual instructor-led training (vILT) session. Promoting active involvement from your participants can be a difficult task in any instructor-led course, but it can be particularly challenging in the virtual classroom environment. Your learners are remote, sometimes scattered all across the globe, and you’re often competing with busy work schedules, emails, phone calls, and other meetings. So how does a good facilitator connect with learners in the moment, despite these challenges? Keep Class Size SmallSince active participation is important to the success of your virtual learning session, it’s best to keep your class sizes smaller. Think back to your school days. It was much easier to disappear in a lecture hall filled with 200 plus people than it was in a small face-to-face classroom with 15 to 20 other students. A smaller class size allows you (and anyone helping you with the delivery) to keep track of who’s participating and who’s not. It also allows more tentative learners a chance to participate without the pressure of their ideas and answers being shared in front of a sizeable classroom full of people. Of course, it’s not always possible to keep class sizes small. In instances where it isn’t, consider small group breakout activities.Personalize ItThis can be interpreted in a few ways. First, learn as much as you can about the learners that will be in your class. Prior to the session, and during. This might mean a short survey that is part of their pre-work or an introductions activity as the participants gather before class starts. That introduction might include a question related to the course content. Second, utilize what you know about your unique group of participants to connect the content of your course to their specific needs and the work that they do back on the job. Doing so, will provide learners with relatable experiences they can build upon and share. Check out our previous post on facilitation techniques for more detailed information.Use the ToolsThe tools in the virtual classroom are specifically designed for promoting engagement, idea sharing, and conversation. Use them! Utilize breakout rooms, whiteboards, polls, or chat activities to spark small and large group discussion, and leave the phone lines open (as long as there’s not too much noise or distraction) to encourage verbal conversation as well. Asking participants for simple contributions in chat or on the whiteboard can fuel a rich discussion.  For example, you present a group a list of alternatives on a whiteboard and ask them to circle which alternative would work best for their situation. Then to dive deeper, you could call on one or two individuals to elaborate for the group the reason for their selection.Examine How You Ask QuestionsThe types of questions you ask and more specifically, how you ask them, are crucial. It goes beyond asking open-ended questions, you have to extend the conversation and offer opportunities for more participants to get involved. Check out our previous post on the types of questions you can use to facilitate productive conversation. Set and Maintain Learner ExpectationsWe have talked in the past about the importance of setting learner expectations in your virtual classroom.  If a learner doesn’t know why they are taking the class, what value it has to them personally, and what they need to do to be successful before, during, and after class, they are unlikely to be engaged. Good communication is required in order to set and maintain those expectations throughout the course, and we’ve outlined a few strategies for setting expectations in a previous post. Of course there are many more ways to engage learners in the virtual classroom, but these five strategies are a good start. We hope they add value to your virtual instructor-led training sessions. What about you? What have you done to promote engagement in your vILT programs? We’d love to hear.

Three Questions to Size-Up Learning Objectives for the Virtual Classroom

May 10, 2017 10:00 by Dana Peters
There are so many options when it comes to training delivery methods for your employee learning programs. How do you know when virtual instructor-led training (vILT) is the right fit?To help decide, you need to determine if vILT will meet some of your learning objectives. Notice I said some, not all. This is because usually one delivery method will not get the entire job done. It makes sense that you want your chosen delivery method to meet a healthy portion of your learning objectives, but a blended learning approach is probably going to be the most effective. A strategy that combines a blend of learning opportunities that work together to comprehensively meet all the learning objectives is often the recipe for success.But let’s get back to the question…how do you know if virtual instructor-led training is the right fit for some of your learning objectives?When working on learning design solutions for clients, we ask ourselves the following three questions to confirm whether or not vILT will meet each of the learning objectives. Do the learners need each other for learning to happen? Do the learners need to be in the same place, at the same time, to learn from each other? Will learners be able to demonstrate achievement of the stated learning objective in the virtual classroom? Let’s look at an easy example of these questions in action.Goal StatementBicycles are a popular mode of transportation in our community. The purpose of this course is to reduce accidents involving bikes by promoting the practice of bicycle safety amongst our bike riders.Learning ObjectivesBy the end of this course, participants should be able to: Explain the rules of the road Identify common bicycling hazards Determine ways to reduce the risk of crash, injury, or death Recommend appropriate safety gear Ride a bike safely Now let’s evaluate each of these objectives against our three questions. As you can see by our example: We answered “yes” to 8 out of the 15 questions (more than 50%). Only one of the learning objectives would be completely addressed exclusively through vILT. (#3 - Determine ways to reduce risk of crash, injury, or death.) Considering the learning goal statement, it is an important one. The response to “Will learners be able to demonstrate achievement of the stated learning objective in the virtual classroom?” is a “yes” on four out of the five learning objectives. Two out of the five learning objectives require learners to be in the same place, at the same time. All and all, this is a prime example of the need for a blended learning approach. vILT would be a viable option in combination with other pre-session and post session exercises, readings, knowledge checks, assignments, and partner work on the road. Hopefully, these three questions serve as yet another tool to help you evaluate the role the vILT plays in meeting your organization’s learning needs.