eLearning Leadership Blog

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Mapping the ROI of eLearning in Seven Strategies

1. Expand your definition of “success.” Before you create a plan, you should know what defines success for your organization. One primary question to ask is: “Were bottom-line outcomes achieved?” ‘Hmmm…’ you ponder via internal monologue, ‘What bottom-line objective?’ Good question. 

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What’s Your Training Worth? Demonstrate ROI by Tracking KPIs

By Hannah Hunter, Instructional Writer 

Let’s say you’ve created a training program to teach restaurant employees about proper handwashing techniques. How will you know if your program is successful?
You could ask learners if they are washing their hands more now that they’ve taken the training, but they might not be completely honest. You could test learners on their knowledge of handwashing techniques, but a perfect score simply means that a learner understands a concept, not that they are practicing it.

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Six Conversation Examples & Questions For Selling Performance-changing Learning

By Gerald Matykowski, Inside Sales Manager

This is a very pragmatic discussion about a very difficult challenge. In a previous Allen Leadership Blog, You say Quantitative – I Say Qualitative: Whose ROI is this Anyway?, and webinar, Seal the Deal! Getting Executive Buy-In for Your E-Learning Needs, we provide perspectives to help instructional designers, developers, and learning practitioners influence their managers, directors, and CLOs about making forward strides in implementing effective e-learning design practices and performance-changing learning.

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You Say Quantitative—I Say Qualitative: Whose Training ROI is This Anyway?

In a previous blog post, Educating and Challenging Stakeholders on Instructional Design Best Practices, I suggested that certain qualities that make an effective salesperson can also help learning strategists and instructional designers influence decision makers to embrace learning and development trends, tools, and best practices. Several of these qualities focused on a learning strategist’s comfort level when discussing the relationship of best practices and the financial implications of learning and development projects.

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5 Common Missteps In Onboarding Programs

by relationship management assistant

First impressions are often the most lastingwhat does your onboarding program say about your organization?

Research has shown that effective onboarding increases employee retention and productivity while ineffective programs waste money and can result in burnout and increased turnover. With 25% of the United States workforce transitioning between jobs every year, creating an engaging and informative new hire orientation should be a key business initiative for employers.

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Educating & Challenging Stakeholders on Instructional Design Best Practices

By Gerald Matykowski, Inside Sales Manager

I have in-depth conversations with instructional designers (IDs) and ID managers on a daily basis—many invariably turn to frustrations related to “selling” instructional best practices to stakeholders and higher level decision makers.

Here are some common challenges I hear in my conversations:

  • Promoting new design/development approaches to jump-start a large project
  • Selling action-based interactivity up the leadership ladder
  • Convincing SMEs that learning ‘to do’ is more effective than teaching a folder full of content
  • Moving beyond a ‘check the box’ approach to compliance training
  • Getting approval to present a single prototype before an ADDIE design sign-off

What Language Do They Speak?

Let’s face it, we don’t often get the response we hope for when we propose or attempt to initiate ‘new’ techniques to create ‘serious’ e-learning. Promotion of higher level interactions, SAM vs. ADDIE, or doing vs. knowing can fall on deaf ears. Stakeholders approve the budgets and timelines of e-learning projects―they also often have established notions about what e-learning should look like which often conflict with an ID’s vision of best practices. Frustration builds each time we encounter ‘executive speak’ and/or a content-centric page-turning mentality. 

Challenger Strategies

If this has been your experience or you simply want to increase your influence with executives, there are new insights that you can leverage to improve your effectiveness. The Challenger Sale: Taking Control of the Customer Conversation, by Matthew Dixon and Brent Adamson, Corporate Executive Board (CEB), offers valuable research and insights into strategies that educate and gain influence with prospective customers. If you are thinking, “Hey, I’m not a salesperson. This doesn’t apply!” Stop! IDs and ID Managers can also employ Challenger methods to gain better influence with stakeholders, SMEs, and executives on the methods and practices necessary to create lasting learning. 

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4 Reasons To Convince Your Boss to Invest More in e-Learning

by relationship management assistant

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If You Build It, Will They Come? Why Marketing Your Learning is Vital to Success

by , senior instructional strategist | @LearnerAdvocate

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Live from ASTD ICE 2013

by , senior instructional strategist | @learneradvocate

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[Webinar] Your e-Learning Investment

Your e-Learning Investment: How to Achieve Business Impact and Boost Learner Performance

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