How do companies with remote teams ensure successful behaviour & results following training?
Organisations with remote teams face the challenge of what happens at the end of every training program.
How do these teams ensure effective implementation of knowledge and skills learning through blended learning programs?
The magic happens when the knowledge and skills that learners acquire in training programs are implemented through deliberate practice, feedback and sharing of best practice with fellow learners and coaches.
The challenge of remote teams
How do you make this happen in remote teams where it is difficult to practice together and share the best knowledge and experience?
How do you share experience specific to industry, product or service, or even a specific technique, amongst team members with different skills and knowledge scattered across a geographic territory?
This is the challenge which many organisations face as they seek to evolve training programs and optimise cost. It is not just a challenge for remote team members to practice, coach and share best practice. It is also an important change management issue for managers.
How involved are managers in this process of change and how can they support their remote teams and provide observational based feedback on their performance?
Managers can review results and report this data using systems such as CRM and LMS which provide very important measurable quantitative information. These systems do not however provide qualitative information such as the behaviour displayed at key moments.
Imagine a football coach who explains to one of his defenders that the team needs to win more matches as the club currently is in 10th place in the league and need to finish in the top four to qualify for European football.
How does the player process and make sense of this information and change his behaviour?
Practise makes perfect
Business people, athletes, actors and armed forces all need to practice and coach to perfect performance.
They say "well laid plans never survive contact with the enemy". It is none the less important to plan and practice the desired behaviours to improve the probability of your planned objective. These behaviours should be deliberately practised to become default and natural.
Ideally managers and coaches are physically present so they can observe behaviour and provide objective qualitative feedback. Remote teams make this challenging both in time and money.
The Magic Learning Triangle
Let's rethink the approach by re-designing the learning experience. The learner should learn what they need, when and where they need it in a context that is relevant and meaningful to them. Learning happens not only with managers and subject matters experts, but also with their peers.
This means that new starters can learn from experienced team members, who in turn are recognised for their skills and knowledge. This creates team spirit, and drives results.
This learning paradigm requires a new instructional design approach, re-purposing excellent face to face material into self-pace and virtual learning sessions, via desktop and mobile technology as well as face to face training.
Post training organisations must extend the learning process beyond the end of training evaluations "happy sheets", by ensuring participants practice the knowledge and skills they have learnt. This practice should be pertinent and applicable to their daily activities. The 70:20:10 rule highlights the need for practice, feedback and social sharing of learning and experience outside the training room.
he magic learning triangle encourages learners, peers and coaches to share experience and provide feedback based upon objective observations, to ensure behavioural performance and improved results.
When planning your next training for your remote teams, ask yourself how you can bring learning to life beyond the classroom.
How can you embed with practise, perfect with feedback, and perform for results?