Designing for Modern Learning

1. Modern Learning Demands a Strategic Shift in L&D

While training and development professionals are the learning experts, it’s quickly becoming apparent that our systems, history, and process enable us to be experts in only limited avenues of learning: primarily classroom and programmatic methods.

Beyond Traditional Training. The modern learner craves continuous, contextual, and personalized learning experiences, a stark contrast to the event-based, obligatory nature of traditional training. L&D must evolve from being solely focused on classroom and programmatic methods to facilitating learning in all its forms. This requires a fundamental shift in mindset, strategies, and tools.

Addressing the Digital Age. The digital age has brought about seismic shifts in how people learn, with employees now accessing learning resources weekly or even daily, while L&D-provided training is used only quarterly. This disconnect highlights the need for L&D to adapt to the realities of modern learners and businesses. The key shifts include:

• When and where learning happens: From scheduled events to anytime, anywhere access.
• Who creates and delivers training: From designated experts to crowdsourced content.
• How we find information: From limited resources to a global network of knowledge.
• How we ensure information is reliable: From top-down control to community-driven validation.

Embracing the Revolution. To remain relevant, L&D must "join the revolution" by adopting a proactive, process-based, and long-lasting philosophy. This involves questioning antiquated models, understanding the shifts in learners' realities and business transformations, and leveraging the latest in neuroscience and learning theory. The OK-LCD model offers a strategic response to these challenges, enabling L&D to become a central, vital capability for the organization.

2. The OK-LCD Model: A New Framework for Modern Learning

At its essence, the OK-LCD model is an intentional, context-centered approach to selecting, designing, and facilitating access to a set of learning assets to improve performance on the job for a particular capability in today’s digital age.

A Holistic Approach. The Owens-Kadakia Learning Cluster Design (OK-LCD) model is a comprehensive framework designed to address the challenges of modern learning. It's not just a checklist of steps but a set of interconnected Actions that guide L&D professionals in creating impactful learning experiences. The model emphasizes intentionality, context-centeredness, and a focus on improving on-the-job performance.

Five Key Actions. The OK-LCD model is built around five core Actions, each contributing to the creation of a learning cluster:

• Change: Define strategic performance objectives (SPOs) that link learning to business results.
• Learn: Understand learner-to-learner differences and create targeted personas.
• Upgrade: Modernize existing learning assets to meet current needs.
• Surround: Design a learning cluster with assets across social, formal, and immediate touchpoints.
• Track: Measure transformation and communicate the impact of learning.

Principles for Success. The OK-LCD model is underpinned by four key principles:

• Go beyond one-and-done: Deliver multiple learning assets to build employee capability.
• Design the whole, not the parts: Create an integrated learning cluster, not just isolated training programs.
• Focus on learner needs: Prioritize the learner's context and moments of learning need.
• Change on-the-job behavior: Be accountable for improving performance in the workplace.

3. Change On-the-Job Behavior: Defining Strategic Performance Objectives

In this first Action in the OK-LCD model, Change On-the-Job Behavior, we create a higher-order goal in the form of a strategic performance objective (SPO).

A New Goal for L&D. The Change Action challenges L&D to shift its focus from delivering training to driving business success by enabling learning that changes on-the-job behavior. This requires setting a new goal in the form of a strategic performance objective (SPO), which articulates the connection between desired workplace behavior and the benefits for the business.

Crafting the SPO. The SPO serves as the overarching objective for a learning cluster, guiding the selection and design of learning assets. It's developed through a reverse-engineering approach, starting with the desired business impact and identifying the on-the-job behavior changes needed to achieve it. The SPO should include:

• Who needs to change on-the-job performance (target learner).
• The name of the skill or performance being addressed.
• The business's key performance indicator (KPI) or other metrics that will improve.
• A description of typical behaviors visible on the job when the gap is closed.

Beyond Classroom Objectives. By focusing on on-the-job behavior change, the SPO allows L&D to transcend the limitations of traditional classroom objectives. It empowers L&D to create learning clusters that support learners in their moments of need, both inside and outside the classroom. This new focus enables L&D to become a strategic partner in driving business results.

4. Learn Learner-to-Learner Differences: Crafting Meaningful Personas

Instead of delivering a one-size-fits-all approach, modern L&D considers deeply who the learners are, and what learning assets might accelerate their skill development.

Moving Beyond Target Audiences. The Learn Action emphasizes the importance of understanding the diverse needs and contexts of modern learners. Instead of relying on a single, monolithic description of the target audience, L&D should create multiple learner personas that capture the unique characteristics, behaviors, and attitudes of different segments within the learner group.

The Power of Personas. Learner personas are descriptive stories that go beyond demographics to explore the day-to-day lives and points of view of different learner subgroups. This deeper understanding enables L&D to design learning assets that resonate with learners and meet their specific needs. Key questions to consider when creating personas include:

• What do they need to know?
• What does their flow of work look like?
• When will they need the learning?
• Where will they be when they want or need to learn?

Strategic Persona Selection. The Learn Action involves a data-driven approach to identify the learner personas whose behavior change will have the greatest impact on the desired business results. This ensures that L&D efforts are focused on the areas that will deliver the most value to the organization. By understanding the mindset of learners, L&D can create learning experiences that are more engaging, relevant, and effective.

5. Upgrade Existing Assets: Modernizing with Intention

A common approach to modernizing L&D is to throw out what you have and start from scratch.

Reusing and Revitalizing. The Upgrade Action offers a strategic alternative to the "rip and replace" approach to L&D modernization. Instead of discarding existing learning assets, L&D can selectively integrate modern elements to enhance their relevance and effectiveness. This approach saves time, resources, and leverages past investments.

Nine Elements of Modern Learning. The Upgrade Action is guided by nine elements commonly seen in modern learning assets:

• Accessibility: Easy to find and access.
• Autonomous: Self-directed and learner-controlled.
• Chunked: Delivered in small, digestible pieces.
• Current: Up-to-date and relevant.
• Experiential: Engaging and interactive.
• For Me: Personalized and tailored to individual needs.
• Hyperlinked: Connected to related resources.
• MVAK (Multi-Visual, Auditory, Kinesthetic): Appeals to multiple senses.
• Social: Incorporates social interaction and collaboration.

Strategic Implementation. The Upgrade Action involves a systematic process of evaluating existing assets, brainstorming modernization ideas, exploring combinations of upgrades, and selecting the most impactful changes. By focusing on a few key elements, L&D can quickly and visibly improve the quality and relevance of its learning programs. This approach also provides valuable insights for the Surround Action, informing the selection and design of new learning assets.

6. Surround Learners: Creating a Holistic Learning Ecosystem

In the Surround Learners With Meaningful Learning Assets Action, we create a learning cluster made up of strategically selected assets.

Beyond Formal Training. The Surround Action challenges L&D to move beyond formal training and create a holistic learning ecosystem that supports learners in their moments of need. This involves strategically selecting learning assets across three key touchpoints: social, formal, and immediate.

Three Learning Touchpoints.

• Social: Learning through interaction and collaboration with others.
• Formal: Structured learning experiences with a clear start and end point.
• Immediate: On-demand access to information and resources in the moment of need.

Building a Learning Cluster. The Surround Action involves a guided innovation technique of diverging (brainstorming), mapping, converging, and checking. This process ensures that the learning cluster is aligned with the strategic performance objective, meets the needs of diverse learner personas, and provides a balanced mix of learning assets across all three touchpoints. By creating a learning ecosystem, L&D can empower learners to access the right resources at the right time, fostering continuous learning and improved on-the-job performance.

7. Track Transformation: Measuring What Truly Matters

In the Track Action, select measures that indicate progress on the desired on-the-job behavior and KPI changes, as defined by the Change Action.

From Participation to Transformation. The Track Action challenges L&D to shift its focus from measuring participation and satisfaction to tracking transformation and impact. This involves selecting measures that indicate progress on the desired on-the-job behavior and KPI changes, as defined by the Change Action.

Measuring the Combined Effect. The Track Action emphasizes the importance of measuring the combined effect of multiple learning assets within a learning cluster. This holistic approach provides a more accurate picture of the impact of L&D's work, as opposed to measuring the effectiveness of individual training programs.

Strategic Measurement. The Track Action involves a three-step process:

• Select measures for the overall learning cluster.
• Identify methods and metrics for key learning assets.
• Select a few measures to share with stakeholders.

By focusing on measures that demonstrate transformation, L&D can communicate its value to the organization and drive continuous improvement in its learning programs.

8. Embracing the Future: L&D as a Strategic Business Partner

We are terrified of chaos. But if you move out of control, you understand that the only way a system changes is when it is far from equilibrium.

Navigating Change. The OK-LCD model provides a framework for L&D to navigate the challenges of a rapidly changing world. By embracing the principles and Actions of the model, L&D can evolve from being a reactive order taker to a proactive strategic partner.

Overcoming Barriers. Implementing the OK-LCD model may involve overcoming resistance to change, addressing budget constraints, and upskilling L&D staff. However, by focusing on the benefits of the model and demonstrating its impact on business results, L&D can gain buy-in and support from stakeholders.

A New Vision for L&D. The OK-LCD model empowers L&D to play a stronger role in performance management, career development, and change initiatives. By leveraging data, technology, and partnerships, L&D can become a central force in driving organizational success. The future of L&D lies in embracing a strategic, learner-centric approach that delivers measurable results and transforms the way people learn and perform in the workplace.