Maximise performance impact with these three key steps.
Many organisations still identify performance gaps based on anecdotal evidence and look directly to learning to bridge these gaps. For example, a line manager may come to L&D, OD or HR and say:
'Our turnover is killing us! The retail team leaders need manager as coach training so they can stop people leaving,' OR
'The front-line staff in our call centres need training in our process to make sure that phone calls are in line with policy. Customer complaints are up by five per cent on last quarter!'
After receiving this information, teams of learning experts set out to design and deliver a learning program to all staff who need development in this area. The learners then participate in a one-size-fits-all program. The learning materials and assets might be amazing, but if the need and 'how best to close it' is not validated by data and the ROI could be underwhelming.
Hyper-personalisation holds the key to turning learning solutions into performance solutions. What do we mean by hyper-personalisation? B2C marketers have used hyper-personalisation to achieve better results from their campaigns by understanding the preferences and motivations of individual consumers. Put simply hyper-personalisation is the use of data to provide more personalised and targeted products, services and content. Marketing professionals are tasked with creating motivation for consumers to behave in a certain way—whether to buy something new or move away from a competitor's product. Learning often has the same objective—to have a learner start or stop a set of behaviours. The practices of hyper-personalisation in marketing can help learning in exactly the same way.
Here’s how your organisation can harness hyper-personalisation to drive superior results.
1. USE BIG DATA—Gathering performance and consumption data from a multitude of sources to better understand the audience and identify what tools, experiences or content leads to desirable performance outcomes. Use data to validate assumptions about the perceived performance gap and how to close it. Investigate existing digital learning behaviour with xAPI, conduct interviews, capture capability assessment against benchmarks, pilot tools that help folks perform on the job, track consumption habits and remove barriers. Learning may be part of the answer, but often we find that learning can be boosted by a more data-driven approach. You can diagnose individual gaps to make capability uplift relevant to each individual in a particular role, rather than sheep dip entire cohorts.
2. BUILD A PERFORMANCE NETWORK—Craft a diverse network of tools, knowledge blocks, experts and experiences that can be dynamically assembled to enhance the specific performance needs of individual employees. Communicate campaign style. As one of my esteemed colleagues, Michelle Ryan (Head of Learning Design) often says, 'Bad communication kills learning faster than bad learning kills learning!' Michelle advocates spending effort upfront with people leaders so they are equipped to help their teams develop a personal appetite for owning their performance. Line managers are critical in embedding new learning well after any formal training experience ceases.
3. DEMOCRATISE CONTRIBUTION—Design ways to capture and capitalise on audience experience and expertise, creating a sustainable and organic adaptive performance ecosystem. Give people choice. Help them find and share the tools and content that work best for them. Provide content in varied formats that can be accessed on demand. Think Netflix! Make sure webinars, curated content and social forums are available to grow into communities of practice. Let go a little and empower your learners to evolve.
The principles of hyper-personalisation allow us to make data-driven decisions, refine what we offer continuously and then track performance results. Read more about hyper personalisation by selecting the links below.