Join Ajay Pangarkar for an in-depth discussion in this video Leveraging RADAR to support elearning, part of Gaining Internal Buy-In for Elearning Training.
- Most leaders have the same concerns when it comes to any business decision. Training is no different. As a trainer, you need to have your RADAR on. It's an acronym I use to address leaders' primary concerns. The first R is reducing your leader's resistance. Think about the last time you proposed a training effort. I bet you raised a lot of questions, and the big one was, what will it cost? Don't take this as resistance, but rather, your leaders are wanting to make the right business decision.
Organizations have limited resources and must appropriately allocate them to proposal that will achieve the desired business results. Preparing a budget for your proposal is a necessary step, but it's more important to demonstrate what you'll do with the money and the resources to advance towards the organization's primary business objectives. The second letter, A, is reducing organizational apathy. Leaders can't smell, touch, or see training.
Without demonstrating tangible outcomes, leaders quickly become indifferent about it. To overcome apathy, answer this question, what will it do for us? It's not about what employees learn, rather, it's getting leaders and those affected to envision the expected results your efforts will deliver. Your training process story is about moving towards the eventual business results once employees bring their new skills to the job.
D is the ability to reduce work disruption. Disruptions really annoy every level of management. Competitive pressures don't offer them the luxury for employees to leave for extended periods. Also, when employees attend training, most are preoccupied with work piling up. Fortunately, training is no longer restricted to instructor-lead sessions. Technology provides the tools and vehicles to precisely deploy training to anyone at any time.
Even without technology, you have options to deliver training without having to displace or significantly disrupt employees. Naturally, some disruptions will occur, but this is an opportunity to be creative and innovative in your approach to minimizing time away from work. The second A in RADAR is about increasing application of new skills. From a leader's perspective, training's purpose is getting employees to apply, not to learn, new skills.
Learning is simply the process to discover how to do the skill. Time and again, practitioners focus more on employee learning the skills, yet provide few opportunities for application. This typically results in the employee not applying the skills to their work and managers complaining training didn't fulfill its promise to improving employee performance. Developing a learning process is essential. But realizing success for training involves providing employees with opportunities to apply the skills and support them in real time.
And finally, the last R is to increase results. Your leaders consider training an opportunity to improve business performance by developing their employee's abilities. Identify specific job areas and work tasks requiring improvement, along with their associated KPIs. Then assess the skills within the task the employees must develop to improve job performance. Finally, explain how you'll establish the performance benchmarks to show the improvement.
Using your RADAR is about recognizing and addressing your leaders' primary business concerns.
- Defining learning as a business activity
- Identifying the three primary stakeholders
- Answering questions from stakeholders
- Addressing operational concerns
- Leveraging RADAR to support elearning
- Overcoming challenges