Stop Virtually Useless Virtual Training

12:55 pm: The session starts at 1:00 pm Eastern to allow participation from multiple time zones. I received initial and reminder invitations and completed my pre-work. I have my New Hire Participant Guide in hand and log in. I’m ready.

I listen to the facilitator and producer chit chat. No problem, I’m a bit early; I’ll just work on my email and a couple of other assignments while I wait to get started.

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Oh no! Not a role play!

Do you ever get this reaction when suggesting a role play? After a classroom training pilot, we asked sales reps what was their least favorite part of the training. The answer came back quickly and decisively: role plays! Next, we asked which part of training would help them most in the field. This answer came back slowly and reluctantly: role plays.

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An Argument for Memory Aids: An Interactive Post

This weekend my four-year-old daughter and I were learning about the solar system and she wanted to learn all the names of the planets in order from closest to farthest from the sun. Sometimes, there is information that just needs to be memorized.

When we develop training, we often neglect to think of easy ways to help people memorize. Usually, we try to incorporate any information that needs to be remembered into a job aid or other resource. But we can also create easy ways to help our learners learn.

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How I Hire an Instructional Designer

I had just asked the young man sitting opposite me in the interview to tell me about his approach to e-learning. He looked wide-eyed and suggested: “E-learning. That’s something you do with templates isn’t it?” This turned out to be one of the shortest interviews I had ever conducted. After suggesting some resources to help him in his development, I politely terminated the conversation.

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Translating Your SME's Tech-Speak

A while ago, I was working on an incredibly complex training project. It involved training on processes and requirements used for contract setup and delivery. The audience consisted of hundreds of employees in a Fortune 500 company.

What made the project so complex was the sheer number of subject matter experts involved. Whereas I was used to working with maybe four or five at the most, this project required the input and approval of no fewer than 13 SMEs. There was no overlap – each was responsible for a distinct business unit, and brought unique content to the table. And some were C-level, meaning their time was at a premium.

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