We want to overhaul how we train new employees in our back office departments. We hire one or two employees at a time, so in-person training isn’t cost effective, nor is it appropriate for our millennial employees.
This financial services firm had been providing onboarding training through in-person sessions. However, the company was hiring a few people at a time, which resulted in trainers being occupied for full days to train one or two individuals which wasn’t sustainable as the company grew. Furthermore, employees reported they lacked the confidence to perform their job after the training because there was too little hands-on practice. This resulted in on-the-job training which was an additional burden on the business units.
The firm wanted to develop a comprehensive curriculum for several departments and leverage technology to address the challenges with their current approach. In addition, they wanted to:
- Maintain their top position in industry rankings for providing customer service.
- Build bench strength within the company to improve responsiveness to cyclical workload demands.
- Increase learner confidence and improve the new employee experience in the division.
- Mitigate the risk of losing institutional knowledge with senior employees retiring.
Hannah completed a needs assessment that included:
- Reviewing existing training materials.
- Consulting with stakeholders to clarify needs and program goals.
- Identifying principles to guide the design, interdependencies and non-negotiable constraints.
After the detailed needs assessment, Hannah designed a program architecture for this financial investment company that identified:
- Design principles (e.g., courses would be outcome-based and modular).
- Common courses across the division that could be designed for multiple roles.
- A recommended blended learning approach including self-directed study, in-person, online/virtual courses, assessments, on-the-job practice and job shadowing.
- A layered approach to learning so participants learned ‘must-have’ skills first and could start contributing to their role. More advanced skills were covered in subsequent ‘layers.’
Hannah then created a curriculum for each of the departments that identified:
- Learning objectives, evaluation methods and delivery channels.
- Content and materials required (new and existing).
Training Documents for In-person Training, Virtual Training and On-the-job Support
In addition to the curriculum, which provided overall direction, Hannah created detailed curriculum documents, Learning Road Maps for five departments that visually outlined what new employees needed to learn and in what sequence.
Hannah managed a team to design the learning materials outlined in the Learning Road Maps. These included Facilitator Guides for in-person courses, system job aids and quick references, elearning, animated videos, and storyboards for self-directed courses on their Learning Management System (LMS).
The project allowed the client to transition away from costly in-person training and leverage technology to reduce costs and appeal to their millennial employees. The engagement also met the client’s business needs: develop their bench strength, increase learner engagement, and mitigate the risk of losing institutional knowledge.
- Learn how Hannah completes needs assessments.
- Learn about Hannah’s approach to curriculum design.
- Learn how Hannah creates custom-designed development programs, including in-person training.
This project was completed through Benchmark Performance.