Content is a big consideration for organizations that are trying to evolve their learning and performance strategies. Most L&D teams, especially in large enterprises, aren’t starting from scratch. You’ve likely spent thousands of hours and tens of thousands of dollars building your content library. You’ve pieced together customized curricula that map to job codes across the company. You’ve even categorized your library based on the HR-approved competency list. Sure, half of this stuff was designed pre-2010, but it’s your content. You want to make the most of it! So, if you start to explore new strategies or technologies, you have to consider what may happen to all of that content.
There is, of course, a reason you’re looking for new ways to modernize your L&D practices. No, it’s not your content’s fault, but your content may be a symptom of a larger problem that continues to stifle many L&D teams. The more courses we have and the more topics we cover, the better we can explain our value to business stakeholders. Or at least we thought that was how it worked. We’ve fallen into the trap of associating our value as L&D to our content. But the workplace isn’t school—even if we do throw around the term “university” all the time. We’re no longer judged by seat times, completions, and test scores—even for compliance topics. In real life, the only content that matters is content that has a measurable impact on business results.
Scooped by
Kim Flintoff
onto Digital Learning - beyond eLearning and Blended Learning |