No One Left Behind – Driving Performance within a Deskless WorkforceWatch Video
All right: Good morning, good afternoon. Welcome to today’s webinar. My name is Alec. I’m going to be here in the background to help answer any general or technical questions that you have. But, before we get started, I’m going to go over a couple things that you will have throughout the session. You can submit questions throughout the day’s session by clicking on the question icon on the right-hand side of your screen. There should be a message in there thanking you all for attending and asking where you’re attending from; and you can download a PDF of the slides on the right-hand side of your screen, in the resources list, as well.
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All right. So, it is our pleasure to have with us JD Dillon. He’s a Principal Learning Strategist at Axonify. JD has spent 15 years designing and implementing learning and performance strategies for respected global organizations, including the Walt Disney Company, Kaplan, [Brambles 00:01:14], and AMC [inaudible 00:01:14]. With his practical approach and ability to integrate science, technology, storytelling, and pure common sense, JD delivers modern solutions that enable employees, improve organization performance, and drive business results. In his current role, JD works with an award-winning team to boost employee knowledge and performance for leading organizations through the application of modern learning practices and cutting-edge technology.
So, as I said, it is our pleasure to have JD with us here again, so JD, let’s get started.
Thank you very much, Alec. High, everybody. Thanks for joining me today to discuss a, a learning around the topic about which I am particularly passionate when it comes to inclusion and making sure we’re providing the best opportunities for learning and development to everyone that works inside of our organizations. So, as Alec mentioned in my introduction, I am currently Principal Learning Strategist with Axonify, where the concept of the desk-less worker, and really enabling learning across our entire organization is a huge focus of ours.
But, when you look into my background, the various organizations that I’ve worked with, I’ve really been a big enterprise, corporate learning guy. So, before I joined the Axonify team, my smallest employer had 14,000 people in it, and I spent a lot of time working with about 10,000 or so individuals that I supported at Kaplan higher education, and then at, about 65,000 people were in the audience when I worked with Disney, just here in Orlando, where I’m talking to you today.
So, hopefully everyone’s ready for a, hopefully an interesting conversation about how we can make sure is learning and development really addressing the needs of everyone in our organizations, not just those that we maybe have spent a lot of our time and resources focusing on to date. But today, what I’d really like to start with is a very, I think, important conversation. Really, really, you know, an important topic that is very present in the media right now, which is the idea of leggings.
So, I was actually at a conference last week, where Tim Gunn from Project Runway was the keynote speaker, and he asked a very important question, which was: “Are leggings pants?” And I honestly don’t have that answer, because I am not … Anyone who knows me or has met me in person probably knows I’m not a particularly fashion-forward individual. I live in Florida, so I spend a lot of my time in shorts and t-shirts. So, I am not up on the latest when it comes to fashion trends. However, I am relatively engaged in social media. So, we’ll talk about leggings. We’re actually talking about United Airlines.
So, if you haven’t heard this story already, I know that you’re not on Twitter, you’re not really paying attention to the internet for the last three days, but what has taken place over the weekend is that a young passenger attempting to board a United flight was denied access to the flight because they were wearing leggings as pants, and that, you know, they did not meet the pre-determined dress code for that particular passenger.
So, it doesn’t sounds like a very exciting story. Why am I talking about it when I’m talking about learning and development for the deskless worker? Well, it’s what happened after. So, the exchange between the gate agent and the passenger was captured by an individual who’s actually very active on social media, is actually, has a huge voice with other kind of initiatives and topics, and they started tweeting out the experience that they saw between this particular United gate agent and the girl who was not allowed on the flight because she was wearing leggings.
Well, this reached, obviously, this person’s particular network, and because we’re talking about social media and the way that it can really, you know, spiral and go viral, and all those different things that happen when content gets into the world … Well, within the first hour it got picked up by a variety of news outlets. So, within the first hour of this exchange I was already reading an article in the Washington Post about how this particular airline was having an issue with this particular passenger, and are they able to police people’s appearance in that way when they’re getting on the planes.
But then, the celebrities starting getting involved. So, Patricia Arquette gets involved. Beyond that, then you start to see Christine Tiegan get involved, with a much larger … I think she has about four million followers. But even more exciting is when other brands get involved. So then, Delta … And I don’t know if anyone’s seen this particular tweet … tweeted a bit of a tongue-in-cheek jab at United about their particular dress policy consideration.
And, for those who’ve been following the story, where it actually ends up is the fact that the individual’s flying on an employee pass, which has more specific guidelines around appearance, and tight-fitting clothing: Spandex, leggings, whatnot, were not permitted.
So, there was a policy in place, but despite the fact that that policy, you know, was effectively leveraged in this case, the one action from the gate agent created a spiral by which now people … I’ve actually seen people cancel flights, I’ve seen people have a changing opinion about United, and it’s a created a brand … What’s called … It’s a little of a brand nightmare, in this particular instance.
So, why this story relates to what we’re talking about today is the reality that a single decision by any employee inside of your organization can have a huge impact on your company, given the way today’s business world works, and in this particular image, no, it’s not these particular individuals that were involved in this story, but I think even though, maybe the policy’s right or wrong, you may have your own opinion on whether they should do this or not.
I don’t know how the gate agent is trained and if they handled it according to policy or not, but this is an example where the interaction with, between one employee and one customer has now created a global consideration for how the organization looks at its policy and looks at how it handles its social media strategy, and how it handles that customer service angle.
Now, we talk about the impact of employees within our organization. I think a lot of times we talk … You know, we think about the people who are making very strategic decisions, who are driving revenue and, you know, creating business models and these types of ideas.
I think a lot of the times we forget the people who are not sitting behind a desk: the people that we maybe don’t have a clear line of site to on the day-to-day, especially if you’re working in a large retail organization, or a large food service organization, where you have tens of thousands of employees spread across … All over the globe, potentially.
I think Alec just fell of his chair, but that’s okay. We’ll continue. Okay, potentially spread across the globe, that you cannot clearly see. In the many cases, we, whether it’s learning and development, or potentially business stakeholders, don’t recognize the power these individuals have within our business, and in some cases the decisions they make that can make or break our business.
Hopefully the United scenario is one small example. It probably won’t, you know, completely change how the [inaudible 00:07:31] moving forward, but it’s a great example of where that could potentially go.
And that brings me to kind of defining the focus of today’s conversation, which is around this idea of the deskless worker. So, what do I mean when I say a “desk-less” worker? Well, we’re talking about the people who have a limited connectivity. So, again, it’s not … It’s the people you don’t see every day, you know, from a management perspective. Maybe it’s the people who don’t have a corporate email address. So, it’s not as easy to reach them with new information or training in communications, as it were.
This audience also has limited time, and also combine that with limited control. So, it tends to be a very operationally-focused group. So, like we said, maybe it’s folks who are working in a grocery store, in a retail chain, on the plant floor in a warehouse. Maybe it’s even a remote sales team. So, these people are very operationally-focused and don’t have a lot of extra time in their day for things like training, communication, and whatnot, and when it comes to control they often don’t control how they spend their time.
So, again, they are set to be on the operational floor for their full shift. Maybe they have a break, maybe they’re, they have to be scheduled out to come to a meeting, but it’s very difficult, again, to get their attention, to get their time, and they also don’t have the ability to necessarily point their time or point their focus in a particular direction because they don’t have that level of control over their goal.
And, the reality is that about 80% of the global workforce fits into this category. They don’t work behind a desk. Obviously, that’s going to be different depending on what country you’re from, and a particular industry that maybe you represent, but a considerable portion of the people that work in our organizations fit this criteria of the desk-less worker.
So, you know, when we talk about why are we focused on this particular category of employees when there are, you know, other people in our organizations, so: the desk-less worker is particularly important, and I’m particularly passionate about this audience, because in a lot of cases they’re doing very difficult and dangerous work, right? You know, maybe we think about the fact that what we think they’re doing is maybe a little bit simpler.
It’s not big strategy decisions; they’re not, you know, spending millions of dollars at a time based on their roles, but it’s really potentially difficult and dangerous work. You know, it’s the hard work. It’s the in the trenches, lifting, driving forklifts, you know, serving customers, carrying trays around. You know, all of these different things that can create challenges for the individual and for the organization.
They’re also the ones typically in direct contact with our customers. Again, we think about our retail example, this is the interface between your brand and the people that are coming into your store to make a purchase every day.
They are constantly making decisions on the fly within their job, whether it’s a safety-related decision about how they’re going to execute a lift in a warehouse, or how they’re going to solve a customer’s problem within the store, and those decisions are often critical decisions when it comes to maybe the safety of themselves or their fellow employees; the safety of our customers, or our … potentially, are we going to retain a customer based on how they’re dealing with a particularly challenging situation?
So, their day is filled with these critical decision points that have a direct impact on the bottom line of our business, and this is also potentially where our connected workers are going to come from. You know, we’re talking about the folks who don’t have the email address, are not in management positions, are not sitting in an office.
But where will those people eventually come from within our business? Some may come from outside, but a lot are going to be promoted from inside, once they’ve proven that they have an understanding of our business, and that, you know, have shown that they want to go further with their careers. So, the reality is that’s where our potential future managers are coming from, and what it all comes down to is, in my opinion, desk-less workers really are the day-to-day brand identity of our business.
They are the touchpoint, like I said, for the customer; they’re the people that we interact with; and they’re people that we associate directly with what our business does, and the value proposition for our customers. And when it comes to, again, a retail example, when we look at this particular PWC survey, despite all of the things that may drive decisions when it comes to the shopping experience, the single most important factor to making the shopping experience better is proven to be the store associate.
It’s not the products that are sold, it’s not the online presence, it’s not a multi-channel consideration. It’s the fact that the individual in the store and their ability to provide a level of support and service that a customer expects is driving the quality of the shopping experience for the consumer today. So it’s, again, reinforcing the fact that this desk-less worker has a huge impact on our business.
So, if they’re so important, why are they potentially so often ignored by the organization when it comes to learning and development opportunities, as well? Well, first of all, they’re potentially a huge audience in number. Like I said, at the Walt Disney World Resort, as one simple example, not just the entire Disney company, just here in Orlando, we have 65,000 people in a variety of different roles inside a hospitality use case that we are trying to support.
So, it’s a large, potentially unwieldy group that perceive reduced complexity in their role. I think it, depending on where you are in the business, or where you come from in your experience, maybe you haven’t come up through the business, you don’t understand how potentially challenging it can be.
I’ve heard a variety of people underestimate the complexity of being a server in a restaurant, when it can actually be a very complex, decision-oriented role. So, we perceive it as a reduced complexity in their jobs. They have huge turnover.
So, when you talk about a large turnover population within an organization, it tends to be within these desk-less roles, so that a lot of the thought process can tend to be, “Well, they’re short-term employees”, or, “If they’re not going to be here for very long, how much do we want to commit to them in terms of training, time, and resources,” and whatnot. And, hopefully you’ll see that that is counterintuitive to what we’ll talk about in terms of their importance.
Sometimes it’s just difficult to get access to them. You know, we may not have devices within our organization, every retail store within your operation, or maybe everyone in your warehouse may not have access to the types of devices that allows us, as a learning and development team, to get content to the individual. Maybe you have a very strict bring-your-own device policy where you don’t allow that type of activity, so sometimes it’s hard to get to them. Like I already said, they have limited time in their day. So, if the person is expected to be on the warehouse floor for their entire shift, when can we support them for the learning and development function? So, it gets difficult to pull them away from the operation.
And then, finally, it can be difficult to engage this audience. You know, they may not be here for a career. They may be working in a retail environment as their first job, so they have limited potential motivation to engage, to make themselves better within that particular role. So, there’s some inherent challenges to engaging this audience as learning and development, that can often lead to us simply ignoring them because it’s too difficult to handle.
But, what it comes down to is because of all of these considerations, you know, the context in which these individuals work, traditional event-based training simply doesn’t meet their needs. You know, in many cases … and I know this has been the case of several of my former employers … It was so hard to get to this audience and to support them in the right way.
We simply decided to put our resources somewhere else, and in some cases, and hopefully this is not the case in your organization, it can be a little bit more prestigious and a little bit more, kind of a clear value-add to focus on the connected workers, the managers … you know, the executive teams, the corporate office, because it can be seen that learning and development is doing something for me, while we’re potentially ignoring the majority of our audiences.
So, the traditional mentality around learning simply doesn’t match the reality of what is a very important and critical audience in a deskless worker, and because we’ve had to make these decisions … and I know I’ve had to make this myself … you know, we talk about how important it is to provide a personalized experience, so the right content, the right time, the right fit for an individual. When you’re talking about a desk-less audience of tens of thousands of people, with all of the complexity we’ve mentioned, a lot of the time scale can win out over personalization.
So, that’s where those instances come down to. Maybe we provided a one-size-fits-all piece of content or e-learning out to our entire population, when in reality it didn’t meet the needs of anyone. So, that’s where personalization, a lot of cases, can get thrown by the wayside, because we simply need to check a box, we need to get training to everyone, or we need to say we provide an opportunity or a number of hours across the audience. So, we’re providing an experience that no one really needs, rather than the personalized approach that everyone desires as part of their role.
So, when this happens, what’s the impact? So, when we start to look downstream of what learning looks like to a desk-less worker, and how it relates to the outcomes that we see, first of all, we rely a lot on managers, and this is especially true in a retail-type use case, where corporate L&D is not there, not providing the resources that the individual needs, so we lean on the managers. But, in a lot of cases we have promoted people to management positions because they were good at the job, and we haven’t armed them to be able to be the crutch for us inside of the operation.
So, that manager reliance can often fail, where if you don’t have a great manager who’s highly engaged, you’re not getting the support that you need. So then, the desk-less worker turns to peers, and this is where we start to see inconsistent practices come up, right?
The ever-popular “This is how we really do it here”. So, an undue amount of influence is handed to a peer group that may or may not have the right interests, you know, the interests of the business in mind, and this is where we start to see inconsistent practices, bad habits develop, and this is where people potentially start to do the wrong things and make the wrong decisions, and this is, frankly, where people get hurt.
And then, as a result of this, you know, pattern of engagement, we see reduced engagement from the individual. They’re not getting the support that they need, they don’t have the management relationship they were looking for, their peers aren’t closing the gap for them, so that’s where we start to see turnover increase. That’s where we start to see poor performance. So, overall, our engagement with the individual goes down, and then the cycle continues because we just start to do it again with a brand-new employee.
So, why should we change? So, why should we, you know, try to overcome all those challenges in supporting the desk-less workforce and do something new? What’s kind of making this a timely conversation for today, why you’ve joined me here?
Well, first of all, the world of work continues to change. You know, what was expected of a retail associate 10-15 years ago is not what’s expected to day. The consumer in that particular scenario is so much more well-informed that the level of service expectation is so much higher, that what we expect of our associates is also higher. Same evolution is true in other environments, too, whether you’re in a warehouse, or you’re in a plant, or you’re in a remote sales reality.
The concept of what it means to be good at your job is constantly changing, the way work is done is constantly changing, and that is forcing us as L&D, already, to start shifting our role. So, regardless of the audience, we’re already hopefully thinking about how do we maintain relevance and value in the modern workplace, as L&D, and this is equally true of the desk-less workforce.
So, L&D, we’re already starting to rethink how our strategies are going to work in the modern workplace, and then technology is coming along with us. For the last 20 years of my career, until very recently, I was limited in the types of technology I could use to drive learning. I had a learning management system that had a very event-driven approach; I could push an e-learning module, I could track if you went to a class. That’s about all I could do.
However, technology is taking us into different places, and we now have new opportunities, whether it be in platforms like the Axonify experience, continuous learning, reinforcement, micro-learning: all of these different ways that we can engage individuals and share information is giving us new options.
I think there’s a better understanding of the clear business impact of the desk-less worker, especially because of those heightened expectations of a customer, and the reality of a connected universe like social network shows us, because one bad phone call to a customer service rep can go viral today; because one bad interaction with a gate agent can hit social media, and now there are articles about it in every major publication. We now understand that there is a greater perceived clear impact of the desk-less employee on the bottom line of our business.
We’re going to talk a little bit about rampant disengagement. I’ve seen, sad to say, as high as 80-85% of employees are disengaged at work. So, we already know that we have a huge engagement problem that’s leading to performance challenges in the workplace across our entire population, particularly in the desk-less worker environment; and finally, the renewed battle for talent.
Like, we all know how expensive turnover can be, and it’s getting harder and harder to find competent people to do jobs, regardless of perceived complexity. So, that includes finding the right people to fill a retail role, or a remote sales role, or a factory, or plant role. So, when we’re trying to find the right people, retain the right people, we need to be able to support them and offer them the opportunities that are going to help them do their jobs as best they can.
What it ultimately comes down to is empowering the desk-less workforce can result in tremendous business value in a way that I don’t think people have clearly realized in the past, and, you know, as a related example, if we take a look at the Simply Irresistible rganization model from [inaudible 00:19:45], and you take a look at what employees want when they are surveyed, in terms of creating a great work experience, a variety of things on this chart pop out, but specifically “growth opportunity” and “great management”.
So, people, regardless of their role, want an opportunity to grow, to do their jobs the best they can, and potentially find a career path moving forward, and they want leadership from a team that can provide the right types of feedback, the right coaching, and overall a modern experience of what it is to be an employee.
So, this type of information, the reality of work, makes it clear that learning and development must shift our strategies so that we can focus on this audience and make sure we’re providing the right support for everyone in our organizations, so they can do the jobs to the best of their ability.
So, before we get to the tactics, the one thing I want to keep, you know, kind of reinforce, is that this is a mindset shift conversation. This is talking first and foremost about how we proceed the desk-less workforce within our organization.
So, I challenge everyone here to say, you know, if you are supporting a major retail organization, or you know, a logistics operation, or you know, have a population within your organization that meets the desk-less criteria, how do you proceed, then, today? You know, how important are they when you’re looking at your learning and development strategy and how you’re allocating your resources?
And, does that perception match the impact and the value that that group is providing to your business? I would say that in most organizations, it’s probably not the case, based on my practical experience, but hopefully everyone here is a lot like me, and you’re sitting there wondering “Why are we spending so much money on corporate office management training when we’re spending little to no resources on the folks who are in the plants every day, potentially getting hurt, and really doing the work?”
So, this start with a fundamental mindset shift, and the conversation that comes along with that, to say, “Are we valuing the desk-less worker in our work first, to the right degree?” From there, it’s about how do we identify the right tactics, resources, and tools that can help us develop the ecosystem that can support any and all topics and use cases?
So, I’m not simply here talking about specifically how do I address just the desk-less workforce. So, if you have a corporate, you know, audience, and then you have your deskless audience, it’s about how do we create an ecosystem and a set of strategies that allows us to support everybody in the right ways, with the right content, at the right time? So, that’s what we’re specifically thinking about today.
And the first place I start, if you have any familiarity with me in the past, you might have seen me talk about this idea in the past: it’s the concept of a modern learning ecosystem framework. So, this is how, you know, in my organization and in my past organizations, how it really thought about learning, especially in a scale to tens of thousands of people, and it really relates to the way that people learn in everyday life.
So, as you see here, the idea with this framework is to work from the bottom up, where we’re looking at how do we evolve our strategies of learning and development, and then how do we solve performance challenges. So, the idea is to always start with the concept of shared knowledge: how do we provide information into the world so that people can access it at that moment of need and potentially solve their own problems, or maybe even share their knowledge out with the greater organization?
So, when you think about a desk-less workforce, and I’ll keep going back to retail as a simple example, you know, how are you putting information in the hands of your retail associates? If people are expected to execute on a process, have you simply trained them in e-learning that one time about what the process is, or are you making the process available, and related job aids available to them so that they don’t know they can pull up that information?
Product information is very similar. Are you making that available so when it, a customer has a question, or challenges their product knowledge because they know so much themselves, can they find that information if they can’t recall it immediately? So, everything starts with how do you provide access to information so it can be accessed in the moment of need.
Next up is performance support. So, how are you making sure that your desk-less workers understand where they can go for help when they need it? So, this may be as simple as making sure that they understand: when they have a question, they should go to their manager; or is there a particular individual in the store who’s maybe a local or regional trainer, or someone who has a level of expertise and understanding, and can coach in the right ways, so they can provide that support. Maybe it’s about providing electronic resource; maybe there’s a question and answer form, depending on your environment. But, do people know where to do for help when that shared knowledge resource doesn’t solve the problem?
Our next layer up is continued reinforcement. So, when you are providing all of this information. Are you making sure that people know what is most important for them to retain? Because especially if you work in a big box environment in retail, or you work in a highly complex sales situation, it’s unlikely that someone’s going to retain, especially early in their time with you, they’re not going to retain all of the information they could potentially need to ever do their jobs.
So, how are you making sure that you made clear what information you have to be able to retain so that you can apply it immediately in the moment of need, and what information is that nice to know you can look it up when you have that particular issue, or maybe it’s for future learning? And, are you providing opportunities for reinforcement training? So, that ongoing continuous learning experience that makes sure people are remembering the right information.
Our next layer up is management support, and this is about redefining how we talk about enabling managers. We’ll talk a little more about this is a bit, but how are you going beyond what is typically kind of a cascading, or leaders-as-teachers activities, and making sure that you understand the reality of your frontline managers, and supporting them so they can do their jobs better to enable performance in their teams?
And then, finally, the last two layers up are more familiar to traditional learning teams, which is on-demand training and formal training. So, that content that has a more instructional design flair to it, it’s got, it’s more, you know, structured and packaged for when people are looking for a little bit more support.
So, maybe they can’t drive their learning on their own with just access to resources. They really do need a course, or a program, or an e-learning module. So, then maybe they can access that on demand, or maybe it’s something you’re pushing at the individual from a formal training perspective because it’s a requirement, or a very complex topic. Maybe it’s a compliance consideration.
So, this framework is kind of a foundational concepts, where we think about how to better support the desk-less workforce; and again, it aligns the way people tend to learn in real life, where we access information, we Google, we search, and if we can’t solve the problem on our own we tend to work our way up.
A similar set of behaviors occurs in the workplace. Unfortunately, we tend to lean on the formal training. The other layers are little to … You know, have little to no use, and as a result, people are left wanting in terms of their support, and they have to wait to go learn in a class before they can apply it on the job.
So, first of all, how are you thinking about learning, and can you apply a modern ecosystem framework to the way that you’re developing your strategies already in development?
Next up, here I would like to kind of provide six, what I think are kind of guiding principles about how can you apply that particular framework to the realities we’ve already talked about when it comes to the desk-less workforce. The first up, hopefully not unfamiliar to anyone … I think that’s a double negative … But hopefully everyone’s seen this before, but it’s really acknowledging the reality of the 70-20-10 principle.
So, the fact that most of the learning, if not potentially all of the learning in a desk-less environment, is happening on the job. You know, there are a variety of use cases out there where people don’t get any training when they join an organization. They simply get sat next to someone, or put next to someone who’s been here for a while, and they say “Show him how to do it”, and they just go.
So, the reality of learning in the workplace is that most of it’s happening through hands-on experience on the job. So, rather than sit there in learning and development and let ourselves be resigned to the 10% that is formal training … please don’t get hung up on numbers … but, yeah, theoretical 10%: how are we structuring our approach so that we’re there to support that on-the-job learning, we can help make it better, augment the outcomes?
So, we talked about that framework and shared knowledge and performance support is great examples of learning experiences that can be integrated better into the work than formal training maybe potentially can be.
So, first of all, principle number one: thinking about the reality of 70-20-10, acknowledging this is how learning happens. It’s not something you have to build, this is just how learning works in the workplace; and then, how does our strategy, where we’re spending our time and resources as L&D, you know, fall up against this model? Are we supporting learning the way learning is actually happening at work? So, first up, acknowledge the 70-20-10 principle.
Next up, it relates to that principle: finding ways to fit learning experiences into the flow of work. So, I’ll mention it a couple times, and hopefully you’ll start to see some alignment, but this is where the idea of micro-learning comes in. So, if you think about the desk-less workforce, we talked about one of the big constraints is they don’t have time. Pulling someone off of the operational floor is a major no-no to a lot of management in a lot of different environments.
So then, how do we reduce the times that we have to pull someone away from their work and find ways to best fit learning into the flow of work? And in order to do this, we have to have a contextual understanding of the workplace. We have to understand how work gets done, and what the day to day looks like for our audience so that we can figure out where are the best places to fit learning opportunities into the workflow.
So, it’s a natural extension of the day, and that’s something else people have to fit in, because that’s where a lot of our completion challenges, and that’s where the chasing people comes from, is that we’re asking people to do something else with their time, and in reality that gets a lot harder when people don’t have access because they work in a desk-less environment.
So, how do we fit learning into the workflow? By understanding where are those right spots, or kind of the natural flow of a person’s day that we can put the right opportunity in, or the right piece of content in. We talked about frontline managers a little bit in that framework conversation. In my opinion, the frontline manager is the most important person in workplace learning, and that’s even magnified when we talk about a desk-less workforce.
If you think about it, if you potentially work in a retail environment with a store network of 200 stores across the country, you’re never going to see as corporate learning that frontline employee who’s in a store across the country from you. Their day-to-day reality is shaped by their manager, so how do we help managers get better at their jobs so that they can become champions for learning and drive performance?
And if, like I said earlier, it’s not just about cascading information or providing them scripts about how to communicate important initiatives and important new pieces of information, because that almost never works. A manager’s reality is potentially observing performance and coaching people to get better at their jobs. Unfortunately, a lot of managers are really bad at those things, because, like I said, they’ve been hired from the position because they were very good at the job, and now they’re the manager of people who do that job.
So, how do we work inside of that reality and provide opportunities for people to get better as coaches in the day to day? So, this is about providing learning opportunities that fit, again, into the workflow for managers, to help them better support people on the job … And I’ll talk a little bit about, an example about that a little bit later. But, acknowledging that frontline managers are L&D when it comes to a desk-less environment.
Next up is the idea of motivating the shift from academic learning habits. To a lot of people, especially people who aren’t like us, who don’t do learning and development for a living, learning still looks like school, right, because you grew up in a scenario where you went to a place in order to learn, and then you got a score, or you completed, you know, an activity, then you had to “learn”, right?
That’s not how learning ever worked in the real world, right, because we are constantly learning in everything that we do through experience, harkening back to the 70-20-10 principle, and to a lot of people, learning in a kind of formal, structured organization looks like the academic reality of learning, and that has shifted to the workplace, especially people who have been around for a while in the work environment, where they’re always being pulled from the operation, they’re being spoon-fed information when it’s time to learn.
They don’t realize that learning should fit into the day to day, and as a result they’ve been, you know, there’s a conflict in terms of how they perceive learning at work, versus how we are looking to facilitate that in this conversation. So, it really does require driving that mindset, shift, down through the organization, so it’s not just “What does learning and development think about learning”, it’s “What do our managers think? What do our stakeholders think?”
And what, “How do our frontline employees perceive the way that they’re supported here,” so that when you go up to an employee in one of your stores and one of your factories and you say, “How did you get help, you know, here? How do you people help you learn how to do your job?” The answer shouldn’t be “I wait for classes to be scheduled and I go do it.” That’s the approach that’s not fitting.
So, really coming up with a better way to answer that question, and to motivate people to rethink about … You know, rethink their perspective on learning in the workplace, and making sure they’re not waiting for time to go, realizing they can use those same resources and behaviors that they use in the real world to learn every day at work, and making sure we match up our strategies with that reality. So, it takes driving a mindset shift in motivating that through your organization, make sure people perceive learning the way that we’re talking about it today.
Next up is the reality of learning technology. When you’re talking about a large audience in a desk-less workforce that’s highly distributed, located around the world, technology is a reality of this conversation. So, it’s hard to impossible to enable this audience without the right technology.
Unfortunately, learning technology has historically not been capable of this, and when I say, you know, “escape archaic technology and the experience it propagates”, it’s really, again, about the experience. Maybe nothing was particularly wrong with your learning management system, or wrong with the technology that you’ve been using, or your Sharepoint site.
The technology does what it was designed to do. It’s the experience that it was created to drive that’s the mismatch for the world of work that we’re talking about, because again, a learning management system provides assets, and typically a desktop-type delivery, maybe they’ve gone mobile, but not quite in a lot of scenarios, and it’s very hard to put that course-based experience in front of a desk-less worker when they have such limited time to control.
They’re also not going to … And I’m assuming a lot of people here have this challenge … When people aren’t going to the [LMS 00:33:38] to seek out learning opportunities, because it doesn’t fit, again, into their day … So, how do you find different technology, or alternative learning technology that better integrates into the day? That’s closer to the experience?
So, in a retail scenario, can you launch learning technology from the POS system; or, if they’re carrying a mobile device around the store with them every day to support customers, is that the access point? So, how do we make sure that we’re using the technology available to us, that fits into the workflow, and potentially getting away from the antiquated and archaic experiences that a lot of old-school learning technology has provided.
And the last principle I’d like to focus on is providing value, because all … When we talk about fitting in, learning into the workflow, and motivating people to rethink about, you know, how they approach learning at work, it ultimately all comes down to the value-add: why would I engage?
So, if I am potentially a, you know, brand-new employee, this is my first job, or maybe I’m just here to make some extra money on the side, during the holidays, what’s the point? Why would I do something extra in my day in order to get better at my job? Is there a clear value proposition between the support that we’re providing as learning and development and the resources that we’re providing, and what the person wants out of their day?
The reality that I completely believe in is that everyone wants to do their job decently, right? Some, there’s a couple people out there who maybe don’t, but I believe that most people want to do their jobs to the best of their ability. So, are we providing a clear value proposition between what we’re providing and what people are trying to do? And if people can’t figure out why completing this piece of content, watching this video, reading this checklist is going to help me do my job better, I don’t understand why they would do it either. So, making sure there’s a clear value proposition that’s outcome-focused: they’re not just a business, but also the individual who are asking to, you know, borrow their time and their attention for a moment during their work day.
And one other thing from this visual I’d like to highlight is the connection between outcomes and content. So many times I think, learning and development teams focus on providing resources, and providing courses and opportunities to learn, but we don’t do, create a very strong connection between the outcomes we’re looking to drive and the content that we’re providing.
So, we’re making sure that we have a clear understanding of the outcomes people want: so, do people want to sell more, provide better customer service, be safe around the job? And then, what are the behaviors and knowledge points that people need in order to get to that outcome? So, really understanding what are the key behaviors for lifting a box in a warehouse? What does good customer service look like, and what behaviors does it require from our employees?
And then trace that back to the right knowledge people need to develop in order to execute those behaviors, and then finally, what’s the right content to build, because in a lot of cases it could be as simple as a checklist, or it could be as complex as building out a fully robust program or, you know, a structure-led event, or something more like that. We’re really creating that connection between content and outcomes essential to providing clear value to a desk-less worker learning experience.
And ultimately, if you apply these principles … And again, the framework we talked about earlier … The desire, for me, at least, is to create a continuous learning experience. Again, fit learning into the day-to-day reality of work so that people are constantly getting the support they need, and training doesn’t become something that only happens once a month, or potentially once a year, or maybe it’s just during onboarding. It’s something that is part of the reality of working every day, so for me those types of principles are acquired in order to create this type of an experience.
So, what does a continuous learning experience look like? Well, it still has a lot of the inputs that we’re familiar with today, right? We’re still going to do events, we’re still going to have, you know, all the town hall meetings or all hands meetings. We’re still going to use e-learning and video, and these types of ideas delivered digitally via the right technology.
People are still learning through experience, and providing messaging and access to content’s still going to be a huge part of the puzzle. This just, it can’t be everything that we do, because the more event-driven we are, the less continuous engagement we can provide, and the less likely we are to provide the right information for the individual.
So, we have to surround the individual with tactics that apply constantly on the job. So, the first, as we mentioned earlier, is reinforcement. So, how do you deliver bite-sized, you know, right-sized content constantly to the individual, make sure they’re getting the right knowledge retained over time? So, this could be as simple as providing a couple reinforcement questions every couple of days. Maybe it’s providing a reminder message once or twice a week to the individual employee. But, how are you making sure that they retain the key information they need to execute on the job?
What types of motivational triggers are you using to make sure people are engaging? You know, if you provide the right, the right type of incentive for the individual to engage in a continuous learning experience? Because, like I said, a lot of people … People have told me straight-up: “Why are we doing this potentially day-to-day learning thing? Can I just go once a month, or once a quarter, and take care of it there?”
Well, we understand it as that’s not how learning works. People need … You know, can only consume so much, so they need smaller access to information, more continuously over time, and make sure that they remember. So, how are we motivating people? This is where the idea of, potentially, gamification comes in, and game mechanics, but it’s about finding the right balance of, you know, internal and external motivation to make sure people see the value in learning and want to engage continuously.
How do we make sure all of this is going real world? So, how are we grounding our approach to learning in real world behavior? So, how are we leveraging observation? I’ll show you a great example in a minute. Observation that’s happened, what’s happening real-world, in the store environment or on the factory floor, and using that to inform what people are learning.
So, it’s really about what you need based on what you’re doing every day, and not what everyone is getting, because one person got hurt, so we trained everybody. That devalues learning overall for the people who don’t feel they need it. So, grounding our learning approach in real-world behavior … Are doing all of this through data? So, how are we collecting the right types of data, not just training and completion data, but information about how people are doing on their job, are they meeting their goals, are they executing the right behaviors, and then using that to inform how feedback is delivered?
So, this is, again, about actioning coaches in our environment, the frontline managers in many cases, so they can provide the right type of continuous feedback. And then, grounding that on a community of knowledge. That’s the access to information.
So, by surrounding the individual with these right, individualized, personalized tactics, we can create a continuous learning experience that we then feed with those inputs from the left-hand side, that will then potentially yield the business results we’re looking for, the knowledge growth that is essential for people to execute the right behaviors, and an ability for them to contribute back into the community.
That’s one of the great things, I think, about a desk-less workforce or a desk-less environment, is that when you make one person stronger, you’ve made the group stronger. So, if you have one individual in that store who’s really driving the performance and growing as a performer, they’re naturally influencing, through their day-to-day work, the others in the store, and potentially able to take on some of that ability to share that knowledge, and to coach individuals. So, when making one person stronger, we’re making the group stronger.
So, when I talk about this idea, or paint the picture of a continuous learning experience, this is what it looks like to me at a high level: what tactics you’re going to use as an organization are going to vary specific to you. So, what are the right resources, the right content, the right motivators, based on what you’re trying to achieve as a business, and the context in which people are doing work inside of your organization? That hopefully paints a high-level picture of what does continuous learning potentially look like.
Let’s talk about four organizations … Here’s some quick examples … Of how these companies are leveraging this reality of the desk-less workforce and driving a continuous learning experience, using these principles, in order to see measurable, real-world business results. So, let me take you through a couple quick examples from four organizations, starting with At Home.
Hopefully, you all have visited their retail stores across the country? There are more than 100 stores in 28 states. They have about 3000 retail associates. So, when you think about it, that’s not a huge audience by numbers. What’s interesting about the At Home environment, if you think of the store, is they have a very light staffing model. So, there may be only a handful of associates in the store at any given time, and as a result of that, they have a lot to do.
So, when we talk about limited time and limited control of that time, At Home associates are constantly on the go, making sure shelves are stocked, that customers are supported. They’re handling checkout at the cash rack. They’re doing all the things they have to do to drive that model in a retail environment.
So, what we’ve been able to do when we partnered with At Home is bring that learning experience into the day-to-day by providing a micro-learning approach, by using the devices that are already in their environment. So, when an at-home associate comes into the store every day, they log in and they do a three-five-minute engagement once a day, on a very specific topic.
So, rather than try to capture everything a retail associate needs, you know, or try to get people to complete all of these different programs, what At Home’s been very successful at is identifying what are the critical topics that an individual needs to understand, based on what we’re trying to achieve as a business, and let’s focus on that. And when the individual comes in, they clock in, they complete that three-five-minute experience very quickly, and then they get out on the job.
So, we didn’t really use any additional time, we didn’t keep them off the floor, and what we’ve seen is not only huge engagement, because when it’s short and very clear value-add, people engage. So, 94% of those 3000-plus retail associates are constantly engaging in that continuous learning. The onboarding time is significantly reduced within this organization based on this approach, because again, when you have very, you know, limited management model, you have people all over the place in all these different stores, it’s hard to get people through everything that it takes to onboard a new associate.
But, using a very focused, micro-learning-driven approach, they have been able to radically reduce their onboarding time, and see clear results when it comes to reduction and store-based safety incidents. Because again, that was a known issue for the business. They focused very specifically on it, using the principles we discussed, and they had measurable, tangible results based on their approach to learning within their environment.
So, that’s one example from a retail environment on how you can fit learning into the day by using very targeted micro-learning type delivery that people experience in three-five minutes, and then they’re out and doing their job every day.
Let’s change our perspectives a little bit. So, we’re going from 3000 employees in a retail world to 80,000-plus employees in a logistics environment with Walmart. So, again, we’re going to talk about a very similar approach in the work that we’re doing with Walmart, but the brilliance here is finding a way to fit learning into the day to day. So, and let’s talk specifically about forklift drivers for a minute.
So, in a logistics environment like Walmart, again, time is money, right? So, people are very focused on completing their task. It’s very challenging to get someone to pull away from their job to go “learn”. So, what Walmart was able to do is really get, have a strong understanding of the day-to-day reality of their employees, and find “Where can we insert a moment for, you know, access to resources or structured learning in this environment?”
So, in this case, with the forklift driver example, what they realized is when they assessed the job, there’s a natural, what we would call “unproductive moment” in a forklift driver’s day, where they have to take a battery pack from their device and charge it for about three minutes. So, what they did was they just basically shifted where their terminal was for continuous learning, so where the technology sat, and put it next to the charging station.
So, when the individual’s charging their battery, they’re able to log in, complete, again, a very focused micro-learning topic for today, get that reinforcement of key knowledge, pick up their battery, and go back to work. So, first of all, a lot of this participation seen by, is, is realized by getting people to realize those natural stopping points, those natural kind of flex points in a day, and fitting learning into that scenario.
So, that’s why 91% of those 80,000 employees are experiencing continuous learning in a very challenging operation environment. That’s why we’ve also seen such a dramatic reduction in safety incidents, and an ongoing reduction in safety incidents in this environment, because we fit learning into the day.
The other thing that we did, or continue to do with Walmart, is leverage that reality of how do we take that daily experience of a manager, and that observation that people are doing, and seeing people do their job, and then use that data? So now, they’re seeing over two million learning moments a month in this environment. We’re also seeing a million behavior observations recorded every month by our safety, the safety inspector and the management team, so that, you know, something that people were already doing in a very, you know, safety-driven environment, is walking around, watching people execute their job, making sure they’re doing it safely.
We simply added a layer where they grab that data, and it ingests into, in this case, the Axonify platform, so we can understand “Where are behaviors potentially falling down within the business,” and then focus training accordingly. So again, people aren’t just getting content, because everyone gets content.
We’re actually able to match up the right training experience with what people are doing in the real world every day, to make sure there’s a clear value-add, so when we say, you know, “We need you to log in once a day for continuous learning,” people know it’s something that’s going to help them really do their jobs. So, that’s the Walmart logistics example.
Let’s jump back into the environment within retail and talk about Bloomingdale;s for a second. So, we have a little bit larger audience, and we talked about that [home 00:46:40]. We have 10,000 employees across 35 stores, we have a larger store footprint with more employees engaged, but we’ve seen very similar participation, reduction in safety incidents, and annual savings for about the last four to five years, at this point, with Bloomingdale’s.
So, Bloomingdale’s is a great example of how engaging in continuous learning and focusing on your desk-less workforce isn’t just, you know, a one-shot deal; isn’t something that’s just going to be about a singular initiative. It’s about rethinking learning, driving an experience that can sustain improvements and value to their business over time.
And Bloomingdale’s is a great example, again, because when we talk about getting the right information to the right people, and we talk about kind of a disconnected, desk-less workforce, one of the most critical things, or a great example from a critical story at Bloomingdale’s, is the reality of safety, especially in their story in New York.
So, there was an incident internationally, from a terrorist perspective, that caused some concern to their associates that worked in New York, because, I don’t know if you know, Bloomingdale’s … I believe it’s on 5th Avenue … Is actually the fifth largest tourist destination in the New York City area. So, there was concern about safety and how would we deal with a particular situation in our environment.
Normally, that might be a difficult thing to handle, from a corporate learning and communications perspective, because there’s maybe a lot of management cascading, you’ve got to shape a message, you have to push it down, you have to have meetings. All of these things makes it very difficult to have a timely response, and to get people the information they need to know in order to do what they need to do in that type of scenario. Thankfully, they haven’t had to use it.
But, the reality is that because they have taken this continuous approach to learning, because they have helped their people and motivated their people continuously engaged, day-to-day, with micro-learning experiences, they are able to quickly turn on and off the right type of content and get a message out to their entire staff about that particular concern, and make sure people have the understanding and the knowledge necessary to deal with that type of a safety issue.
So, it’s a great example of how commitment to a desk-less worker and continuous learning can make people feel safer on the job, and make sure they have the knowledge they need, should a situation arise.
And the last example I talk about is Southeastern Groceries. So, it’s actually the fifth-largest US supermarket chain. If you live in the Southeast like me, you’ve probably been to a Winn Dixie. We’re talking about an audience of about 75,000 store associates. So again, highly distributed workforce, a variety of different types of jobs, and a very, you know, mix of demographics and tenure.
So, we have some people who are working at a grocery store, first job. Some people have been working there for decades, and this is, you know, what they really enjoy doing. So, how do you get that type of engagement, how do you support continuous learning in this environment? Well, the great example I like to focus on with Southeastern Groceries is their commitment to shared knowledge.
So, the idea that in order to execute your job in a grocery store, so whether you’re behind the deli counter or the bakery counter, wherever you may be, there’s a lot of information you need in order to prepare food correctly, to make sure it’s up to standard; in order to answer customer questions about products, or maybe processes that you’re expected to do.
So, what Southeastern Groceries did, in a commitment to make that information available, was they leveraged a certain piece of learning technology so that they could provide access to information directly to their store employees. So, in the past, people would have to go ask their manager, who can then go into the corporate site, download a job aid, print out, and hand it to them.
In this case, because shared knowledge is the foundation of what they’re doing in Southeastern Groceries, they made sure that information is accessible to every employee at the start. So, that’s where learning begins. So, they can access that job aid themselves, search for information, print it out if they want to, and operate from there.
They didn’t take a training-first approach, or have to create an e-learning module in structure-led class to make sure people get this information. They’re starting at the bottom-up. It actually reduced the amount of time it takes to search for information by over 50%. So, when you talk about how much, or how limited time is in this type of a grocery environment for people to get access to information, get answers to customer questions, get back on the job, that’s a huge value-add and a huge productivity add for an organization like Southeastern Groceries.
So, hopefully you see how all these examples, in terms of how people are thinking about learning, and how they’re putting the desk-less worker in the middle, is really helping people shift from a one-size-fits-all approach to the idea of right-size-fits-one. So, it’s about starting with that shared knowledge layer, and then working our way up to the right types of tactics and resources that are going to help the individual continuously learn on the job.
One big question I want to throw out there before we get to the end of today is the concept of where does automation fit into this, or where does the changing world of the deskless environment come in. Because, when you talk about, you know, retail roles, or factory roles, or logistics roles, automation’s going to continuously play a huge part in what the future of work looks like for these individuals.
So, I really wanted to address, you know, should there be a level of commitment as learning and development, to an audience in roles that may or may not exist in this close to five to ten years from now? And I, a great example of, you know, where does learning and development play when automation starts to come in and change the way work functions is Amazon, and I don’t know if anyone can cite an organization that is more, you know, driving the conversation around how automation makes us better as a business board more than Amazon.
So, I don’t know if anyone here has read this Inc. article, but it’s a great example of how their learning and development team has been very proactive in making sure that the people who may have a major job change, so in the [inaudible 00:51:55] that their job maybe gets eliminated by technology in the near future, or maybe what they’re expected to do in their role changes noticeably, that how they’re being very proactive and making sure that people have opportunities to engage in continuous learning to go to the next level.
So, maybe they are, they know their job maybe is coming up in the crosshairs soon, so they have an opportunity to learn how to do something else, or how to advance in their existing roles so they maybe move up inside the organization. So it’s, again, a commitment by Amazon to the idea of continuous learning for the desk-less workforce, to get them ready for what life after automation may potentially look like.
So, if you’re in an organization that is considering, you know, “How do we move forward with technology to change the way work is done”, I think learning and development has a responsibility to make sure we’re part of that conversation, so we’re providing access to the right resources and opportunities, so people don’t get surprised when, if they maybe don’t have a job anymore, or they’re expected to do something noticeably different. We need to get ahead of technology and then leverage technology in order to support what we’re doing in the right ways.
So, finally, just some, you know, quick thoughts, you know: where do I go from here? You know, I’ve tried to paint a relatively high-level picture about why we need to care about our desk-less workers, and what are some ways that we can support them or kind of how we do we need to think about learning to really activate and get value out of this population within our organizations.
So, what do you do from here, what are some things you should be thinking about? First of all, I always recommend learning and development. Think about the person first, employee second. I think that’s critical, because so often we just assume people can because they work here. We assume they can consume all of this information; we assume that sitting someone in the back of a store and having them do eight hours of e-learning is going to work because they work here. I think we know better.
When we talk about the employee, I often stress we talk about people rather than just employees, so think person first, employee second. I think it’s our duty to stand up for all employees. I think if you do work in an environment like in one of my past experiences, where we were spending a lot of money on leadership training … “leadership training” … And we weren’t spending any money on the guys in the plants, and I asked the question “why?”.
Because, I didn’t think that was right, because when I would visit the plant and I would see what people are doing every day, and I would ask questions about injuries and safety considerations, and what they were worrying about, they had a long list of things that they were looking for help with in terms of learning, and training, and performance in their environment.
But then I looked at where we were spending our resources, and it was noticeably cashier. You know, people were noticing that we were doing these programs, they liked these programs, but I questioned where our commitment, where our responsibilities should have been placed in that organization. So, I think that we’re in a great position to ask those questions, and to stand up for the needs of all employees, even if it is a challenging environment in a desk-less world.
I think we need to get closer to the flow of work. We need to understand, if you’re in a retail environment, what does it feel like to be in that store every day? Especially if you didn’t come from the operation. It’s one of the reasons why I look back at my experience and I’m thankful that I [inaudible 00:54:45], Disney from an operations perspective, because I understood, when I got into learning and development, what the day-to-day of a cast member felt like, so I could design my experiences and my content to really fit.
So, do you know what it’s like to be in your environment every day? Are you connected into that world so you can design your experiences accordingly? And then, do you design your experience, overall, with all employees in use cases in mind? So, rather than be content-centric and focused on one program or one module at a time, are you designing an overall learning experience that can be leveraged by every employee to solve every particular use case, or hopefully most of them, as your overall strategy?
And then, finally, I think it, there’s a great opportunity here for us to solve small problems with big impact. You know, one of the greatest things I ever did for an organization was provide a simple job aid, where people were seeing constant issues across multiple locations. We made a job aid, put it out into the locations, suddenly that problem went away.
So, I think in a desk-less environment we have an opportunity to find those small interventions, where it’s not a huge instructional design project. It’s not a huge technology project. Where we can solve small problems that are going to create big impact for not just the business, but for the individuals when they’re trying to do their job every day.
Ultimately, for me, it’s about having a human-centered approach to learning, and about caring about everyone inside of our organizations, so we provide the best possible developmental opportunities, because we know how critical that is to job satisfaction, and ultimately performance in the modern workplace.
And before I add just one additional story to share, where I harken back to my Disney experience … So, like, I said earlier, in our United experience, a single decision by one employee can make a huge difference for an organization. During my time at Disney, I, at one point I managed Big Thunder Mountain Railroads. Anyone who’s been to a Disney park, hopefully you’ve been on that attraction, one of the most popular.
And, we had an exercise that we ran through with our employees from a reinforcement perspective, like I said earlier. Make sure, you know, what critical knowledge people have to be able to apply right away. So, one of the things that we put into play, because we were such a safety-critical environment as a rollercoaster … People get hurt on rollercoasters. Thankfully, not at Disney. But, how were we reinforcing the right behaviors?
So, we had this exercise we would put people through constantly, as a management team, about unusual conditions. So, if something was going, something was different on the ride, if you noticed something, you heard something, or even if a guest said something that wasn’t quite right, you needed to take action. You needed to stop that ride, because we needed to figure out what was wrong, and if nothing was wrong, great. If something was wrong, we could fix it before something bad happens.
So, we were constantly running through this reinforcements exercise with our attractions cast members. Well, one day, guests are getting off the ride, and guests are making casual remarks to one another about seeing someone out in the ride. So, they didn’t necessarily scream it at our cast members, no one saw it happening, but there was a casual mention between … Or not casual, but a noticeable mention in conversation between the guests about seeing someone out there.
What happened was one of our cast members, who, again, had gone through this drill and knew something is odd, or sounds off, stopped this ride. So, the person broke away from their job, went up and power-disconnected the attraction to make sure everything was okay, let’s go take a look, what are the people talking about. And what actually happened was there was a man on the track, where that arrow is pointing, at Big Thunder Mountain Railroad, because guests do strange things in theme parks. If you want any other stories, contact me offline.
But, this is an interesting image, because the train coming around the corner was about where this train is, and this individual was standing right about here, because he didn’t understand. He’d gotten off the ride … We had a ride. So, if this cast member did not have this training, did not have the reaction time that they had and understood “unusual conditions, stop the ride”, that individual would have had a very bad day, to put it lightly.
So, this is just an example what are one person’s actions, because we supported them in the right way from continuous learning perspective, really made a difference for that guest, all of the guests that maybe were involved in that experience, and the business as a whole. So, a great example of what continuous learning can do inside of an operation.
So, hopefully this has been a useful and enlightening conversation for folks. I thank everyone for joining me today. This presentation, as well as any other presentation I do, sitting on my slideshare account, feel free to check those out and download. Hopefully this is just the beginning of a conversation. Like I said, I’m pretty high-level about, you know, what we need to think about, and how we can support the desk-less worker experience. Feel fee to reach out to me here via e-mail or on Twitter. I’m very responsive on Twitter, and there is my website and my Learning Solutions magazine column every month, if you want to learn more.
I also like to recommend, from a free resource perspective, there’s a great ebook from the Axonify team … Axonify.com/resources … Where you can learn more about how to apply a lot of the principles we talked about today, with very practical examples. And, beyond that, I’d like to hand back to Alec. I know we only have a minute or so left, but to see if there was any pressing questions I can address before we adjourn today.
All right, JD. Thank you. Yeah, it looks like, I think we have some questions in the queue, but I do have all these queued, so I’ll send those over after we end here. But, I want to thank everybody for your participation today, and I want to thank you, JD. That was a fantastic presentation. And, I want to thank today’s sponsors at Axonify.
If you could, please, take the time to fill out our post-event survey, which will appear after today’s webinar ends. As always, your feedback is very important to us, and it is helping us improve our webinars as we move forward throughout the year. So, thank you, JD, Axonify, and all of our participants today.
We’ll see everybody back here for our next CLO webinar on April 5th, at 2:00 PM Eastern, 11:00 AM Pacific, and that is tied to “Embracing Disruption: How one Multinational is Changing Its Approach to Learning”. So, have a great day, everybody.