Microtraining & How To Do It
The brain of the modern man has gone through some profound developments. Our increasing digital dependence is accompanied by a shorter attention span and distractions from all around. You can dealwith with these challenges by implementing microlearning and microtraining in your training program. But what is microtraining exactly, and how does it work? We’ll explain in this infographic!
1. What is Microtraining?
Nowadays, our attention span hardly surpasses that of a goldfish. Long and intense group training sessions don’t fit into this picture. Distractions are everywhere and conventional training does not have the answer. What does? Microtraining!
Face these challenges by implementing microlearning and microtraining, using content that is compact and immediately available. Modern (mobile) technologies are often used for this. Learning material is offered in small chunks, for a longer period of time and at regular intervals. This way, skills are acquired much more efficiently and preserved at the same level for a longer period.
2. Cut up the training!
Preferably, skills are divided into sub-skills. These can be trained with the use of less time and more focus! By cutting up learning material, part of the filling material in your training will become irrelevant. Scrapping gains you time and effectiveness!
3. Three basic tips for microtraining
- The exercises must have the right level: not too difficult, not too easy
- Create a dialogue of feedback between users, and individually with a knowledgeable coach!
- Set a time limit. Make it short!
4. 15 digital minutes
You won’t go to a live training for 15 minutes. That’s why microtraining usually happens online. By offering online video role plays that can be accessed on a mobile device, for instance. A series of exercises of approximately this duration improves learning impact (and speed!).
5. The advantages of online and mobile
- Mobile training with video makes microtraining faster, easier and cheaper to create and update than traditional offline content.
- Employees indicate that they will train more if content is offered in smaller chunks, especially if it’s available on mobile devides.
There’s a growing skepticism about whether training is an effective tool to meet corporate goals. Critics of training contend that it doesn’t visibly move the needle on numbers, and can even backfire. Clearly, not all trainings are equally good — and none are a silver bullet. Training is effective only when designed intentionally to achieve discrete, and often narrow, outcomes. Anyone who believes training will quickly result in greater outcomes will be disappointed. On the other hand, companies that want to motivate employees to engage in new behaviors that complement and accelerate more structural efforts may find thoughtfully designed training to be an effective tool. Training can be an effective mechanism for educating employees and inspiring behavior change.
Strike a careful balance between limiting defensiveness about unconscious bias, while communicating the importance of managing bias. One concern with teaching people about unconscious bias, or talking about diversity efforts more broadly, is that majority group members can become defensive. Training can be designed to reduce defensiveness by explaining that we don’t have unconscious biases because we’re bad people – we have them because we are people. Training can communicate this by highlighting that unconscious bias creeps into all aspects of our lives and decision-making, not simply in ways that negatively impact diversity and inclusion efforts. Although it’s important to reduce defensiveness, some trainings go too far and give the impression that, “we all do this, so it’s okay.” When unconscious bias is simply normalized, people’s actions can be more likely to be influenced by stereotypes. It’s important that training make clear the importance of managing bias and offer strategies to do so.
Structure the content around workplace situations. Many unconscious bias trainings draw on social science research, organizing it around psychological phenomena (such as “confirmation bias”) or demographics (“maternal bias”). To make training feel more relevant and memorable, we’ve found it’s better to organize content around specific workplace situations. Research shows that when information is presented in a way that is linked to our current schemas, we are better able to remember it. Our trainings are organized around three specific situations that our participants encounter in their day-to-day work: recruiting and hiring, team dynamics, and career development. In the post-workshop survey given at the global technology company, we asked participants to commit to one action they would take to manage bias. Months later, we found that 41% of respondents remembered their specific commitment, and of those, 91% had made progress in implementing that new behavior.
Make it action oriented. Because raising awareness about bias can backfire when not paired with strategies for managing bias, it’s essential that unconscious bias training equip participants with action-oriented strategies. For example, we talk about strategies to increase feelings of belonging, and the importance of defining what qualifications matter before making people-related decisions. Sharing such strategies seems to have long-ranging impacts on participants. One question we asked employees in our training evaluation was whether, when interviewing multiple candidates for the same role, they ask all candidates the same questions. This method of structured interviewing has been shown to promote more objective, less biased decision-making. As much as eight months after our training, employees reported a 25% increase in use of this method. Other employees reported they “stopped giving resumes in advance of tech interviews to reduce bias in expectations of a candidate’s potential ability.” Another shared: “Anytime I witness someone being interrupted, I speak up to ensure that person can voice their input after the person who interrupted them is done speaking.”
Unconscious bias training can be a useful component of efforts, but only if it’s thoughtfully designed with research in mind and its limitations are well understood. By using the strategies outlined above, organizations can design training that engage employees, motivate them to adopt behaviors that mitigate bias. But these outcomes can only take an organization so far. Ultimately it is a commitment to consistently evaluate and innovate organizational processes — including the systems that allow for bias in the first place — that will have the most sustained impact on achieving goals.
Most successful companies make a substantial investment into workplace learning initiatives. Companies that embrace modern approaches to workplace learning initiatives also receive a substantial boost to productivity, better employee retention, and improved product quality.
But how do you make learning interesting for employees and encourage them to improve their skills? Traditional forms of workplace training can feel regimented and boring to many employees. Employees often feel like training sessions are mundane and not directly relevant to their workplace performance.
The key to having successful workplace learning is to reduce the emphasis on formal learning obtained in workshops and to use more informal learning – the kind of learning that most of us are used to in the real world. Children are great exponents of messy learning. Somehow, we try to formalize learning too soon and once most of us have gone through the school system, our ability to learn has become less adaptable and flexible.
Informal learning is usually a messy experience — people haphazardly pick up new skills and knowledge as they attempt to complete new tasks. It often involves mistakes and trying many solutions before reaching the right one. We often refer to this type of learning as messy learning. It always involves learning new skills, asking questions, brainstorming, being creative, making mistakes then learning from them, finding information and collaborating with others. Think of it as the natural way that people learn new things.
Messy learning can be incorporated into the workplace in a number of ways. Project-based learning initiatives are particularly useful for encouraging messy learning and developing the skills of your employees. These learning initiatives involve employees being given a specific set of project goals they must achieve — but they must discover the best way to reach those goals by themselves.
- Outline the goals of the project
The project should have specific goals that challenge employees and require them to learn new skills. The outcomes of the project don’t have to directly benefit the business but the skills that employees learn should be relevant. The projects that work best are multi-disciplinary and encourage employees with different skills to work together. While the goals of the project should be firm, employees should be given the freedom to learn as they see fit and try new approaches.
- Include resources that you wish employees to learn from
While messy learning involves giving employees a great deal of freedom, they should have the resources necessary to complete the project. That includes textbooks, help from other employees, and online eLearning resources. eLearning is particularly useful for messy learning, because workers can obtain the information they need very quickly.
- Step back and allow employees to engage with one another
Informal learning often involves having conversations with co-workers and sharing knowledge. Encourage employees to impart their knowledge to their co-workers. Many of the “eureka moments” that occur when learning something new are a result of employees brainstorming with one another — encourage this form of messy learning. Expect the group to go in unexpected directions that don’t always work out. While messy learning is usually a hands-off approach for facilitators, be available to provide advice if the group becomes stuck.
- Remember that learning comes from failure as well as success
Messy learning involves frustration, inspiration, collaboration, and eventually — success. Participants stumble along, uncovering new ideas, learning new skills, and developing bonds with their co-workers. Don’t be afraid of mistakes or failure. Everything is a learning opportunity, with invaluable skills and knowledge being accumulated throughout the process.
- Set milestones and manage time
Although the learning process is largely unguided, there must be clearly defined milestones and a timeline.
- Evaluate what was learnt
After the project has been completed, use discussions and surveys to learn what new knowledge and skills have been obtained by employees. You will be astonished by the new ideas that employees have come across while working together and the improvements that your business obtain from messy learning. Share the results of the project with other employees to motivate them.
Informal learning can also be encouraged in the workplace by giving employees the time and resources to incorporate learning into everyday actions. Try the following approaches to encourage informal learning:
- Encourage staff to regularly collaborate and share knowledge with one another
- Host regular lunch-and-learn events, where a speaker comes to your workplace to share knowledge
- Start an office library with useful books and links to online resources
- Each week, allot some time for collaborative projects and share the results of past projects
By embracing messy learning, your employees will develop the skills necessary to overcome any obstacle!
Webster Athens has an excellent MBA program. For more information, please refer to www.webster.edu.gr