What Amazon’s Fire Phone Fail Can Teach Us about Learner Research

Looking for a fresh perspective to inspire your approach to learning? Sometimes that means taking a look at the successes and failures of other industries and applying the lessons to L&D.

The Amazon Fire Phone (if you blinked, you might’ve missed it!) hit the markets in 2014. Amazon intended it to become the next big smartphone, rivaling giants like Apple and Samsung. Instead of experiencing its usual spectacular success, the company experienced a high-profile and unequivocal failure.

But there’s a lesson in everything, and there’s a lot to learn from Amazon’s smartphone failure; especially around the importance of developing a robust understanding of your user audience.

So, why did the Amazon Fire Phone fail and why should L&D leaders care? Here’s what you should know.

The Amazon Fire Phone fail

We all know Amazon. As the world’s largest online retailer, most of us interact with the company in one way or another. Perhaps you use Amazon Prime to get packages delivered to your doorstep at lightning speed, or maybe you’ve turned your house into a smart home with an Amazon Echo. But there’s one Amazon product you’re not using and likely never will: an Amazon Fire Phone.

The Amazon Fire Phone debuted in July 2014. It was Amazon’s attempt to penetrate the smartphone market and position the company as cool and innovative instead of just cheap and convenient. There was plenty of fanfare leading up to its release—after all, Amazon’s Kindle and Echo products were hugely popular with consumers. Why would the Fire Phone be any different?

Illustration: Hank Ewbank; Photograph: Frmorrison at English Wikipedia

The Fire Phone flopped, and fast. Nobody wanted it. Its hefty price tag put off many Amazon customers, its 3D features were flashy but largely useless, and its Fire OS operating system was incompatible with some of the most popular apps out there, like Google Maps. Two months after its release and less than 35K units sold, Amazon dropped the price of the phone from a base price of $650 dollars to just 99 cents with a two-year contract. Amazon reportedly took a $170 million loss on the device and had $83 million left in inventory.

What went wrong? Amazon built the Fire Phone off of assumptions about its customers. They made assumptions about what customers cared about, how much they were willing to pay, and even the apps they’d want on their phone, and all of those assumptions proved incorrect.

Amazon’s three fatal assumptions

Learning design is, in many ways, the same as product design. And similar to product design, there’s danger in making assumptions during this process—something Amazon experienced firsthand. Let’s take a closer look at three assumptions Amazon made during the design process that ultimately made the phone unsuccessful.

Dynamic perspective

One of the Fire Phone’s flagship features was dynamic perspective. Amazon’s team invested an inordinate amount of time and resources designing a 3D display for the phone, including five front-facing cameras and eye-tracking technology. Sure, it was a cool feature—but it wasn’t one customers asked for and it wasn’t enough to lure them away from their Apple or Samsung phones.

Firefly

The Fire Phone was the first smartphone to offer barcode scanning technology. They coined it Firefly, and it allowed customers to use their phone’s camera to scan barcodes on products in stores and then buy it on Amazon.

There are some key flaws at play here. First, Amazon assumed customers would rather purchase products on Amazon than simply buy them in the store they’re already at. Second, they overlooked consumer trends that customers preferred to do online shopping from desktop computers rather than phones. The value that Firefly offered didn’t resonate with consumers.

Fire OS

Instead of using an existing operating system, Amazon opted to create its own by using a forked version of Android. That meant Fire Phone users couldn’t access some of the most popular Google and Android apps.

Amazon assumed that developers would jump at the chance to develop apps for Fire Phone—instead, it was an empty dance floor. Developers stayed loyal to the major operating systems already out there, because that’s where the money is. There was no incentive for developers to build for the Fire Phone and as a result, no incentive for consumers to buy it.

You know what they say about assumptions…

Here comes the throughline: without empathy for our intended audience, we are at grave risk of failure. Amazon failed to conduct thorough research to understand its customers’ wants and needs, causing the Fire Phone to fall spectacularly short. They attempted to make customers conform to their ideas and assumptions instead of delivering the product customers really wanted.

As learning professionals, are we making similar assumptions about our learner audience? How can we build empathy for learners and eliminate the assumptions we hold about their wants and needs? Learner research allows us to better understand our audience’s attitudes and behaviors and focus more on the problem before jumping into the solution. That way, we can build better learning solutions that deliver stronger results.

Why Now Is the Time to Embrace Social Learning

Lately, I’ve been thinking about the importance of social learning as a critical part of an organization’s overall learning strategy.

With more organizations moving to hybrid or remote work models, we’re seeing an increased demand for virtual learning, such as self-paced eLearning and virtual instructor-led training (vILT). Those are great options, but when it comes to true learning (versus training), the social element is critical. How can we create meaningful opportunities for social learning for dispersed workforces?

Research shows that people learn better together. LinkedIn Learning’s Workplace Learning Report 2021 found that learners who used social features spent 30 times more hours learning than those who didn’t. The report supports what most L&D pros already believe: learning is more engaging when people learn together, and it’s often more successful.

Social learning promotes engagement, growth, and a sense of community among learners. In an increasingly isolated and siloed work landscape, there’s a case to be made for intentionally building social learning into your L&D efforts.

What is social learning?

Social learning focuses on how we interact with our colleagues, peers, and experts to learn and build skills. That could mean working in small groups on a project, job shadowing and role-play, or engaging in group discussions. Social learning can also happen virtually using social features like live polling, chat, and other online tools that allow you to collaborate directly with others.

Social learning helps foster a sense of community among learners. When learners feel connected to one another, it boosts engagement and time spent on learning. High engagement and a sense of belonging drive employee retention and productivity—it’s a win-win for your people and your business.

Wondering if using tools like Zoom and Slack are enough to check the box for social learning? It’s all about how you use them. There’s a subtle difference between blasting out a long announcement on Slack and actually engaging in a discussion. Zoom and Slack are powerful communication tools, but it takes intentional planning and two-way communication to use them to drive social learning.

Cultivating togetherness in remote environments

As of September 2021, 45 percent of full-time U.S. employees worked from home all or part of the time. The advantages of remote work are well-documented, but it’s important to be proactive about the downsides of a dispersed workforce.

According to a Glint-designed survey of Linkedin members, employees are feeling increasingly isolated. Of those surveyed, 31 percent reported feeling less connected to leaders and 37 percent felt less connected to their teammates. Remote and hybrid work can decrease social interactions between colleagues and increase work silos—both of which contribute to a decline in social learning. How can we recreate the face-to-face interactions of the office to cultivate social learning opportunities for our team members?

There’s a clear craving for togetherness in hybrid and remote environments. Social learning is likely to be a popular option if you offer it to your team. At Maestro, we have a remote-first, hybrid work model and our in-person learning trips consistently earn higher engagement than many of our self-directed learning opportunities. The more social the learning, the higher the engagement—try to be intentional about planning opportunities for people to come together and learn something new.

Building cross-functional connections

Social learning often ends up going beyond the original purpose of the event. When you prioritize social learning, you’re likely to notice the many benefits that come along with it: culture building, networking across the company, and increased teamwork. Team engagement begets engaged employees who are involved in and enthusiastic about their work and workplace.

Social learning strengthens bonds in a different way than our day-to-day work, and in a much shorter period of time. Social learning helps build connections between people and across teams, and it helps connect team members to the organization itself.

When you bring a cross-functional group together to learn, people naturally support each other by sharing ideas and information. They build peer-to-peer connections and work together to build skills. They show vulnerability by admitting what they don’t know and asking others for help. That cultural connection is a big part of what makes social learning successful: it requires you to listen to others and support them.

Social learning enriches your people and culture

Social learning is fully enriching for your people and your culture. In today’s changing work landscape, a passive attitude toward social learning isn’t enough. Organizations interested in cultivating a close-knit culture of learning should intentionally build social learning into their learning strategy, and plan for in-person elements when possible.

It’s human nature: people want to collaborate with others, learn new ideas and perspectives, and work together to achieve a shared goal. Use social learning to cultivate collaboration and trust across your team, helping your people and your business to grow faster.

Want to Adopt an Accessibility Mindset? 5 Resources to Inspire Self-Learning

In the learning world, we’re all motivated by the desire to inspire positive change and help people grow. That means we want to create learning experiences that serve all people, but our society is built in a way that creates barriers which disable people. That’s why design is so powerful: through design, we can create a more accessible world.

Accessibility (sometimes abbreviated as a11y, which is shorthand for the 11 letters between the “a” and the “y”) is a complex topic, and you might be unsure about where to turn to start learning more. At Maestro, we’re working on adopting an accessible mindset for our work and along the way, we’ve encountered many great resources for building empathy, often from the voices of disabled people who are activists, storytellers, and changemakers.

The more we learn about the needs of all learners, the better equipped we are to deliver learning that truly offers the support they need. We like to use self-learning resources like Ted Talks, books, podcasts, and even social media to gain knowledge around disability and connect with those who choose to share their perspectives. If you’re looking for resources to inspire your own self-learning, here are five empathy-building resources to kickstart your journey.

1. “Demystifying Disability: What to Know, What to Say, and How to be an Ally”

Book: Emily Ladau

Have questions about disability etiquette? You’re not alone, and this book answers many of the most common questions. It inspired our team to participate in a quick thought exercise around disability and language. Let’s try it out. When you see Emily, what words come to mind?

According to disability rights activist and writer Emily Ladau, none of these words are necessarily appropriate to use when referring to someone who uses a wheelchair or has a physical disability, but they are all words she has heard used to describe her.

More appropriate options would be to say she is a disabled person, or a person with a disability. But while these are both considered appropriate options to refer to Ladau, these two labels are not always interchangeable for everyone. What’s most important to remember is that it all comes down to individual preference.

In her book “Demystifying Disability,” Ladau offers an approachable guide for becoming a more informed and proactive ally to the disabled community. In her book, you’ll find answers to the questions you have about the complex world of disability as well as tools to improve your understanding and combat ableism. Topics include the history of disability, understanding disability as part of the whole person, and disability etiquette 101. You can buy the printed, digital, and audio versions of Ladau’s book here.

2. “I’m Not Your Inspiration, Thank You Very Much”

TEDx Talk: Stella Young

The late comedian, writer, and advocate Stella Young wanted to live in a world where disability isn’t the exception, but the norm. In her popular TEDx Talk, Young challenges society’s habit of objectifying disabled people for the benefit of nondisabled people and invites viewers to imagine a more accessible world. The low expectations we often hold for what disabled people can accomplish—Young recalls being praised for remembering her own name—reflects a world that responds poorly to disabilities.

Tune in to Young’s light-hearted, thought-provoking talk to hear her personal story and learn about the social model of disability, which asserts that we are more disabled by the society that we live in than by our bodies and our diagnoses.

3. Making the World’s Software More Accessible

Design tools: Stark

Stark’s suite of tools live in your design and development software to make your work more accessible and compliant. Stark’s tools integrate into products like Figma, Sketch, and Adobe XD—for example, we use Stark’s contrast checker plug-in when we work in Figma.

We’re already a fan of their tools, but Stark also creates and shares helpful resources, including accessibility stories, resources, and guides. The more you expose yourself to smart resources around accessibility, the easier it gets to design with accessibility in mind.

Looking for answers to some of the accessibility questions you’re most curious about? Check out Stark’s blog for straightforward explainers on common a11y topics—we bookmarked this article on accessible contrast ratios. There’s also Stark’s Public Library of accessibility resources and guides, like this collection of tips and tricks for inclusive social media. And If you’re looking for a deeper dive, browse Stark’s webinars for tutorial-style learning. One of our favorites: a session on creating an inclusive illustration system with Aldo de la Paz and Stark’s CEO Cat Noone.

4. “13 Letters”

Podcast: By My Eyes

Whether you’re accessibility-curious or already a pro, the 13 Letters podcast from By My Eyes offers a wealth of knowledge on universal design, ADA, inclusivity, and digital a11y best practices.

Tune in for a diverse range of accessibility perspectives from industry leaders who are working every day to build a more accessible world. Recent episodes dive into how Spectrum is making television more accessible (it’s about more than closed captions!) and what it really takes to embrace inclusive design methods.

Here are a few episodes to start with that our team loved:

  • Who Invented VoiceOver? – A two-part series on the rise of Apple as an accessibility leader in Silicon Valley
  • Branding Accessibility – The head of accessibility at Google is on a mission to stitch accessibility into mainstream consciousness
  • Perfect Mismatch – A close look at inclusive design and what we can learn from examining acts of exclusion

5. Disability Reframed

Instagram: Ashley Harris Whaley

For those of us regularly browsing Instagram, why not fill your feed with posts that inspire an accessibility mindset? Ashley Harris Whaley is the writer and disability educator behind the popular Disability Reframed Instagram account, which is an online learning community dedicated to reeducating ourselves on disability. Whaley’s on a mission to dismantle and rebuild decades-old attitudes towards disability, disabled lives, and disabled people. If you love direct, bite-sized, and actionable learning in your IG feed, this account is for you. Posts like this and this will have you excited to learn more.

Looking for more disability education accounts to follow? We also love Tilting the Lens, Lucy Trieshmann of @disabledinjustice, and Alice Wong of @disability_visibility. These links will take you to Instagram pages, but you can find some of these accounts—and many others—on other social networks, too.

Empathy leads to action

Self-learning is a proactive action that empowers us to shift our perspectives and practices to align with a more accessible future. Empathy is the first step, and it’s critical—but it can’t stop there.

What’s one thing you can start doing right away to make your work more accessible? Our goal is to put empathy into action by making our learning experiences enjoyable and accessible for all users.

How Do Companies Train and Develop Employees? 3 Steps To Create a Culture of Learning

How do companies train and develop employees? It’s important. After all, when your team members are operating at the top of their games, it moves the entire company forward. Companies that invest in creating a culture of learning cultivate team members who are high-performing, highly engaged, and always learning. And when your employees are happy, it turns out your customers are happier, too.

But what is a culture of learning? And how can organizations get started with cultivating a learning-centric culture? A culture of learning is one in which team members continuously seek, share, and apply new knowledge and skills to improve individual and organizational performance.

It takes a lot of strategy and effort to create the kinds of learning experiences that lead to a thriving learning culture. Your learning must resonate with your learners and lead to real, measurable behavior change. Hosting a one-off workshop or sending employees to an annual convention won’t cut it.

So, how do companies train and develop employees the right way? Let’s take a look at the factors that influence employee engagement and how to build a culture of learning that motivates learners and helps them grow.

1. Understand employee engagement

Engaged team members perform better, are less burned out, and stick with your organization longer.

Many leaders make assumptions about what motivates their team members and many of those assumptions miss the mark. There’s a real danger in misidentifying employee motivations and applying the wrong strategy can actually make matters worse.

HBR’s Employee Engagement Checklist points us to one of several critical factors for high engagement that can help inform how companies train employees. Employees want to connect the work they do to what they care about. In other words, employees must feel aligned with the organization’s purpose and values. In purpose-driven organizations, employees feel connected to the organization’s purpose and see how their day-to-day work makes an impact on that mission. Prioritizing a learning culture is just one way to demonstrate that you’re invested in your team’s success inside and outside of work.

HBR’s research also found that employees desired for the work itself to be less stressful and more enjoyable. Along with offering employees more autonomy and flexibility in the work they do and how they do it, it’s also key to boosting employee confidence through learning. Make it an organizational priority to continually train and develop employees. When employees have access to quality, ongoing learning support, they can tackle their work with more confidence and precision.

2. Focus on learning that drives behavior change

We’ve covered what motivates employees, now let’s talk about how to craft learning experiences that help drive engagement. It’s not so much a question of how do companies train and develop employees—it’s about how you’re investing in their overall growth as human beings. People want to grow and build their skills in the areas they care most about. Career growth and development allows you to invest in the individual growth of your team members, which ultimately helps your organization reach its fullest potential, too.

The key word here is growth: it’s not enough to simply deliver information. How do you know if your learning is actually helping learners grow or if it’s simply checking a box? Effective learning inspires real, meaningful, long-term change in the behaviors, attitudes, and beliefs of learners.

If your past training efforts have had disappointing results, you’re not alone. Many companies struggle to train and develop employees and get stuck in a rut of one-off learning events and training efforts that get lost in the shuffle of day-to-day operations.

Instead, focus on learning experiences that require learners to do more than simply react to an experience or recall information. Real-world application and reflection round out the learning process and help learners cross the behavior change finish line.

Get learner buy-in

Are your learning efforts suffering from low engagement? You might be missing learner buy-in. Learners should understand the ‘why’ behind every learning experience you put in front of them. Be clear about the value of the experience, what’s in it for them, and what’s in it for the company.

Remember that purpose matters to your employees. Purpose and values should be part of how companies train employees. How can you tie your learning back to your organization’s overall purpose? When learners understand why the experience is relevant, it’s more likely to resonate.

3. Create learning that meets people where they are

In a true learning culture, learning opportunities are embedded into every aspect of the organization. That way, learners are regularly and organically experiencing the full cycle of the learning process: they learn something new, have the opportunity to apply it, and they work with a leader or mentor to receive feedback.

How do companies train and develop employees through a culture of learning? There’s no master blueprint that can be applied across organizations. It’s critical to stay connected to your learners and deeply understand the kinds of learning experiences that work best for them. Use learner feedback tools to get input on what they need, the challenges they face, and what motivates them.

Learning should be designed to directly address what’s relevant for your intended audience. Within your organization, different learning experiences will work best for different teams. For example, scenario-based learning is an effective way to train and develop employees who are new and still learning the ropes, while live coaching might be a better fit for your sales team looking to perfect a pitch.

A culture of learning is the foundation of organizational success

Quality learning and development is critical to any successful business and people strategy. A culture of learning is the ultimate investment in the success of your people: it embeds learning into the fabric of your company so that employees always feel valued. Ultimately, your customers reap the benefits of a confident, competent culture.

Stop Chasing Trends: How to Focus on Solving the Learning Problem

It seems that, every few years, there’s a hot new trend in learning and development. Mobile learning, gamification, microlearning, metaverse… the list goes on. There’s nothing necessarily wrong in experimenting with new learning trends; it’s great that technological advancements create new opportunities for learners to experience learning in different ways.

But there’s a problem when that trend becomes the focus of your learning solution when you should instead be focusing on the problem you’re trying to solve for your learners. Here are a few ways you can avoid “shiny new object syndrome” and refocus your efforts where your learning audience needs it the most.

Gain clarity with a needs assessment

Remember learning about the scientific method in school? No worries if not—here’s a quick refresher. First, you have a question, then you do a little research to learn more. You use that research to inform a hypothesis, and then you test that hypothesis with an experiment, going back to iterate as much as possible.

We have our own kind of scientific method in instructional design: the ADDIE method, which stands for analysis, design, development, iteration, and evaluation. The first step in the ADDIE process—analysis—points to the importance of understanding learner needs before you begin creating your learning solution. By completing a needs assessment, you can begin to uncover the gaps in your target learner audience’s abilities and discover the actual (not assumed) problems that they’re facing.

There are plenty of ways you can conduct a needs assessment, depending on the time and resources at your disposal and how rigorous you want to be. Here are just a few things you could do:

  • Conduct interviews with the target audience, being mindful of the illusion of explanatory depth
  • Spend a day job shadowing or observing learners
  • Send out a survey to the audience

Keep in mind that when conducting analysis, you’ll want to gather as much input from the target audience as possible—that is, the folks who will actually be taking the training you plan to create—rather than relying on assumptions or opinions held by people who might be out of touch with the actual lived experience of your learners. If you can, observe their opinions and behaviors for yourself and draw your own conclusions.

Here are a few questions you can ask to help start uncovering learner needs:

  • What challenge do you face that needs addressing, and what do you think is the source of this challenge?
  • If we solve this issue, what will be the benefits?
  • What’s your background, and what is your motivation to change or adapt?
  • How will we know if we’ve solved the issue?
  • What constraints do we need to consider?

A needs assessment can take you to unexpected places. For instance, you might find that what you originally assumed (your hypothesis, if you will) is incorrect. Or you might realize that the problem you’ve uncovered doesn’t need training to be solved! Even if your needs assessment confirms your hypothesis, you can now carry on with relief knowing that you’ve validated the learning need and that you’re operating off the right assumptions.

At the end of this process, you should end up with at least one specific, observable action that learners should be able to do after they complete your training. You can capture this goal with a learning objective.

Ideate, create, and iterate

Now that you know more about your audience, where they’re at, and where they need to be, you can shift your focus to figuring out how they should get there—that is, creating a learning solution.

First, consider all the tools at your disposal. What methods can you use to get learners practicing this behavior? Do you have any authoring tools to help you create the training? Any platforms that enable spaced repetition or just-in-time training? Considering all the possibilities can help you think outside the box and come up with a lot of ideas for how the training could take shape.

Next, step into your learners’ shoes. Do any of the ideas you’ve generated resonate with the input you gathered from your needs assessment? If you’re not sure, try following up with your target audience to pressure-test your plan.

Finally, recognize any constraints that could affect the rollout of your solution. You might have a great idea for training delivery that resonates with your audience but still have limitations that make the project unfeasible. Do you have the time and resources to create what you’re envisioning? Will you be able to realistically implement your solution? For instance, will your solution require learners to use certain devices or be connected to the internet when that might not be possible for the entire learner audience?

It can be tempting at this stage to once again become distracted with learning trends. Take a step back, though, and ask: is this modality the best format to get learners practicing the behaviors they need to? If you’re not sure, can you create a quick prototype and bring learners in to provide feedback? This is one of the best ways to determine whether the learning trend you’re considering works for the solution this learning problem requires.

Follow up

Let’s jump back to the scientific method for a second. An important aspect near the end of the process concerns analyzing the results of your study and seeing if your hypothesis was correct. In the L&D world, this is represented by the last step in ADDIE: evaluation. This step, where learners have an opportunity to provide feedback on their experience, is crucial, yet it can easily be forgotten as learning designers roll out their solutions and move on to the next project.

What good is creating a solution and not sticking around to know whether it worked? You might find that, even with a validated need and a well-designed solution that delivers the right content with the best delivery method… well, it just doesn’t land with the audience. Taking time to evaluate can help you determine what worked, what didn’t work, and what you can improve on your next iteration so that the solution is even more effective.

You’re likely never going to create the perfect learning solution for every learner. Remember, you’re dealing with living, breathing people who have their own complex needs and preferences. But you can still be smart about how you approach your learning projects, and by focusing on the problem you need to solve and taking the right steps to solve that problem, you’ll be setting learners up for the most effective solution possible. And sometimes, that means leaving the learning trend for another day.

Traditional Talking Head Videos Aren’t Enough Anymore. 5 Ways to Deliver Content Learners Will Love

It’s a content creator’s economy—are your learning videos keeping up? The talking head video is a staple in the L&D world, but maybe it’s time to reevaluate your approach. Are your videos bringing the right enthusiasm and engagement to capture and keep your learners’ attention?

Here’s the good news: your audience is already avidly consuming media content. With YouTube, the advent of content creators, influencers, SkillShare, and MasterClasses, the direct-to-learner market means your learners are ready to listen. But it’s probably not going to happen through a traditional talking head video.

We shelved the typical talking head approach long ago and instead invested our time into creating an approach we found more exciting and more engaging: a high end, polished, and thoughtful approach to learning videos that keep learners coming back.

Let’s take a look at five ways to transform the typical talking head video for learning.

1. Take a MasterClass approach to learning videos

MasterClass is the leader in the self-directed, online video learning space. So why not take a page from the MasterClass playbook? MasterClass works because it prioritizes high-quality cinematic production, charismatic and inspiring instructors, and thoughtful instructional content.

It’s the same approach we take when creating a talking head video for learning. We use our writing and learning experience to develop curriculum, then we figure out how to turn that curriculum into video content through screenwriting. Then we film with cinematic qualities in lighting, lensing, and production design.

Here’s a simple first step for taking a MasterClass approach to your next learning video. How can you create more diversity in your video’s scenes and settings? Consider Aaron Sorkin’s MasterClass on screenwriting. He’s not just sitting in a generic office setting talking into the camera—he moves from the set to the writer’s room to rehearsing scenes backstage.

Aim for every setting in your video to be thoughtful, contextual, and visual. Is it still technically a talking head? Sure, but it’s far more engaging and instructional for your learners.

Consider a content series approach

Here’s a challenge for you. Next time you identify the need for a one-off talking head video, challenge yourself to take a series approach instead. In today’s content creator world, people get excited about consuming serial content. What if you created a monthly series for your content and built an internal brand around it?

A content series approach allows for learners to dive deeper into the topic and ask questions, and it creates a sense of community around learning. Pull in elements from the MasterClass approach to keep things interesting: each chapter can have a different, story-driven setting and mix up your video’s format depending on the topic (for example, a talking head versus a walk-through approach).

If you really want to build engagement with your team, creating a predictable cadence around knowledge sharing is a great way to bring people together to learn. Your content series can be self-directed or you can take a cohort approach with a live teaching component.

2. Hire talent, not corporate participants

It’s pretty tempting to default to using internal team members as your actors. After all, they’re already there, they’re familiar with the content, and it’s a familiar face for your learners. Here’s the thing: your team members aren’t actors. You hired them because they’re great at their jobs, not because they’re Jake from State Farm. You want your content delivered in a tone that is correct, quality, and doesn’t come off as someone reading from a teleprompter.

Here’s the good news: your Jake from State Farm is out there, and it’s not as expensive as you might think to find him. The cost of hiring great on-screen talent is low compared to overall investment, and it gives you the chance to find an authentic, relatable person to be the face of your content, whether it’s for a video series or realistic scenario-based learning.

Still not sure whether you should hire actors or use internal talent? Here’s our rule: there needs to be a convincing argument to use actual employees. Sometimes your audience will benefit from having a message delivered from recognizable faces. For example, if you’re delivering a message from leadership, go ahead and bring the leaders in to deliver it.

3. Incorporate high-end motion design

Your learner audience is used to consuming high-end content on nearly every platform, from Instagram to Netflix. Even if your videos are only internal, your learners will immediately feel underserved if they come off cheap or out-of-date. You can’t get away with just a lower third anymore—and it’s more fun to go beyond it anyways.

Motion design is guaranteed to elevate the overall look and impact of your video. There are so many new ways for video editors to implement motion graphics and it’s easier than ever to simply drop motion graphic templates in your NLE. Plan ahead and hire motion designers to be involved in helping create animations and visual effects that stand out.

We bring in our 2D and 3D animators to build title packages and to support the on-screen content. Once you’ve integrated motion design into your graphics and titling, consider opportunities to disseminate it through your other learning material to build a brand around your learning.

4. Prioritize accessibility and translation

No cutting corners here. Learning should serve all learners, no exceptions. Accessibility should be baked into your production plans from the jump to ensure you don’t hit any snags at any stage of the process. When planning for accessible video content, you’ll want to consider elements such as closed captioning, standard audio description, and a rich media alternative transcript that includes what is displayed visually in the video as well as what is said.

Shooting for a multilingual audience? At minimum, plan to include language subtitles and on-screen translated text. But our advice is to go the extra mile to treat all learners as equals and hire a second native speaker.

5. Support and market your learning videos

After you’ve invested your time and resources into creating a great training video, how can you extend the usefulness of it? Give your internal brand some of the same marketing love you’d show your external brand. Media consumption is at an all-time high. There’s an appetite for content, it’s just about getting yours to break through the noise.

Pique and sustain interest in your content with some creative marketing campaigns. You can create a behind the scenes vignette of your video, launch an internal email campaign, and post about it on your team’s internal communication channel, like Slack. Pro tip: during production, set aside time to shoot extra content for shorts later on to promote the video or content series. Script a few specific CTAs and teaser lines to help cut in with your traditional content trailers.

Video is a powerful learning tool

If your goal is to transform how people learn (it’s ours!), then the way that we create learning needs to transform, too. Video has always been a powerful tool for storytelling, teaching, and connecting big ideas. Now, there are more possibilities than ever to use video to reach learners and make an impact.

With the right curriculum support, production partner, and marketing tools, you can successfully pull off videos that resonate with learners and inspire real change.

5 Scenario Examples to Engage Learners and Build Confidence

Think back to the last time you learned a new skill. How much of your preparation came from simply reading training materials? How much of it came from trying it out for yourself and learning by doing?

Learning is a process, and the application and reflection phases are key to cultivating prepared, confident learners. But it’s not always realistic, or even safe, to teach new skills in the actual environments in which they’re applicable.

That’s where scenario based training comes in. Scenario-based learning is an interactive instructional strategy that uses real-life situations and narratives to actively engage learners. It’s hard to beat the engagement quotient of scenarios, and they’re a proven strategy for boosting learning outcomes. Think about your own approach to scenarios. Are you making the most of scenario-based learning?

We love using scenarios in our learning experiences—they’re a great solution for all kinds of industries and learning objectives. We’ve rounded up some of our favorite scenario based training examples to inspire you to take your learning even further. Let’s take a look at five scenario examples and how they elevated the learning experience.

1. Scenario example for safety and emergency procedures

Need to train team members on how to keep themselves and others safe? Telling them what to do in an emergency or crisis situation usually isn’t enough. People often learn best by doing, but how can you put their safety and emergency procedure skills to the test without putting them or others at risk?

Scenario-based learning is a great way to immerse learners in a realistic yet controlled environment where they can practice skills, play out different situations, and build their confidence. When a crisis occurs in actuality, they’re better prepared to respond without making critical mistakes.

Barton Health safety training

Barton Health needed to train team members on Fire Safety, Medical Equipment Safety, and Radiation Safety. Rather than create a standard compliance course that simply tells the learner how to behave safely, we created an interactive experience where they could identify and manage risks in a simulated healthcare environment.

In this learning experience, users are introduced to a realistic situation at the Barton Health campus: an electrical issue is causing problems in key areas of the hospital. They must make a series of decisions to prevent damage to the building and its equipment by stabilizing two key rooms in the building: the Operating Room and the MRI Room. Each room in the scenario is depicted by illustrations.

In the Operating Room, the learner is prompted to review the fire safety procedures and then identify the items in the room that are fire hazards (while the clock is ticking!). If they identify all items in the room before time runs out, they’ve successfully stabilized the Operating Room and can move on to the MRI Room. If they run out of time, they restart the room and try again. That’s the beauty of a scenario—failing is risk-free and you learn from the consequences.

Before moving on to the MRI Room, the learner is instructed to select the items on their person that need to be removed—all metal objects need to be removed before entering. They then need to select the MRI Technician to gain approval for entry.

Once in, they’re told that the machine is malfunctioning and are challenged with taking the proper steps to safely resolve the situation. If the user completes the required steps in the right order and before the clock runs out, they’ve stabilized the room and won the game. If not, they’re back to the beginning to give it another try.

Like all good scenarios, these scenario examples focus on application. Learning with context often yields much better outcomes, especially when the stakes are high. Setting your scenario in a simulated real-world environment makes it that much more memorable and relatable for learners.

2. Scenario example for social media conduct training

Global brands almost always have a strong presence across social media platforms, and even something as simple as liking a post on social media can have an enormous effect on the business they do.

Scenarios can help team members feel confident about what they can and can’t post on social media, whether they’re representing the brand or on their personal accounts. You could equip team members with a lengthy social media handbook and trust that they’ll review and retain it on their own—but learning by doing is a better way to translate those practices into real-world situations.

Here’s an example of a scenario for sharing smart social media practices with employees.

Social media best practices training

We partnered with a global hospitality brand to create a social media best practices training that would empower team members to maximize their engagement on social media and avoid unanticipated negative outcomes.

We designed scenario-based training that would inform team members of the brand’s social media best practices and give them an opportunity to practice their knowledge in a low-stakes simulated environment. We created two Articulate Rise modules that explained principles and policies and three Articulate Storyline modules that allowed learners to practice and demonstrate their mastery of the content through challenging and realistic scenarios.

To accomplish this, we replicated the experience of a social media platform. Learners interacted with the modules by liking, commenting on, or sharing posts—the same way they would on social media—and then learned from the immediate consequences of their actions.

Learners began each lesson by adding their name and favorite brand, and these items were featured throughout the training to increase the personalization of the training. As the training progressed, learners navigated complex branching scenarios, with the option to repeat scenarios and choose different responses to understand the downstream impacts of their choices.

3. 3D scenario for lab safety training

Safety is top priority in lab settings—is sharing a handbook with employees enough? Often, safety training is stickier when you give learners the chance to apply safety protocols in a realistic yet safe simulated environment.

Let’s take a closer look at how to use scenario learning to build confidence around lab safety.

Cubist lab safety training

Cubist needed to train employees on how to identify hazards and address them in the appropriate manner. Instead of having learners simply read up on the potential hazards and proper responses, we created an Articulate Storyline course with 3D-rendered cut-scenes that required the learner to apply their knowledge in a simulated lab environment.

Here’s how it works. Learners enter a biology lab and move their cursor over any object or area where they observe a possible safety hazard, selecting anything they believe to be unsafe. If something is in fact unsafe, learners are given several options and choose the best way to correct it. Each option has feedback so they can learn more about each hazard and how to respond. Once they’ve identified and corrected all five hazards, they move on to the chemistry lab to repeat the exercise, with an emphasis on chemical safety.

This is one of our favorite scenario based elearning examples because it requires learners to go beyond acquiring knowledge and apply what they’ve learned. Plus, the 3D renderings in this scenario help to create a true-to-life representation of the lab and actual issues that learners might find themselves facing on the job.

4. Gamified scenario for exploring career paths

If your top priorities are to motivate and engage learners, try incorporating gamification into your scenario. Gamification uses elements like characters, narrative, and rewards to help immerse learners and capture their interest.

Let’s take a look at an example of a scenario that uses gamification to inspire employees to envision their future career paths.

CSL developing people game

CSL is one of the largest and fastest-growing biotechnology businesses and a leading provider of in-licensed vaccines. CSL came to us looking for a thoughtful eLearning solution that would inspire its workforce to imagine their career paths and the many ways in which they can expand their skill sets and grow their careers within CSL.

We decided to take a unique, gamified approach with a choose-your-own-adventure style game that gets users to explore options for their long-term career path at CSL, based on their perceived strengths, skill sets, and goals. Once we determined the paths and events along their journey, we designed characters, events, and player interactions.

Users start by selecting where they are in their CSL journey. From there, they engage in a 10–15 minute experience, making decisions on interactive career pathways that help them travel through their career lifecycle and visualize their future with CSL. The experience served a global, virtual audience of 27,000 employees and required us to conduct a thorough exploration of roles and pathways within CSL.

The outcome? We were able to leverage gamified scenario learning to immerse learners in a positive vision of their futures with CSL and inspire them to start taking steps to make it a reality.

5. Scenario example for explaining complex processes

Product flow is complicated. In order to get it right, learners need to visualize how goods will move from supplier to consumer and all of the small decisions along the way that impact the journey. When it comes to simplifying complex processes, video-based scenario training is a great way to show and not tell and allow learners to think through real-world decisions.

Take a look at one example for using live videos in a scenario.

Product distribution onboarding

As part of onboarding, business analysts and buyers at a regional grocery store chain needed to understand the overall product flow from distribution facility to store. This brand believes in investing in its talent, and they often promote from within. That means people entering these roles are often more junior employees with little experience in distribution facility operations.

It’s a complex undertaking, and it’s critical for new hires to understand how the decisions they make from HQ directly impact the overall product flow. The decisions they make influence which products are available to customers in-store, which ultimately impacts the customer’s overall experience. Those are high stakes, and we knew it would take an immersive and engaging learning experience to help train the company’s BAs and buyers for success.

For this training, we created live-action videos to depict three unique scenarios. Our goal was to show learners how a product moves from distribution to stores and provide examples of critical decisions they’ll face to make the process run more smoothly. We made sure the videos seamlessly represented the store, the distribution facility, and HQ in order to visually show how each one impacts the other.

Nobody likes watching boring videos, so we took a fun and cheeky approach to these scenarios. We used actual company employees as actors (plus some Maestro team members!) to set up three situations, then prompting the learner to choose the best approach to resolve the problem. After the learner makes a decision, a summary video shows the outcome of all three presented options, highlighting which approach is best and why.

Especially when a learner is new to a role, it’s challenging to see the full scope of your decisions and influence. These video-based learning scenarios helped learners to transcend their environment and think beyond the walls of HQ. The training helped them see the big picture and explore why seemingly viable approaches might not be the best choice after all.

Scenarios prepare learners for success

For learning to be effective and really change the way we think and act, it needs to account for the way our brains process and absorb new information. These scenario examples serve as inspiration to show what’s possible in eLearning. Scenario-based learning is powerful: learners can practice their skills, learn from the consequences, and repeat the exercise until they get it right.

Get Inside Your Learners’ Heads with Better Feedback Tools

When did you last check in with your learners? Planning and executing a learning experience takes a lot of time, effort, and strategy. But without an equally thoughtful learner feedback strategy, you could be missing out on insights and data that could improve the experience.

Feedback is one of the best tools for understanding your learners and designing learning that inspires real change. But what’s the right framework for thinking about learner feedback? And what tools and methods are best for collecting data and insights?

Let’s talk about how to get meaningful feedback from your learners to help you evaluate and improve your learning experiences.

What is learner feedback?

Let’s start with defining learner feedback. Learner feedback includes both qualitative and quantitative data collected from your users about their learning experience. Quantitative data is statistical information that can be measured and is recorded using numbers. Qualitative data focuses more on words, descriptions, and ideas that can’t necessarily be measured—often, qualitative data is used to answer the question “why?”

Quantitative data is immensely valuable for noting things like success rate for a learning element or overall percentage of satisfaction. Qualitative data then adds a layer of richness to learner feedback that helps us understand their unique experiences. For example, you might find that many learners are struggling with low scores on a certain skills assessment (quantitative data). You can then conduct interviews with learners (qualitative data) to understand why and begin to uncover what’s not working.

Learner feedback could take the form of active solicitation with a specific objective in mind, or it could happen more passively. Passive feedback is a great way to listen for issues you’re unaware of while also cultivating a curiosity-driven, ‘open door policy’ with your learners.

The benefits of learner feedback

In the workplace, we solicit feedback from our leaders and peers so that we can avoid mistakes and improve. The same logic applies to learner feedback: asking for their opinions, experiences, and ideas helps us build more effective learning. Let’s look at a few of the benefits of collecting learner feedback.

Create a feedback loop

Learners should function as partners—after all, you’re creating the training experience for them. When you’re willing to listen to learner feedback and implement change, it makes learners feel heard and shows them that their opinions are valuable. This feedback loop can boost learner engagement and ensure you’re building experiences that truly work for your learners.

Curb biases

Without learner feedback, you’re likely relying on your own assumptions to diagnose problems and make decisions. Assumptions are the enemy. When we make assumptions about our audience or about problems, we are injecting our own biases into the equation. Assumptions jeopardize our chances of success on a given project. Feedback ensures that we are framing our thinking with facts, not assumptions.

Build rapport

Learner feedback is also a great way to build rapport with learners. When you show people you care, they’ll be more inclined to trust you and share with you again in the future. You can build trust with your learner audience by gathering feedback, acting on it, and following up with learners to share how you addressed their concerns.

Show your work

That last point is important: it’s not enough to simply implement the change learners asked for. Sometimes your hard work doesn’t speak for itself—it’s important to deliberately close the loop with learners and take the time to show them exactly what changed as a result of their feedback.

It’s also worth mentioning what not to do with feedback. One of the biggest missteps you can make is to ask for learner input and then do nothing with it. It may have the opposite impact and erode trust.

The Kirkpatrick Evaluation Model + feedback

The Kirkpatrick Model’s four levels of learning evaluation is a helpful framework for measuring the success of a learning experience. After you design and execute a training, you’re probably wondering about its effectiveness. Did the training do what it was supposed to do? Did the learners learn what they needed to? Is it making a difference in business objectives?

The four levels of Kirkpatrick’s learning evaluation can help guide your feedback initiatives: Reaction, Learning, Behavior, and Results. In other words, how has the learning experience impacted the performance of your business, learner behavior, learner knowledge, and learner reaction?

the kirkpatrick evaluation model with an image of an eye saturated with color above each level in the model [1. reaction 2. learning 3. behavior 4. results]

Here are a few ideas for using the Kirkpatrick Model as a framework for gathering learner feedback.

Levels 1 and 2: Reaction and Learning

The first two levels of Kirkpatrick’s Model are all about understanding the user experience (reaction) and gauging what was learned (learning).

You can gather feedback at this stage by building it directly into the learning experience or LMS. Keep a pulse on learner reaction by including feedback tools like pre- and post-training surveys, star ratings, or comment boxes. To gauge learning outcomes, deploy tools like quizzes and assessments, knowledge checks, and other post-training tools that help measure knowledge and skill levels.

Levels 3 and 4: Behavior and Results

Here, we’re looking at whether learner behavior has changed and whether you’ve achieved the result you’re after. These levels need to be measured outside of the learning environment because it usually requires more time for these deeper changes to take hold.

How can we meaningfully measure behavior change? Remember, knowledge gained doesn’t necessarily equate to behavior change. Try testing behavior change with scenario-based learning, evaluating training metrics and annual review scores, or doing on-the-job observations.

When gathering feedback at the results level, you’ll want to look at KPIs and other strict measurements. Did ROI increase? What about customer satisfaction? Did workplace incidents go down? The data you gather here can inform your approach to gathering qualitative learner feedback.

Related

How to Write a Scenario That Actually Engages Your Learners

Field observations and interviews for qualitative feedback

Quantitative data alone isn’t enough to provide comprehensive learner feedback. Field observations and interviews are great tools for gathering qualitative feedback to guide and inform your learning efforts.

Field observations allow you to do a ride-along with your learners to watch what they do and how they do it. Regularly shadowing your learners helps you understand their challenges and their day-to-day habits. Observation gives you a greater foundation to design learning that meets their needs and fits their routines.

From there, interviews—such as focus groups and one-on-ones—allow you to gather detailed, qualitative feedback to delve deeper. What motivates your learners? What are their biggest challenges? Interviews are an opportunity to build on your observations by learning who your learners are as people and how to improve your efforts.

Feedback is about making change

Learner feedback is the secret sauce to creating incredible learning—but only if you’re committed to truly making change. Before you invest in collecting learner feedback, ask yourself: Are you ready and willing to change?

Innovative, fresh learning comes from a constant loop of learner feedback. Our Strategy team is always collecting, measuring, and analyzing learner feedback to guide our learning efforts. We don’t have all the answers: our goal is to truly serve our learner audience, and that means we must learn from them, too.

How to Tell the Difference between Coaching and Training

Coaching and training are used interchangeably so often that it leads many to believe there’s no difference between coaching and training. Add mentoring and consulting into the mix and it gets even more confusing.

In reality, there’s a big difference between training and coaching. It’s important to understand when and where each strategy works best so you can develop a learning strategy that uses the right tool for the right content. When it comes to developing your team members, it’s critical to understand whether they need coaching vs. training to grow and develop their skills.

Training and coaching both have a role to play in effective learning, but they offer distinct benefits for the learner. Because of that, training and coaching should be treated as independent development tactics that can complement one another. When coaching and training are used in tandem to develop your people, it can unlock huge benefits for company culture and overall outcomes.

So, what is the difference between coaching and training? Let’s dig into the strengths of each strategy, when to use them, and how to use both to take your organizational learning to the next level.

What is the difference between training and coaching?

First, let’s break down what the coaching and training difference is really all about. Each approach has distinct goals and outcomes, and it’s critical to understand them before deciding how to proceed. Here’s what you need to know about training vs. coaching.

What is training?

Training is about developing a specific skill with the purpose of improvement. Usually, training is designed and implemented for a group—think new product training for your sales team or a procedure overview for medical personnel.

The output of training is to achieve knowledge transfer at scale. Let’s say you’re hosting a typical classroom training with twenty-five students and one teacher. In a perfect world, that one teacher walks away from the training having created twenty-five “copies” of their knowledge.

Here’s a quick rundown of the typical traits of training

  • Knowledge transfer
  • Teaching new information
  • Often used in group settings
  • Structured and often synchronous
  • One-time event or short-lived
  • Learning focused

What is coaching?

Coaching, on the other hand, is a development strategy that relies on having one-on-one access to a person with experience—in other words, a coach. Coaching connects subject matter experts with beginners. Coaching takes into account the specific performance of the individual being coached and then provides tailored direction. Coaching is about listening, suggesting, and working together on a plan that provides accountability and tailored direction.

Often, coaching is a post-training follow up strategy. Coaching helps quickly troubleshoot and overcome the nuanced variables that present themselves once you get into the weeds and start applying what you’ve learned from training. It’s not practical to design a training to address every single edge case that may come up, and that’s where coaching comes in.

Here’s a quick rundown of the typical traits of coaching

  • Enhancing skills and knowledge
  • Usually one-on-one
  • Tailored and individualized support
  • Informal, conversational, and relational
  • Practicing and applying skills
  • Development focused
  • Often targets more experienced team members

When to use coaching vs. training

Now that we know the difference between coaching and training, let’s talk about when and where to use each approach.

When to use training

Use training when there is a limited baseline of knowledge among a group or team. Training is a great strategy for building knowledge at scale. When there’s a need for learning or practicing new skills, training is the right strategy. For example, if you have a group of new employees starting at your company, try designing a training session to set them up for success.

It’s equally important to consider the timing of your training. Usually, training is most successful at the beginning of your overall development plan so that you can build a baseline of good habits. Starting at the group level sets a strong scaffolding of understanding before you delve into individualized support for each learner.

When to use coaching

Use coaching to meet the individual needs of your learners and provide personal, ongoing support. Coaching is a great way to meet learners where they are. More than likely, your learners will come to the initial training with diverse backgrounds and experiences, which means the individual challenges they encounter will vary widely, too. Coaching is the most effective strategy for providing tailored feedback and reflection, and working together to develop a growth plan.

Use coaching immediately after training to build on what your people have already learned. Coaching isn’t about telling someone what to do, it’s a long-term tool for facilitating learner-driven growth. Coaching is highly relational and best done in real time—you can get it done remotely, but ideally you’ll meet in-person.

Why you need to use both coaching and training

There’s a time and place for both coaching and training, but the most effective learning strategies leverage both. Is your organization striking the right balance of coaching vs. training? Let’s take a look at how to bring these two strategies together to develop and empower your people.

Training lays the foundation

Not sure if your content calls for training or coaching? Use training when you’re introducing new concepts, procedures that require practice, or teaching facts that need to be memorized. Remember that not all training needs to take place in a traditional classroom setting—asynchronous learning can be a great way to share foundational knowledge that all learners need to have.

Coaching tailors the training

If training is step one, then coaching is step two. After the initial knowledge transfer is complete, coaching helps learners improve their skills and evolve beyond the ‘OK plateau.’ During and after training, a coach can help reinforce key points and leverage their experience to give personalized guidance to learners.

This individualized and ongoing reinforcement is the best way to achieve sustainable, positive behavior change—a hallmark of effective learning.

Learning goes beyond coaching and training

Coaching and training are both effective learning strategies, but it’s important to remember that learning is about the why. It’s not enough to simply host a training session and make a coach available.

Take the time to think through your learning goals, get to know your learner audience, and identify the right learning elements for your content.

Effective learning aims to empower and inspire real, meaningful, long-term change in the behaviors, attitudes, and beliefs of learners. That’s how we grow our learners and ultimately, how organizations reach their fullest potential.