The Digital Adoption Show | Upskilling the Future Digital Workforce

This episode features experienced Whatfix professionals from diverse backgrounds and departments, who talk about their perception of the ever elusive term ‘digital adoption’. A deeper understanding of how various departments within an organization, namely- HR, Product Marketing, Business Development (sales) can utilize Digital Adoption Platforms to their maximum potential and what their adoption curves have been like.

• Dharshan Chandran, a product marketer who has helped take early-stage enterprise SaaS products to market in various industries sheds some light on ‘userization’. Enlightening comparisons are drawn between personalisation, customisation and userization. He also talks about digital adoption platforms and how they can be best used in the ‘Product Marketing’ department.
• Arpita Haran talks about technology innovation and how her team of HRs has adapted to DAP. Along with that, she also explains her personal digital adoption story. She speaks with immense experience when she discusses how DAP has helped her ease out onboarding journeys of new folks, managing employee performances and conducting career conversations with her colleagues.
• Nabras Mohammed, a BD lead at Whatfix gives our listeners a sales expert’s point of view on the many ways in which digital adoption has enhanced his productivity. DAP has helped him get ahead of his competitors and not miss out on any opportunities. He talks about the importance of prospecting tools and competitor tools in the sales function.
• We delve deeper into the concept of Userization, where userization is about making software applications more human friendly. Software applications have come a long way, but users still need help to use them effectively. The goal of userization is to make software applications work for every user, the way they need it.

By introducing the "DAP UPSKILL" mini-series, we aim to provide our audience with a comprehensive and insightful learning journey, equipping them with the knowledge and skills to navigate the digital landscape confidently and embrace digital adoption to its fullest potential.

Thank you for listening "The Digital Adoption Show." We hope you found this episode and the entire series informative and engaging. Stay tuned for more exciting content as we continue to explore the future of work in the digital era. Your support and viewership are greatly appreciated! Keep learning, keep growing, and stay digitally empowered. Thank you, and see you in the next episode!

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Colin explains all about personas and their significance

• Personas are semi-fictional representations of groups of users or people who share different viewpoints, perspectives, pain points, and challenges related to a specific use case or scenario. 
• They provide value by offering insights into the experience and perspective of individuals, allowing businesses to understand their needs and tailor solutions accordingly. 
• Personas are especially relevant in the context of employee experience and HR functions, as they help identify and address challenges from an employee's perspective.
• Additionally, personas are used in marketing to target specific products or markets by creating bio personas to find the right audience.

Colin’s take on how employee personas can enhance the employee experience

• Employee personas can enhance the employee experience by providing a human element and understanding the experiential impact of new tools and products in the workplace.
• They help in developing a customer-centric mindset and building empathy towards end users and customers. By focusing on the employee journey, from onboarding to offboarding, personas enable organizations to better understand the needs, preferences, and challenges of employees, thereby allowing for tailored solutions and improved overall experience.

An employee personas relation to digital transformation and employee experience

• Employee personas are used in digital transformation and employee experience strategies to incorporate real-world feedback and data from employees. 
• By considering employees as customers, organizations can design products and services that meet their expectations and needs.
•  This approach ensures that the pace of digital transformation aligns with employees' software adoption and supports their evolving requirements. It creates a circular motion where employee personas inform digital transformation efforts, which in turn enhance the employee experience.

Colin gives an example of how employer personas have been applied in a real-world scenario

• One notable example is a client in the education sector that embraced design thinking and co-creation principles to develop personas. They were facing the challenge of managing multiple solutions on different timelines and product development cycles while ensuring sustained stakeholder buy-in and value realization. 
• The personas were instrumental in extending the longevity of products and facilitating smooth transitions between them.
•  By considering training, education, user engagement, and buy-in, the personas aided in effectively managing expectations and driving value throughout the technology implementation process.

The key points from the discussion on employer personas and HR digital transformation

There are three key takeaways from this discussion. 

• Firstly, it is crucial to involve people early in the HR digital transformation process to secure future engagement and create alignment. 
• Secondly, organizations should consider the impact of new tools or digital services on the employee experience to ensure they add value and minimize frustration or disengagement. 
• Lastly, it is important to set the right pace for digital transformation and not get distracted by chasing the latest trends, but instead, focus on keeping the human element at the center of the transformation efforts.

Colin Rankin

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About Maiken Blok

Maiken Blok is a  Senior Manager, Technical Documentation, at BK Medical. She holds a master’s degree in Technical Communication and Localisation from the University of Strasbourg, France, and the TCTrainNet certification.

Both as a mentor for tech com students and as part of her commitment to  Danmark as President, she aspires to spread the word about our profession and motivate even more people to join the field of technical communication.

The use of documentation in the digital adoption space and how it plays a vital role in improving user experience and software adoption?

• Maiken explains that documentation serves as a safety net for users in the digital adoption space, providing guidance and support when they face challenges. It helps users navigate products effectively and enhances the user adoption process.
• Documentation is particularly crucial for legal compliance and ensures a smoother user experience, acting as a backup when users encounter difficulties.
• A software company, Maiken worked for, implemented a digital adoption platform that included step-by-step guides. These guides significantly reduced the number of support tickets, allowing our customer success team to focus on more valuable tasks. They saw a remarkable 40% decrease in support tickets, as users could easily learn how to perform tasks like creating projects or tracking time through the guides. This freed up time for proactive customer service, leading to improved customer relations and higher customer retention rates.

Geographical and cultural differences impact documentation practices

• Cultural differences have a significant impact on documentation practices. Our cultural backgrounds shape how we perceive and interact with information. 
• Factors such as communication style, values, individualism versus collectivism, and even color symbolism can affect the documentation. 
• It is an area that is sometimes overlooked but can greatly influence user understanding and satisfaction.

How workflow design methodologies transform the way we work on user-focused content

• Maiken explains that to truly transform the way we work on user-focused content, it is essential to understand the user's perspective. This involves immersing ourselves in their role, environment, and cultural context. By knowing what drives the user and their specific needs, we can tailor the documentation accordingly. 
• Consider different formats such as written descriptions, videos, or in-app guides, taking into account factors like user stress levels and available time. 
• User testing is crucial in content creation to ensure that the documentation works effectively for users. It helps identify any areas where users may get stuck or encounter issues, such as a broken in-app guide. By testing with different users and environments, we can improve the documentation and provide users with a more successful experience in completing their tasks.

How do the skill set and methodologies of team members impact user-focused documentation?

• The skill set and methodologies of team members play a vital role in user-focused documentation. When working in a team, the collective knowledge and skills of the team members can be leveraged to create better documentation. 
• A diverse team with different perspectives and nationalities can bring valuable insights and knowledge to content creation. Additionally, a team provides support and backup in case of unexpected events, ensuring continuity and the ability to assist users in different areas, such as support.

Measurement of success at each stage of a roadmap for change, including before, during, and after the change

Measuring success at each stage of a roadmap for change is important to evaluate the effectiveness of the documentation. Before the change, it is helpful to identify existing issues and understand the users' needs. During the change, metrics can be used to track the progress and adoption of the new documentation. After the change, feedback and user testing play a crucial role in measuring the success of the documentation. Here are a few ways to measure success:

1. In-app guidance: Track user engagement with the in-app guidance and analyze their progression through the steps. Identify where users encounter difficulties or drop off, and assess if they still achieve the desired goals despite not completing the entire guide.
2. A/B testing: Conduct A/B tests to compare different approaches and measure which option is more successful in helping users accomplish their tasks. Implement the most effective approach based on the results.
3. Online help analytics: Utilize analytics tools to measure various aspects of online help, such as visitor numbers, page engagement, time spent on pages, and navigation patterns. These metrics can provide insights into how users interact with the documentation and whether they are finding the information they need.
4. Search performance: Evaluate the effectiveness of the search functionality within the online help. Monitor the search queries, assess if users are finding relevant results, and identify any gaps in the documentation that may require improvement.

By collecting and analyzing these metrics, teams can gain valuable insights into the success of the documentation and make data-driven decisions to optimize the user experience.

Importance of digital adoption solutions and how they influence people's perceptions

• Digital adoption solutions are crucial in today's digitalized world, where we conduct most of our activities online. They simplify processes and enhance the user experience, allowing individuals to navigate and adopt new technologies easily.
• By utilizing digital adoption solutions, businesses can streamline user onboarding and improve customer experiences, giving them a competitive advantage. Implementing these solutions may require multiple iterations, but listening to user feedback and incorporating it into product improvements positively influences people's perceptions.
• By prioritizing customer satisfaction, businesses can build a strong brand, generate customer loyalty, and ultimately drive growth. 
• Additionally, digital adoption solutions provide valuable insights into user behavior, allowing content creators to optimize the user experience based on data-driven decisions. 
• Engaging in direct dialogue with users and actively addressing their feedback helps businesses cultivate a community of ambassadors who can positively impact their reputation and attract new customers.

User Feedback’s Impact on software development and customer satisfaction 

• User feedback plays a significant role in software development as it helps improve the development cycle and documentation. By listening to user suggestions and implementing changes based on their feedback, businesses can enhance customer satisfaction and meet users' specific needs.
• Listening to user feedback and implementing improvements based on their needs and preferences leads to happier users. Happy users contribute to a better world by providing positive word-of-mouth recommendations, fostering customer loyalty, and ultimately driving business success.
   

Importance of providing precise and easily accessible help to users

In today's fast-paced world, time is valuable, and users often have limited time to search for help or guidance. By offering precise and easily accessible help resources in one central location, businesses can save users' time and improve their overall experience with the product.

Maiken Blok

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1. Antoine’s take on skill-based development

• Antoine Brossard explains that skill-based development is a talent management approach that focuses on developing employees' skills, rather than their job titles.
• This approach breaks down traditional job descriptions into specific skills, which can then be used to match employees with the right opportunities.
• Skill-based development can help organizations stay ahead of the curve in a rapidly changing world, by ensuring that their employees have the skills they need to succeed.

2. Organizations’ belief in the concept of skill-based development

The level of commitment to skill-based development varies from organization to organization, Antoine explained. Some organizations are fully committed to the concept, while others are still in the early stages of implementation. However, the trend is toward greater adoption of skill-based development, as organizations recognize the benefits it can offer.

Overall, skill-based development is a valuable talent management approach that can help organizations to stay ahead of the curve in a rapidly changing world. 

However, it is important to be aware of the challenges involved in implementing skill-based development and to have a clear plan in place to address them.

3. Examples of industries where skill-based development is being used

Skill-based development is applicable to all industries. In fact, it is becoming increasingly important in today's rapidly changing world. As jobs become more complex and technology changes, employees need to be able to adapt and learn new skills. 

• The healthcare industry is constantly evolving, with new technologies and treatments being developed all the time. Skill-based development can help healthcare organizations ensure that their employees have the skills they need to provide the best possible care to their patients.
• The manufacturing industry is also undergoing a major transformation, with automation and robotics becoming increasingly common. Skill-based development can help manufacturing organizations retrain their employees for new roles and to stay ahead of the competition.
• The technology industry is constantly changing, with new products and services being launched all the time. Skill-based development can help technology organizations to attract and retain top talent, and to ensure that their employees have the skills they need to develop new products and services.

4. Challenges of implementing skill-based development

There are a few challenges that organizations may face when implementing skill-based development. These include:

• Defining the skills: The first challenge is to define the skills that are needed for each role. This can be a complex task, as it requires an understanding of the current and future needs of the organization.
• Assessing employee skills: Once the skills have been defined, the next challenge is to assess the skills of each employee. This can be done through a variety of methods, such as interviews, tests, and performance reviews.
• Developing training programs: Once the skills of each employee have been assessed, the next challenge is to develop training programs to help employees develop the skills they need. These programs can be delivered in a variety of ways, such as in-person training, online training, and on-the-job training.
• Changing the culture: One of the biggest challenges of implementing skill-based development is changing the culture of the organization. This requires a shift from a focus on job titles to a focus on skills. Employees need to be encouraged to take on new challenges and to learn new skills.

5. Four principles for implementing skill-based development:

1. Talk about skills, not roles: In every single conversation, in every single document, in every single process of technology, as much as possible, talk about skills. Not roles, and not only talk about it but use skills at key decision-making moments.
2. Embed skills in all the processes: In learning and development, in leadership development, in rewards mechanisms, and of course performance management solutions.
3. Ensure shared accountability across the organization: If you have a workforce or a leadership team who thinks that skill-based transformation is an HR thing or deliverable, something else is needed. It requires very good advocacy, but also capability.
4. Start gathering dynamic skills information: Use a good enough list of skills, which is helping you right now, and then revise it over time because of technology and AI.

6. AI’s Role in skill-based development

AI has the potential to play a significant role in skill-based development. By automating some of the tasks involved in skill development, AI can help to make it more efficient and effective. This can lead to improved career opportunities, job performance, and job satisfaction for employees.

• Identifying skills: AI can be used to identify the skills that are needed for different jobs. This information can be used to help employees develop the skills they need to succeed in their careers.
• Providing training: AI can be used to provide training on the skills that employees need. This training can be delivered in a variety of formats, including online courses, video tutorials, and simulations.
• Assessment: AI can be used to assess employees' skills. This information can be used to help employees identify areas where they need to improve and to track their progress over time.
• Recommendations: AI can be used to recommend training and development opportunities to employees. This information can help employees make informed decisions about how to develop their skills.

7. Benefits of skill-based development for employees

Skill-based development can provide a number of benefits for employees, including:

• Increased career opportunities: Skill-based development can help employees develop the skills they need to advance their careers. This can lead to new job opportunities, higher salaries, and greater job satisfaction.
• Improved job performance: Employees who are skilled in the tasks required for their jobs are more likely to perform their jobs well. This can lead to increased productivity, improved customer service, and reduced errors.
• Increased job satisfaction: Employees who are able to develop their skills and grow in their careers are more likely to be satisfied with their jobs. This can lead to increased motivation, decreased turnover, and a more positive work environment.

Antoine Brossard LinkedIn

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This episode of The Digital Adoption Show features Ger Driesen, Learning Innovation Leader at  NewSpring. He has over 30+ years of experience in L&D. He also has been partially self-employed as a leadership and skills trainer for 20 years.

He is a big advocate of the JTBD approach and its relevance in the L&D space. 

Ger Driesen’s journey as an L&D professional and the organizations he has worked with so far.

• Ger has 30 years of experience in the field of L&D. 
• He currently works for NewSpring, a blended learning platform, as a learning innovation leader for six and a half years.
• He also has been partially self-employed as a leadership and skills trainer for 20 years.
• He started his career at a Dutch technical company and moved to Fuji Photo Film as a training manager for the Dutch branch of the Japanese company. He has been in the L&D field his whole career and hopes to continue for many more years.

Ger’s take on the evolution of L&D - the emergence of new tools, tricks, and shortcuts.

• Ger believes that every time something new innovations, give new opportunities to make learning and work more productive and easy. 
• He started his career when PCs were brought into the workplace, and his work as an internal training consultant had to do with organizing and facilitating all kinds of PC software training.
•  From that time to now, he says that the pace of everything has increased. He emphasized that the way we use technology determines whether it's good or bad and thinks it's essential to have a balance between the positive and negative aspects of technology.

The JTBD approach its  relevance from a professional perspective

• The JTBD (Jobs To Be Done) approach, as Ger explains, originates from marketing and innovation literature, but it is a focused empathy approach. 
• It starts with understanding what people are trying to achieve in their life, and what the gains and pains are that they experience in that endeavor. By using empathy to design solutions that optimize the gains and minimize the pains, the approach can be highly relevant from a professional perspective.
• He shares the example of a milkshake study conducted by Clayton Christensen, where the marketing department tried to improve milkshake sales by asking customers about their preferences. However, when they analyzed why people bought milkshakes, they found that commuters wanted something to entertain them during their dull commute and to prevent hunger until lunchtime. By understanding this job to be done, the company made the straws thinner, which lasted even longer, and sales increased.
•  This approach can also be applied to learning and marketing, as it involves identifying the problem and finding a solution based on empathy with the customer's needs.

Different types of Jobs-to-be-Done (JTBD) approaches.

There are four types of JTBD approaches. 

• The first one is called functional jobs to be done, which relates to the tasks or job that people want to accomplish. 
• The second type is emotional jobs to be done, which refers to how a person is feeling or feels during or after completing the functional job.
•  The third type is social jobs to be done, which is more about status and how people perceive the person doing the job. 
• Finally, the fourth type is consumption chain jobs to be done, which has more to do with how easy or hard it is to have access to the solution. 
• These types of JTBD approaches are relevant to different kinds of personas based on the job that they have to do.

Hacks for designers to focus on empathy in learning experience design

• According to Ger, the first hack is to never look at the person, not connected to a job that they want to accomplish, but always connected to the job that they are trying to accomplish. 
• The second hack is to keep in mind the emotional and social aspects of trying to get a job done. 
• Additionally, doing interviews to really understand what people are trying to accomplish is very important. Ger also recommends using the word "exactly" in open-ended questions to open up a different level of answers.

Building a better relationship with technology and employees with a focus on the JTBD approach

The key, Ger explains, is to take into account the emotional and social components attached to introducing new technology or adopting technology. If we have a clear eye on these components, it would be helpful for digital adoption. Combining digital adoption with the jobs-to-be-done approach, focusing on the functional jobs and emotional and social aspects, would be a fruitful combination for building stronger relationships.

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Tamanna  7:45 

Why did Carrie choose to be an L&D leader?

Carrie Berg:   7:59 

-   Carrie uses an analogy of an eight-lane highway to describe her experience in L&D. She compares sales training to a two-lane highway, which can feel repetitive, whereas L&D offers a variety of lanes to drive down, such as onboarding, leadership development, mentoring, innovation, storytelling, and compliance.

-   Although the focus on establishing a learning culture and developing employees remains constant, as an L&D leader, she enjoys the flexibility to approach these goals in different ways. Despite obstacles along the way, Carrie finds the journey exciting and fulfilling as she helps others grow in their careers and personal development.

Tamanna  9:21 

Carrie’s thoughts on why employees fail to understand the correlation between personal growth and professional growth.

Carrie Berg  9:54 

-   While people may behave differently in their personal and professional lives, their core values and beliefs remain the same.

-   Personal growth is linked to professional growth as people generally want to improve themselves in both areas

-   There are many tools available to help individuals become more organized, complete projects, and develop themselves.

-   Every moment is a learning opportunity, and one can learn from watching how people interact in different situations, including at work and in daily life.

-   Personal and professional growth can be interconnected, and what matters is how one translates those learnings into action.

-   Self-awareness is a crucial aspect of personal and professional growth, where individuals need to identify their strengths and weaknesses, understand how their behavior is perceived, and work towards changing it to achieve their goals. For example, if someone wants to grow their sales, they need to assess their sales skills, understand how their approach is perceived by customers, and make necessary changes to achieve better results.

Tamanna  11:53 

Carrie’s take on how learning at work makes for great leaders.

Carrie Berg  12:36 

-   People can evolve their emotional intelligence and their ability to connect with others. She believes that acknowledging that everyone has emotions and feels differently allows leaders to grow and become better.

-   She used the example of people having different attitudes towards cars, where some keep their car spotless while others do not care about its cleanliness, but both methods serve the purpose of transportation.

-   Leaders who appreciate and validate different perspectives and attitudes can learn from others and grow. It is crucial for employees to understand that everyone is unique, and their views and feelings should be appreciated and respected.

Tamanna  15:07 

Carrie’s opinion on the role of technology in leadership growth and evolving from peers, specifically in terms of digital transformation, digital adoption, software adoption, and learning in the flow of work and ways in which people can incorporate technology learning into their daily lives.

Carrie Berg 15:42 

-   Learning through technology is critical for personal growth and professional development.

-   Using technology, such as browsing the internet or using software, is a form of learning. Individuals should be open to technology and use it to make their work easier and more efficient.

-   People should invest time in finding efficiencies by automating manual tasks. People should have a learner-thinking mindset and always try to find ways to make things easier for themselves through technology.

-   Learning in the flow of work is essential and encourages people to look up and learn about new technology when they encounter something unfamiliar.

Tamanna  18:40 

Carrie’s views on how companies can contribute to an employee’s personal growth.

Carrie Berg  19:07 

-   Employee is responsible for their own career growth and should not rely solely on their company to provide all the resources needed.

-   It's important for employees to take the initiative to find out what programs and tools are available to them and actively engage and learn more.

-   Many employees are not aware of their company's learning and development teams and the programs they offer, despite the efforts made to communicate with them through emails and intranet postings. Therefore, it's crucial for employees to take advantage of any resources available to them and seek feedback from others on their work and performance.

-   It is important to adapt to communication styles and receive feedback to succeed in moving up within the company. In her analogy, every employee is driving their car on an eight-lane highway and has the power to speed up, slow down, change lanes, and take control of their career growth without waiting for their company to provide everything for them.

Tamanna  21:22 

Carrie’s personal motto of success.

Carrie Berg 22:40 

Besides the work hard and being nice to people message, she believes in leaving people with a positive impression and learning from every interaction she has. She is of the opinion that adopting such a mindset will enable her to continually improve and become a more empathetic person.

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Here are the top trends, tools and techniques for L&D programs shared by the Top L&D Leaders:

Marco Dondi is the Future of Work Expert, and Associate Partner, at McKinsey & Company. He is the Author of ‘Outgrowing Capitalism’- Strategy consultant in economics, banking, labour and education.

Ross Stevenson is Head Of Learning at Trainline and Founder of Steal These Thoughts! 

Simon Gibson is the Group Head of Learning & Development at Marks and Spencer. He is a modern, international, adaptable and experienced Executive level People Leader/Chief Learning Officer. 

We hope you found the information helpful and we look forward to having you join us for our next episode. Don’t forget to subscribe to our Podcast Channel. Happy Podcasting….

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Her career began in retail, starting with a job at a toy store at the age of 16. Despite being aware of the difficulties of working during the holiday season, she took the opportunity and had a great experience. She was introduced to sales and worked her way up in the retail industry for about 10 years before switching to the wireless sales industry at T-Mobile. The switch was encouraged by her husband, despite not being a tech-savvy person. Being a woman in tech has been a fulfilling experience, keeping her on the cutting edge of innovation. Her interest in well-prepared, trained, and informed teams led her to enter the field of learning and development. Although it was not her original plan, she has been in L&D for over five years and has a newfound appreciation for the importance of training in business. 

What steps do you take to ensure that sales training is effective across different geographies and cultures?

As the head of the new hire programming team at GoDaddy, she was responsible for supporting the company's global training program. The team was focused on delivering effective training content and ensuring that the learners are prepared to interact with customers through various channels. The learners were considered the top priority as they played a crucial role in serving the entrepreneurs using GoDaddy's products. Her team put significant effort into building training programs that integrate systems and concepts and focused on building muscle memory through roleplay and practice sessions with trainers. The training programs were designed to address fundamental human behaviors, such as empathy and problem-solving, and build trust with the customers. The goal was to solve problems and earn the right to suggest additional options through the law of reciprocity.

What is your approach to measuring the ROI of non-revenue generating roles?

Measuring the impact of training programs can be challenging for stakeholders. To address this, a strong needs analysis is often conducted to establish a baseline and understand the desired outcome. For instance, in the case of a system implementation, the focus is typically on improving efficiency, reducing costs, and saving time. To measure these outcomes, metrics such as task completion time, the number of failure points and the influence of training on the results can be tracked. The baseline is established prior to the system rollout, and evaluations are conducted 30, 60, and 90 days after implementation to compare it to the baseline and determine any shifts in results. Usually, a significant improvement is seen in the 60-day evaluation as users become more familiar with the tool, and by the 90-day evaluation, the tool becomes second nature for them.

Can you tell me about a time when you transformed your training and reduced 70% of your support tickets? How did that impact the business outcome?

At the start of the pandemic in 2020, GoDaddy, like many other companies, faced challenges with transitioning to remote work. The strain on the training, IT, and systems teams was due to difficulties in setting up work-from-home equipment for new hires. To address this issue, the company created a PowerPoint guide and day-one videos to assist with the setup process. These videos were designed to be more engaging and entertaining than a traditional instruction manual. After testing with a few new hires, it was found that the videos reduced IT help desk tickets on day one by 70%. 

Should L&D be considered a part of business processes and streamlined along with other business processes?

The team responsible for learning and development (L&D) is often recognized for its integration with various other resource teams within a company. While the project management team (PMO) focuses on completing and keeping track of major projects, L&D has to work closely with teams such as recruiting, HR, marketing, product, and operations. This central role of L&D in multiple initiatives within an organization highlights the need for its integration into business processes. If considered part of the business process, gaps in training can be identified earlier, and cost estimates for delivering training can be more accurately determined. Stakeholders may overlook the cost of training, but if it were part of the business process, its cost would be more transparent. As a result, L&D should be considered a crucial component of business processes.

Do you have a mantra in mind that you'd like to share with our audience?

The head of the new hire programming team at GoDaddy is responsible for the integration of micro-learning into their training programs. They believe that the short video format, commonly seen on platforms like TikTok, can be applied to training to make it more engaging and accessible. The team has set their goal for 2023 as "bringing training into the home," aiming to create a virtual training environment that feels like a real classroom, promoting confidence, competence, and camaraderie among learners. They are currently in the process of planning and developing ways to achieve this objective in the hybrid environment of both in-person and virtual training.

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Richard’s story of bringing  DAP to Sentry and how the organization adopted to learning in the flow of work.

• The Sentry story of implementing a digital adoption platform (DAP) revolved around their claims application. The goal was to minimize the disruption to the call centre's workflow and customer responses by minimizing the amount of formal learning that took associates away from their desks. 
• The strategy was successful and had a positive return on investment, reducing the time needed for new hires to be fully trained. The implementation of the DAP also coincidentally prepared the company for the shift to remote work during the pandemic. The implementation of a digital adoption platform (DAP) reinforced the Richard's belief in informal learning, also known as "learning in the flow of work." 
• Initially, there were questions and apprehension from senior stakeholders, but the Richard was able to work through these concerns and show the benefits of a good DAP. The DAP was able to provide the right content at the right time, helping users in their workflow. 
• Richard also had to overcome a previous attempt at implementing a DAP at the company, which had not been successful. Richard used a structured template for introducing the DAP to different stakeholders, including Frontline Management and associates. To make the introduction fun, the speaker created online scavenger hunts and contests to encourage engagement with the DAP.

What are the aspects of learning that have stayed constant throughout your career? 

• The core aspects of learning include practice, repetition, reflection, and feedback. A DAP allows for a more intentional design of learning assets and can shrink learning intervals. \
• Additionally, a DAP can strengthen new user confidence once they have completed formal training, and it is difficult to measure but it has been beyond measure in Richard's experience.

What are some problems that organizations need to address in L&D?

• He believes that the L&D profession needs to focus on leveraging data and analytics to gain insight into people's performance and build better learning experiences. 
• Additionally, Richard suggests that L&D teams should focus on democratizing learning by having associates participate in delivering, sharing, and coaching. This can help to build a learning culture, where associates feel more connected to the learning process. 
• He also mentions that they have successfully built adjunct faculty teams at previous organizations to help deliver training and leadership skills among associates.

How do you measure the ROI of a business from the L&D perspective?

• He believes that the true return on investment (ROI) from a Digital Adoption Platform (DAP) is seen in the savings from a particular initiative, cites an example from their time at Century, where they used an online resource and coaching sessions to train sales associates, resulting in a savings of nearly $300,000.
• He also mentions that at Century, they were able to go remote with their claims learning due to the use of Whatfix, which resulted in additional cost savings, he also mentions that the numbers have been published on some websites in Whatfix, which is a DAP platform.

Subscribe to The Digital Adoption Show:
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We're excited to announce the launch of season 3 of The Digital Adoption Show Podcast by Whatfix! This season, experience the world of organizational change with some of the leading minds from learning and development, HR, Change Management, Digital Transformation and much more.

In this episode, we will be sharing 5 secrets to elevate your L&D programs and deliver exceptional learner experiences. We will share proven strategies and best practices for creating meaningful and impactful learning experiences for your learners.

Additionally, we will discuss the importance of measuring the success of your L&D programs and the role of technology in enhancing the learning experience.

Stay tuned for more such valuable insights and innovative hacks around L&D and subscribe to The Digital Adoption Show Podcast by Whatfix.

Subscribe to The Digital Adoption Show:
Spotify: https://spoti.fi/3W7uoul
Apple: https://apple.co/4cD0Ewo
Website: https://bit.ly/3XWXtew