Anatomy of a Modern Learning System

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INTRODUCTION

The landscape of the corporate training industry is changing, thanks to evolving learner expectations and technologies. It’s vital that learning and development (L&D) adapts to address these changes. By considering the modern learning organization as a system, rather than a series of events, L&D can develop the flexibility it needs to capitalize on data and fully realize its potential to impact business performance.

Why is this perspective useful? The challenges facing today’s training functions are often systemic. Problems usually aren’t isolated to one course or one platform, and even if they are, the impacts are seldom isolated. Similarly, learners don’t approach training with a “clean slate,” instead, they bring their past experiences with them, shaping their expectations and motivation to engage in training. Training doesn’t happen in a vacuum

and training effectiveness is heavily influenced by the perceptions and efforts of both the learners and the training professionals who administer the programs.

To address today’s challenges, we must shift our mindset from viewing training as a onetime, isolated event to viewing training as a system. Our research has found that training consistency is one of the most frequently encountered challenges facing L&D. In our global environment, ensuring that employees receive comparable training experiences in different locations, online or in person, is both challenging and imperative. The abundance of information available on the internet adds to this challenge, making it more important than ever to make sure that learners have access to the right content. Similarly, as new technologies and learning modalities enter the workplace, providing an excellent learner experience across modalities is a critical challenge. The modern learning system discussed in the pages that follow encompass the factors driving the need for training, including traditional and new forms of training, learner choice, learning paths, delivery systems and the growing importance of data and measurement.

With global investments at an alltime high (up approximately $100B from a decade ago and rising) and a constantly shifting array of tools and tactics to improve the acquisition and refinement of employees’ knowledge and skills, the importance of cultivating an effective, data-driven training function cannot be overstated. Over the past several years, changes in the training market mean that training organizations often must do more with less and adapt quickly to uncertainty while ensuring return on investment (ROI). The learning organization must modernize to stay relevant and address the challenges faced by learning leaders. Training Industry research has identified a number of key features of the modern learning system that incorporate innovations and trends in order to address the changing market and contemporary learning preferences. Over the course of this report, we’ll describe the components of the modern learning system and discuss how this approach allows organizations to take a proactive, forward-looking stance on employee learning and performance.

We must shift our mindset from viewing training as a one-time, isolated event to viewing training as a system.”

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THE MODERN LEARNING SYSTEM:

WHAT IS IT?

The modern learning system combines interrelated data, processes and resources to create a system of interdependencies that work together, adapting to changing business needs (Figure 1). These interdependencies include multilevel dynamics driven by the organization, training professionals, technological advances and the learners themselves. As time goes on, this system allows organizations to combine data that otherwise works independently and brings it together to allow training practices to adapt to business needs.

The Modern Learning System

Triggers: Any factor that drives the need or perception of the need for training. L&D professionals must determine which triggers warrant response, both proactively and reactively.

Content inflow: Content inflow is just that: content. But it’s not as simple as having it – content needs to be job relevant, accessible and contribute to the broader learning goals of the organization.

Delivery systems: The technologies and modalities that permit learners access to learning content. These systems often, but not always, support and feed into other pieces of the system such as learning paths and assessments.

Learner choice: Represents learners’ preference for various training modalities and methods of acquiring new knowledge and skills. L&D can capitalize on this variability by offering learners different means through which they can achieve the same learning outcomes.

Learning paths: Comprehensive maps of training experiences designed to efficiently and effectively direct a learner through knowledge and skill acquisition.

Assessments: The systems in place for deliberate collection of data used to evaluate modern learning system functioning and make informed decisions.

Data: Intelligence gathered through a variety of sources, including but not limited to assessments. Data is used to inform all aspects of the modern learning system.

For context, the modern learning system can be compared to a road trip. The triggers are what prompts two friends to go on the trip, such as having time off work or celebrating a birthday. Performance goals are the destination, such as getting to the mountains. Learner modality preferences are the type of car they want to take, and learning paths are the GPS that guides them there. Data is used for rerouting to avoid traffic jams and accidents, so they don’t miss any time in the sun. If one of these things fail, the whole trip might be ruined. Similarly, an organization’s training practices must contend with the intersections and interactions of all the pieces of the system to deliver a “best-in-class” learning experience.

UNDERSTANDING THE MODERN LEARNING SYSTEM

DATA AND TRIGGERS

What drives the need for training?

Data serves as both a driver and an output of the modern learning system, informing what goes into the system and providing support to the main output – performance. Accordingly, data is the prerequisite for triggers to act as instigators of training programs, which can include any type of training (e.g., formal programs, informal/social learning, coaching, etc.). As data flows in and out of the system, the system is continuously looking for triggers that indicate the need, or perceived need, for training.

As mentioned previously, some triggers are proactive (e.g., planning for promotions), and some are reactive (e.g., lagging employee metrics). Triggers need to be validated and supported by data, and the L&D professional can provide value to the organization by identifying the right triggers that truly indicate a need for training. Based on Training Industry research, triggers can include:

An influx of new hires to the organization.

New products and services or systems rollouts.

Performance gaps.

The anticipated need for continuing education.

Low employee engagement.

Feedback from customers.

Feedback from vendors/partners.

Information from customer service managers.

Mandates from executives or compliance/ regulatory bodies.

The modern learning system enables an organization to take both approaches: fighting the current fires that flare up as well as pre-empting any piles of kindling waiting for a spark.

It is important to consider the origin and timing of triggers. Often, organizations wait until there’s a tipping point or a problem emerges that needs to be addressed through training. This reactive approach risks serving as a Band-aid, or a temporary solution, to a larger problem. A proactive approach, where data is used to anticipate new or returning triggers, can facilitate training experiences that appear to be one step ahead of what the organization needs. Realistically, however, no organization

can be entirely proactive – but the point is that the modern learning system enables an organization to take both approaches: fighting the current fires that flare up as well as pre-empting any piles of kindling waiting for a spark. Accordingly, this is why we position data as a driver and an output, as the same data helping to identify new triggers often serves as the indicator of success in addressing learning challenges.

CONTENT INFLOW

What do we need employees to know?

Impactful learning content depends on the role, goal and the “why.” When designing a program, it is imperative to ask questions to uncover the why. Why do my employees need this knowledge skill? Why will this program serve employees development and success?

As mentioned previously, L&D functions face an array of major challenges in today’s work environments. Of these, one of the most frequently encountered challenges related to content is relevance. In today’s hybrid workplace, employees often work and are trained from a

variety of locations, which may shape the form and function of their job tasks, so content needs to be inclusive of these different needs. Ensuring that employees receive comparable training experiences based on their level of knowledge and skill is imperative. The abundance of information available on the internet adds to this challenge, making it more important than ever to make sure that the content learners’ access is relevant to their job roles. Compounding this hurdle is the need to keep pace with changes in the business environment that may impact the employee experience, such has shifting company goals and objectives. Therefore, leaders of the modern learning system must prioritize content to meet this challenge and ensure learners are well equipped with relevant knowledge and skills. Where does the content come from? It can be created internally by the L&D function with the help of subject matter experts, curated from available sources and vendors or created through the engagement of a third-party provider. The origin of the content, however, is not more important than its relevance.

Impactful learning content depends on the role, goal and the “why.”

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DELIVERY SYSTEMS

How do we provide training?

Organizations are searching for more modern training delivery methods in order to maximize both their content and content retention by incorporating various delivery systems. Learning paths utilize multiple modalities and delivery mechanisms, which are typically not used in isolation; rather, these methods make up a larger training delivery system (see Figure 2). The modern learning system enables learning leaders to provide a variety of delivery methods to accommodate a variety of learners.

Delivery

and Technologies

Figure 2.

Methods

A well-designed delivery strategy blends formal, informal and social learning. Below are definitions of the three types of training.

FORMAL TRAINING

Formal training refers to a type of learning program in which the goals and objectives are defined by the training department, instructional designer and/or instructor.

INFORMAL TRAINING

Informal training refers to learning that occurs away from a structured, formal classroom environment. Informal learning comes in many forms, including viewing videos, self-study, reading articles, performance support, coaching sessions and games.

SOCIAL LEARNING

Social learning is a form of synchronous or asynchronous online training that occurs in a social setting, such as through social media or social learning platforms, where users can interact, collaborate and communicate on the learning topic.

Formal training is the foundation to build upon informal and social learning, reinforcing what is taught in formal training. Formal training should be designed to facilitate social sharing and onthe-job application to maximize learning. It is important to note that all three of these traditional forms are essential to an effective, holistic training program.

ASSESSMENTS

How are we evaluating learning?

Upskilling and reskilling employees is a key focus area for many organizations. However, without knowing what skills your team is missing, training will be highly inefficient and, in many cases, unnecessary. Identifying the skills employees already have in their toolbox is the first step to measuring proficiency and closing skills gaps. Learning leaders can successfully measure training by incorporating various evaluation methods. For some organizations, success may look like happy customers with excellent feedback or the number of closings in a given year. Metrics can be qualitative, quantitative or both, depending on the best fit for you and your team. Evaluation methods can include the Kirkpatrick’s four levels of evaluation or modern metrics that move beyond these classic levels.

The emphasis on measurement in the modern learning system helps address several of the top challenges for learning leaders, including training effectiveness and budget restrictions. When learning leaders collect meaningful data, they are better able to evaluate the effectiveness of training programs and utilize that information to create more effective programs. Then, by demonstrating an ROI, it becomes easier to obtain resources for training.

By measuring effectiveness, the modern learning system cycles data through each of its interdependent parts, allowing adaptation as needs change and ensuring training remains a priority in the organization. Data continuously enters and exists the modern learning system, informing programs and allowing learning leaders to evaluate them. The tools used to capture the data can include:

Performance management processes.

Learning management system (LMS).

Survey-based ratings.

Learning record store (LRS).

Purposeful, planned measurement/evaluation.

In-experience activities (such as views and clicks).

30% of learning leaders provide some form of customization in every program.”

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LEARNING PATHS

How are we helping learners succeed?

Learning paths include structured curricula and programs, suggestions, role-based paths, manager-directed instruction, online repositories of curated content and individualized or adapted learning. Paths are designed to direct a learner effectively and efficiently through the skill and knowledge acquisition process and range from generic to customized. Research shows that 30% of learning leaders provide some form of customization in every program, and the decreasing relevance of average class size seems to be heading in the direction of completely individualized training. With technological advances like machine learning, this customization is becoming automated and adapted to individual learners, enabling targeted learning paths that meet the learners where they are and guide them through the learning process.

LEARNER CHOICE

How do employees want to learn?

Repeatedly, Training Industry research has found that learners find some modalities more useful than others. These data provide a pattern that can guide decisions on how to provide training. In fact, understanding learner choices can help address many top challenges learning leaders are facing. It’s important for learning leaders to select the best type of program for the trigger that’s being addressed.

For example, a formal online program may be the best fit for compliancerelated training needs, while training a new hire might require a combination of formal classroom-based onboarding and on-the-job coaching. However, this assumes a “one-size-fits-all” approach to learning, so the task for L&D becomes finding a subset of options that are likely to work.

That said, organizations need to be cautious in how much choice is afforded to learners. Why? Their choices are often based on perceptions, rather than data. When looking at perceived usefulness as compared to use in the last few years, learning formats seen as most desirable by employees include on-thejob training, on-the-job coaching, informal and social learning, performance support tools, simulation and formal coaching. However, it’s not always plausible for learning content to adapt to these methods for reasons of scale, cost or training availability.

Alternatives can be provided within reason, but performance metrics are not the sole marker of the impact of training. Giving employees an array of options for how they prefer to complete training is a great way to boost engagement, morale and knowledge retention. This higherquality learner experience allows employers to track progress and can point out any skills gaps. Clearly, though, this is not an automatic result of an organization simply varying learning offerings, but an effect that needs to be substantiated with data.

The modern learning system takes this idea of choice into account so employees can pick a learning path that is most closely aligned to their desired training experience, and more pathways mean more personalization. The more personalization there is, the better the user experience can be – within the guardrails of what verifiably works for the content at hand. Thus, learner choice plays a prominent role in the modern learning system. The major takeaway for the modern learning system is to continue to use popular and effective modalities. It is important to ensure the quality of the most frequently used modalities to realize their utility in training.

THE ROLE OF LEARNING TECHNOLOGY STACKS

Technology is vital to the modern learning system as these systems are the backbone for administration and other training processes. Due to the shifting needs placed on technology solutions in the L&D world, new innovations and capabilities are introduced constantly. It can be overwhelming for an organization to choose the “right” technology stack, but a stack is determined by the scope, scale and sophistication of the learning enterprise.

Still, what’s common? As seen in Figure 3, the most utilized platforms at the moment are:

Learning management systems

eLearning libraries

Social/collaboration tools

eLearning libraries

Social/collaboration tools

(N = 1,623, 2021)

Figure 3.

Learning Technology Stacks

The technologies most likely to be adopted by these companies in the near future include virtual and augmented reality (29%) and learning experience platforms (27%). In particular, the expansion of experiential learning technologies such as VR allow organizations to create protected training environments for learners to perform tasks that may be physically or emotionally risky.

Most modern learning programs use multiple learning modalities to deliver content, and learners have shown a willingness to adopt and adapt to these richer training options. As new training technologies get used in the workplace, it is critical that organizations provide an excellent learner experience broadly across all modalities being offered. Table 1 shows different technology solutions and examples of providers.

Computer-based operating system used by training organizations to register, track and monitor activity in the training function.

Highly scalable cloud-based systems delivered under a hosted software as a service (SaaS) model.

Software and applications that facilitate the development of eLearning with functions that support creating, editing, reviewing, testing and configuring eLearning.

Functionality of an LMS with focus on the user experience where learners can seamlessly interact with multiple types of learning content and systems in one platform.

Learning systems that have the functionality and features of various learning technologies, including courses, administrator systems and social collaboration.

Repository of on-demand content for corporate and individual learning and development that gets content to the learner.

AI-powered content curation tools that deliver up-todate content with existing learning ecosystem.

Allow learners to gain knowledge and skills through hands-on experience using supportive, immersive technology solutions, such as AR/VR.

Hands-on training labs delivered in a virtual environment.

Administrative Platforms

Learning Experience Platform (LXP) Training

Content Curation Platforms

Experiential Learning Technologies

CASE STUDY ON THE MODERN LEARNING SYSTEM

We all know that training looks different across industries and distinct roles. But how does the modern learning system play into various training offerings? Let’s explore how the training needs of an employee in health care evolve over the employee lifecycle – from onboarding to continuous skill improvement – and how the modern learning system works to support individual development.

Meet Olivia. After making it through the recruiting process, Olivia has been hired as a nursing assistant. On her start date, she eagerly arrives at the hospital to begin the onboarding process. After completing the necessary paperwork, she is escorted to a large room with other new employees to begin her training.

After some brief introductions, the new hires open their laptops and are introduced to a learning management system (LMS), with learning paths curated specifically for onboarding. The LMS enables the company to deliver a consistent onboarding experience for all new employees, sharing the same information and

materials. Further, learners may be able to work in cohorts facilitated by various pieces of learning technology within the broader system, which can deepen their understanding of training material through social learning. Because new employees don’t know what they don’t know, the concept of learner choice is de-emphasized during the onboarding period. While Olivia may not get to choose the content she learns, she is offered a choice in the delivery method for the onboarding materials. For instance, Olivia chooses to watch videos versus eLearning modules to learn how to properly wear personal protective equipment.

As Olivia progresses in her role and becomes a more seasoned employee, the system provides greater liberties to self-select courses to improve her knowledge and skills. Knowledge checks and assessments are used to ensure she is retaining the information and can also help to identify skills gaps and areas for improvement.

As with other health care professions, nursing assistants must take continuing education (CE) each year to maintain licensure. The LMS can send reminders to Olivia to take required courses, as well as provide automated tracking of course completions and documentation for accrediting bodies and compliance programs.

While data is flowing in and out of the modern learning system, there are various triggers indicating it’s time for more training. The triggers are based on feedback from employees on perceived needs, feedback from supervisors or managers, and feedback from patients. One of the highlights of the modern learning system is that the multifaceted system adapts to where the learner is at in the employee lifecycle. Simultaneously, Olivia has the option to fulfill her requirements in ways that fit her schedule, allowing her to choose learning paths that align closely with what she needs. Due to the delivery

system, the triggers can ease the administrative burden on the employee, ensuring they are up to date and ready to work. In short, employees like Olivia present organizations with a problem – training an individual over time whose knowledge and skills will need to grow and evolve in order to meet the needs of the job and the goals of the business. There are many ways to potentially solve that problem and the modern learning system arms learning leaders with a flexible toolkit that offers many potential avenues to a solution.

CONCLUSION

Data coupled with triggers and assessments are the basis for the modern learning system model. Content inflow and delivery systems provide the what and the how that makes it possible for learners to move beyond off-theshelf training and lean into customization. This customization enables learner choice and learning paths, allowing learners to control how they consume the information. And how does an organization keep track of learner activity across all the content, through different delivery systems and learning paths?

Data, which in turn starts new triggers, and the cycle repeats.

Today, employees expect innovation, purpose and value from their training, which is exactly what the modern learning system reflects.

Establishing your desired outcome is the first step in running this well-oiled machine, followed by utilizing assessments to sustain learning. As the pieces of this model come together, you will find a more cohesive and comprehensive training program.

KEY TAKEAWAYS OF THE MODERN LEARNING SYSTEM

The modern learning system represents a system of interrelated processes and components working together to flexibly address training needs.

1 2 4 3

Data plays a key role in ensuring the modern learning system aligns with changes in important conditions and demands.

By adapting to meet both business and learner needs, the modern learning system enables more efficient and effective use of resources to drive organizational performance.

Overall, the modern learning system is structured with the learner in mind, to meet them where they are while also simplifying the work of administration.

Training Industry’s research consistently points to the importance of efficient, well-designed processes in building high-performing training organizations. The modern learning system provides a map upon which these processes should align. As noted earlier, the increasing complexity of the modern organization, combined with lower spending on training, means that both internal training organizations and training providers must be able to leverage technology and data to effectively improve performance. Thinking of training as a system and developing strong processes within that system are key to addressing the common challenges faced by learning leaders and providing the flexibility L&D needs to impact business performance.

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Recommended Citation:

Training Industry, Inc. (2022). Anatomy of the Modern Learning System. Retrieved from: https://store.trainingindustry.com/products/anatomy-of-the-modern-learning-system.

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