Mahmoud Shaker

Challenge & Selection:

I am a learning manager and I selected the storytelling tool to on-board our business  partners and learners to implement our L&D strategy and the new ways of learning.

In our company, employees are reluctant to use e-learning, they are much more  comfortable with face to face training. At the same time, change is accelerating; full  day(s) available for face to face training is shrinking and digital learning is spreading  offering much more opportunities than the classical e-learning.

The challenge is to modify the way we organize our learning model and to make sure  the trainings we deliver are more efficient, are more connected to the day to day  business, adaptable to the size and rhythm of our learners and are a direct leverage  in the upskilling.

Application:

I had to meet a business partner that was reluctant and refused to modify the existing  learning program (on technical expertise) that was built with her team and delivered  to other teams, especially new comers.

During the interview I had with the manager, I understood that his reluctance was  based on the believe that theoretical training was key to on-board new comers and to  make sure that everyone was aligned in terms of knowledge. It was more comfortable  for him to know that all the new comers had the same trainings even if at the end of  the training it meant that they didn’t learn anything, or not enough compared to the  amount of time spent in the training classroom.

On the other hand, the feedbacks we had on this training program were not very  good.

-  trainees complained about the content who was too theoretical for a part and  there was not enough time for practice,

-  their managers complained that the trainings were too long (2/3 days in a row)  and that trainees were not autonomous when they came back from their  training

-  and tutors (who trained the new comers on the job) were uncomfortable since  they sometimes needed to train the new comer on the job, the face to face  training not being delivered when needed (we need to have at least 6 new  comers to organize a training) so, they had to fill in the blanks on their own.

Insight and approach:

Clearly a presentation of the L&D strategy through the power point slides was not  going to do the job and I had to translate the concepts into a story that made sense  to the business partner I was meeting.

I shared the story of a technical quiz on theoretical knowledge that we launched  recently on two groups of people, new comers and seniors in the company. The  results were not what we expect for both groups.

The group of new comers (before training) had a similar or even a better score  compared to the seniors who were god performers in their job! When we analyzed  the results we realized that the knowledge on which the quiz was built by a few  experts was not really useful for the job and furthermore those new comers already  acquired this kind of knowledge during their studies.

I was able to convince him to try through a pilot a similar approach and also  convinced him to work closer with the tutors of his team to make sure of the efficiency  of the trainings delivered in terms of content, length and rhythm of upskilling.

This course was very useful to me, to on-board our business partners in changing the  ways of learning into more modern ways using also the visualization or the learning  launch tools.


Mahmoud Shaker Challenge & Selection : I am a learning manager and I selected the storytelling tool to on - board our business partners and learners to implement our L&D strategy and the new ways of learning . In our company , employees are reluctant to use e - learning , they are much more comfortable with face to face training . At the same time , change is accelerating ; full day(s ) available for face to face training is shrinking and digital learning is spreading offering much more opportunities than the classical e - learning . The challenge is to modify the way we organize our learning model and to make sure the trainings we deliver are more efficient , are more connected to the day to day business , adaptable to the size and rhythm of our learners and are a direct leverage in the upskilling . Application : I had to meet a business partner that was reluctant and refused to modify the existing learning program ( on technical expertise ) that was built with her team and delivered to other teams , especially new comers . During the interview I had with the manager , I understood that his reluctance was based on the believe that theoretical training was key to on - board new comers and to make sure that everyone was aligned in terms of knowledge . It was more comfortable for him to know that all the new comers had the same trainings even if at the end of the training it meant that they did n’t learn anything , or not enough compared to the amount of time spent in the training classroom . On the other hand , the feedbacks we had on this training program were not very good . - trainees complained about the content who was too theoretical for a part and there was not enough time for practice , - their managers complained that the trainings were too long ( 2/3 days in a row ) and that trainees were not autonomous when they came back from their training - and tutors ( who trained the new comers on the job ) were uncomfortable since they sometimes needed to train the new comer on the job , the face to face training not being delivered when needed ( we need to have at least 6 new comers to organize a training ) so , they had to fill in the blanks on their own . Insight and approach : Clearly a presentation of the L&D strategy through the power point slides was not going to do the job and I had to translate the concepts into a story that made sense to the business partner I was meeting . I shared the story of a technical quiz on theoretical knowledge that we launched recently on two groups of people , new comers and seniors in the company . The results were not what we expect for both groups . The group of new comers ( before training ) had a similar or even a better score compared to the seniors who were god performers in their job ! When we analyzed the results we realized that the knowledge on which the quiz was built by a few experts was not really useful for the job and furthermore those new comers already acquired this kind of knowledge during their studies . I was able to convince him to try through a pilot a similar approach and also convinced him to work closer with the tutors of his team to make sure of the efficiency of the trainings delivered in terms of content , length and rhythm of upskilling . This course was very useful to me , to on - board our business partners in changing the ways of learning into more modern ways using also the visualization or the learning launch tools .