CREATE A MARKETING ILEARNING PROGRAMMPACTlearn.ep.marketingprofs.com/uploads/96602/PDFS/... · with...

CREATE A MARKETINGLEARNING PROGRAM

IMPACTwithplan a multi-channel campaign

BUILD A

MULTICHANNEL campaign blueprint

When you’re trying to create a learning program that drives behavioral change and delivers business results, blended learning is your best bet. Combining face-to-face or virtual instructor-led training with elearning coursework, hands-on application, and learning reinforcements increases the likelihood that participants will grasp the concepts presented in training and be able to apply those concepts on the job. Bringing together di�erent modalities to repeat and reinforce key messages helps learners retain knowledge and master new skills.

Think of your learning program like an integrated marketing campaign—you wouldn’t expect someone to buy your product after hearing about you or seeing an ad for the �rst time. Marketers plan to connect with people multiple times, across di�erent channels in order to in�uence behavior. Learning works in the same way.

Align Learning with Business Objectives

What are the greatest challenges facing your business? What do you want to accomplish? Let your goals and objectives shape your learning programs. Ask yourself what you need to do in order to reach each goal, then determine the skills that will help you do those things successfully.

For example, you may want to improve lifetime customer value. To accomplish that, you need to know the types of customers most likely and unlikely to repeat business with you, discover which messages resonate best with your audience, and understand which marketing channels help you reach your most valuable customers.

How do you know which customers are likely to rebuy and which aren’t? Data analysis and persona development. To determine the best messages for your audience, you need to understand value propositions and A/B testing. Identifying the channels that let you connect with your best customers calls for analytics again—you need to know how to measure and analyze data.

Once you have done this for all your business goals, you’ll have a list of all the skills you need to reach those goals. Next, decide who in the business needs each of the relevant skills—now you know which topics you may want to cover as a group and which may be better addressed via individual

development plans.

Start with Assessments: Identify the most valuable topics for your

team and benchmark knowledge. Choose

group learning topics based on areas where

your entire team needs a certain level of

pro�ciency; for individuals, choose topics relevant

to their jobs that will allow them to function more e�ectively

and advance within the organization.

“ Best-in-Class organizations understand the value of using assessments to prescribe learning and development: 45% of leading businesses do so—nearly double the industry average (24%). These organizations also align assessments to performance to truly understand the skills, capabilities, and knowledge that are actually delivering results.”

“Assessments 2014: Consistency is Key.” Mollie Lombardi, Aberdeen Group, April, 2014.

campaign blueprint

MULTICHANNEL

LEARNING

Start Q1 group topic:establish a common baseline for everyone:• elearning coursework• required reading or videos

2 Weeks Before

2 Weeks Later

1 Week After Workshop

1 Day After Workshop

Group Timeline

Identify H1 topic for individual development

De�ne success: Employee and manager collaborate to set SMART goals.

Elearning coursework: complete classes

Mentor meeting: Connect with a mentor in the organization or industry; set up monthly lunch dates

Identify credible sources of knowledge: industry organizations, analysts, publishers, bloggers, vendors, etc.

½ day Face-to-Face workshop: provide interactive training

Application plan: Have learners write down ways they will apply what they learned

Learning reinforcement: Check knowledge with multiple choice or true-false questions

Individual Timeline

MONTHone

@

Q1

Multiple studies have showed that blended learning programs increase the likelihood that

learners will retain information and be able to put it to use. Robert P. Hewes, senior partner with Camden Consulting Group, advises people planning any type of training to “Think about a training event as three phases that, when combined, contribute to success and greater impact.”1

Planning, execution, and follow-up are all critical to delivering a successful learning program. Hewes says that the before phase emphasizes preparing participants to be ready and eager to go. The during phase should capture participant learning objectives, include a senior leader providing context on the training topic’s relevance to business, and end with application.

The after phase, often overlooked, enables and encourages participants to put learning into

practice. Having participants meet with their managers to share key takeaways and how they plan to apply what they have learned helps ensure that training sparks change. Conduct a short follow-up session a few weeks later so learners can discuss how they have applied their new skills—this sets the expectation that they will put learning into action.

1. “Step by Step.” Robert P. Hewes, T+D, February 2014.

EXPERTinsight

campaign blueprint

MULTICHANNEL

LEARNINGIndividual Timeline

MONTH

two


Mentor meeting: Ask questions about current projects, issues, roadblocks, industry or company shifts

Article: read articles from industry experts

Group Timeline

Elearning coursework: build on knowledge presented in workshop

2 Weeks AfterWorkshop


5 Weeks After Workshop


Required reading or videos: assign a common reading or video, ask learners how it supports what they have already learned.

Learning reinforcement: stimulate deeper recall with �ll-in the blank questions



Most marketers recognize the value of multi-channel campaigns in terms of reaching

the broadest base of potential customers. The same holds true for learning. In order to connect with the broadest audience possible, make sure you’re incorporating multi-modal learning. Repeating your message using di�erent presen-tation techniques increases the odds that all your team members will grasp the new concepts they're learning.

Everyone has one dominant mode of learning, although some people use a blend of techniques:

• visual (people who prefer reading, watching, or looking at pictures)

• auditory (these folks want to hear instructions or listen to information)

• kinesthetic (the hands-on, let-me-do-it group).

To make sure everyone participating in a training program can process what they’re

learning, facilitators should make the information available in variety of formats. Face-to-face workshops featuring a speaker with a dynamic visual presentation and hands-on activities are a prime example. If you’re going the elearning route, opt for ccourses that o�er audio/visual presentation, preferably with opportunities for learners to test themselves or try new skills. Classes that include printable notes or slides, downloadable audio �les, and other materials are best.

EXPERTinsight

campaign blueprint

MULTICHANNEL

LEARNINGIndividual Timeline

MONTH

three

Quarterly check-in: Employee and manager meet to review progress on H1 development goals


Podcast: listen to podcast featuring industry experts

Group Timeline





Discussion group: Discuss common reading or video assignment; live or via online discussion forum


Application check-in: Ask learners to revisit the plan they created right after the workshop. Have they stuck with the plan? Can they add to it based on their additional learning?

Learning reinforcement: Poll learners about their experiences, show colleague’s responses

90-minute VILT/online workshop:Provide discussion and follow-up for Q2 group topic, intro Q3 topic

@

Marketing training has become more important than ever before, according to some recent studies. In a survey of enterprise marketers, ANNUITAS found that 58% of respondents believe their demand generation campaigns are ine�ective at achieving their primary goals, and 55% rated their marketing sta� as unskilled in executing demand generation strategy.2

Adobe’s Digital Roadblock survey revealed that while a whopping 81% of marketers expect their roles to change

in the next three years, only 14% know how to reinvent or rede�ne their roles. Skills gaps hold marketers back — 30% cited a lack of training in new skills as one of the factors preventing them from becoming better marketers.3

2. 2014 B2B Enterprise Demand Generation Survey. ANNUITAS. 2014.

3. “Digital Roadblock: Marketers struggle to reinvent themselves.” Adobe Systems Inc., March 2014

EXPERTinsight

campaign blueprint

MULTICHANNEL

LEARNINGQ2Group Timeline Individual Timeline

MONTH

four



Webinar: attend webinar from respected industry source: publisher, analyst �rm, vendor, etc.

Start Q2 group topic:establish a common baseline for everyone:• Elearning coursework• required reading or videos

2 Weeks Before Q2Workshop

2 Weeks Later

1 Week After Q2 Workshop

1 Day After Q2

½ day Face-to-Face workshop: Provide interactive training



@

In the article “Corporate Learning Rede�ned,” learning and talent management experts from

Deloitte Consulting summarize the key shifts taking place in learning and outline how organizations must adapt to remain e�ective:

“Corporate training today requires content, context, and deep expertise. Companies shouldrationalize their HR spending, develop a global

learning architecture, and shift the focus from delivering training’ to ‘developing capability.’

Many leading companies focus on putting the learner in charge (�ipping corporate training in the same way schools are experimenting with �ipped classrooms), building mastery, improving time to autonomy, and unlocking the power of expertise to ensure it is shared throughout the �rm. E�ective corporate learning encourages a

culture of growth, empowering employees and driving performance, engagement, and career development.”4

4. “Corporate Learning Rede�ned.” Global Human Capital Trends 2014: Engaging the 21st century Workforce. Deloitte Consulting LLP and Bersin by Deloitte, Deloitte University Press, 2014.

EXPERTinsight

campaign blueprint

MULTICHANNEL

LEARNINGGroup Timeline Individual Timeline

MONTH

five


Video: watch video or tutorial



2 Weeks After Q2 Workshop




Re�ection & success stories:Ask learners to share how they have applied what they have learned, what bene�ts they have seen from doing things di�erently

Learning reinforcement: stimulate deeper recall with �ll-in the blank questionsRequired reading or videos: assign common reading or video for discussion


Presenting information through short intervals of learning spread out over time increases the likelihood that learners will remember information. Repetition contributes to recall. Rather than delivering learning in one long, intense session, break up the information and spread it out over time. In “When Remembering Really Matters: Learning Strategies for Long-Term Retention,” Sharon Boller outlines a plan for spreading out learning: “You start by organizing content into small pieces or groupings and then deliver those pieces via di�erent distribution channels and time points.” 5

As an example, Boller suggests using a short elearning class to introduce a concept, a live meeting to elaborate on the concept in greater detail, and a reinforcement game as a follow-up. She also encourages using emails and links to short videos or articles to reiterate and reinforce the training message.

EXPERTinsight

5. “When Remembering Really Matters: Learning Strategies for Long-Term Retention.” Sharon Boller, Bottom Line Performance, 2013.

campaign blueprint

MULTICHANNEL


MONTH

six



7 WeeksAfter Q2 Workshop




Application check-in: Ask learners to revisit the plan they created right after the workshop. Have they stuck with the plan? Can they add to it based on their additional learning?Learning reinforcement: Poll learners about their experiences, show colleague’s responses

90-minute VILT/online workshop:Provide discussion and follow-up for Q2 group topic, intro Q3 topic


Check-in: employee and manager meet to review progress toward H1 goals


@

Manager involvement is a crucial component of successful learning programs. Coaching programs in which managers proactively listen to employees, ask non-directive questions, and provide targeted, timely, and actionable feedback can empower employees to solve problems, make decisions, and reach goals on their own, according to the Association for Talent Development (ATD).6

EXPERTinsight

6. “The Coaching Approach: A Key Tool for Successful Managers.” ATD, 2014.

campaign blueprint

MULTICHANNEL

LEARNINGQ3Group Timeline Individual Timeline

MONTH

seven

To keep learners motivated, consider using a game or contest to encourage them to

participate and apply what they’ve learned. Gami�cation draws on a variety of intrinsic motivators, which makes it a good �t for teams, where each member may respond to di�erent motivational cue. Some people like the thrill of competition and want to win; for others, rewards

create a sense of accomplishment. Some may participate to show they �t in as part of the group, or as a form of self-expression.

“There’s nothing wrong with providing incentives; just make sure they encourage the behavior you are actually trying to instill,” advises David Wentworth, Senior Learning Analyst with Brandon Hall Group.8 For example, rather than

just recognizing the learner who takes the most courses, tie in application—say the top �ve participants go on to present a 15-minute plan and their managers and colleagues vote on the best one. This way learning gets shared across the business—and everyone wins.

8. “Social Gami�cation: Who’s Gaming Who?” June 30, 2014.

EXPERTinsight

Start Q3 group topic:establish a common baseline for everyone:• Elearning coursework• required reading or videos• motivate learners with some sort of game or contest

that rewards the behavior you want to encourage


2 Weeks Later


½ day Face-to-Face workshop: deliver interactive training

Learning reinforcement: check knowledge with multiple choice or true-false questions

1 Day After Q3 Workshop


@

Identify H2 topic for individual development

De�ne success: Employee and manager collaborate to set SMART goals.



Identify credible sources of knowledge: industry organizations, analysts, publishers, bloggers, vendors, etc.

campaign blueprint

MULTICHANNEL


MONTH

eight


Podcast: listen to podcasts featuring industry experts







Lunch & Learn: bring employees together to discuss how they are implementing what they have learned.

Learning reinforcement: Stimulate deeper recall with �ll-in the blank questions

Required reading or videos: Assign common reading or video for discussion

Elearning coursework:

build on knowledge presented in workshop

In recent years, both marketers and learning & development professionals have felt increasing pressure to serve up content that satis�es people using mobile devices. But not all content is created equal—some formats work better for mobile than others. Push noti�cations and videos have both proven highly e�ective. Mobile video viewing more than

doubled from Q2 2013 to Q2 2014, 9 inspiring marketers and training pros to focus on creating more quality video content. Those e�orts seem to be paying o�—nearly two-thirds of organizations reported that mobile videos were highly e�ective in learning.10

EXPERTinsight

9. “Online Video Trends: Mobile Viewership More Than Doubled YOY.” Ayaz Nanji, MarketingProfs, September 2014.

10. “The 4 Most E�ective Types of Mobile Learning.” Brandon Hall Group, 2014.

campaign blueprint

MULTICHANNEL


MONTH

nine




Article: read articles on topic







Application check-in: Ask learners to revisit the plan they created right after the workshop. Have they stuck with the plan? Can they add to it based on their additional learning?Learning reinforcement: Poll learners about their experiences, show colleague’s responses

90-minute VILT/online workshopProvide discussion and follow-up for Q3 group topic, intro Q4 topic

@

There are some compelling reasons to incorporate social components as part of your

learning programs—Aberdeen Group found that enterprises with social learning in place improved revenue at twice the rate of those without it. Companies with social learning in place also increased both customer and employee retention rates by more than three times the rates of

organizations that don’t use social learning. 11

Why does social have such an impact? Some highlights from the Aberdeen Group report:

• It’s familiar. It embodies the type of learning most people do daily: asking questions and getting answers from people with varied experience who can help us think in new ways.

EXPERTinsight • It makes a greater volume and variety of

content available to employees. • It provides easier, more user-friendly access to

information, reaching a broader audience and better connecting employees across dispersed locations.

11. “Trending Now: Social Learning.” Zach Lahey, Aberdeen Group, March 2014.

Q4Group Timeline Individual Timeline


Conference:Attend conference to gain larger industry perspective on the topic; connect with new colleagues and potential mentors

Present post-conference lunch & learn: recap key information and takeaways that could be bene�cial to the organization

Start Q4 group topic:establish a common baseline for everyone:• Elearning coursework• required reading or videos


2 Weeks Later


1 Day After Q4 Workshop

½ day Face-to-Face workshop: deliver interactive training



@

Everyone’s heard the saying “practice makes perfect.” Here’s why: When someone practices a new skill, they’re actually changing the brain in ways that makes it easier to

repeat that skill or activity in the future.

Lifehacker sums it up nicely: “The more you can apply what you're learning to your every day, the more it'll stick in your head. The reason is simple. When you're learning by doing, you're implementing everything that makes our memory work. When you're able to connect what you're learning with a real world task, that forms the bonds in your brain, and

subsequently the skills you're learning will stick around.” 12 So when one of your marketers comes back from a workshop with all kinds of new ideas, ask her to write down three ways she’ll apply the main things she learned. Then follow up to make sure she actually applied the knowledge in the ways she said she would.

12. “The Science Behind How We Learn New Skills.” Thorin Klosowski, Lifehacker, July 25, 2013.

EXPERTinsight

campaign blueprint

MULTICHANNEL

LEARNINGMONTH

ten

campaign blueprint

MULTICHANNEL


MONTH

eleven







Learning reinforcement: Stimulate deeper recall with �ll-in the blank questions

Required reading or videos: Assign common reading or video for discussion

Elearning coursework:build on knowledge presented in workshop

Over the last few years, companies have increased their focus on user experience. Buyers want to be able to quickly and easily �nd what they’re looking for; they don’t want to sift through tons of unrelated, irrelevant stu� along the way. And neither do learners. Content in context has become more important than ever. Workplace learning and development expert Josh Bersin reports that training departments struggle with this, often providing too much content—large libraries which barely get used and are di�cult to navigate—with too

little context—not enough information to make the content engaging or relevant.13

The solution? Ensure that learning content libraries are easy to navigate so that learners can �nd what they need quickly. In addition, o�ering a little insight on why a particular resource is valuable or relevant to your business can help increase the likelihood your team will actually use that resource.

EXPERTinsight

13. “Predictions for 2015: Redesigning the Organization for a Rapidly Changing World.” Josh Bersin, Bersin by Deloitte, January 2015.

campaign blueprint

MULTICHANNEL


MONTH

twelve


Podcast: listen to podcast on topic









Application check-in: Ask learners to revisit the plan they created right after the workshop. Have they stuck with the plan? Can they add to it based on their additional learning?

Learning reinforcement: Poll learners about their experiences, show colleague’s responses

Full-day face-to-face workshop: revisit and review everything from the full year; 90 minutes per quarterly topic"

@

Do you remember what we said earlier about the importance of reinforcement? People start forgetting almost immediately after any sort of training—anything you can do to help them retain knowledge protects your investment in professional development. The experts at Mindmarker found that traditional training increases productivity an average of 22%, but with ongoing reinforcement that increase can be as much as 79%.14

EXPERTinsight

14. MindMarker.com. March 19, 2015.

MarketingProfs is a rich and trusted resource that o�ers

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marketer—from social media and content marketing to lead

generation and online conversions. More than 600,000

MarketingProfs members rely on our free daily publications,

virtual conferences, and more to stay up-to-date on the most

important trends in marketing—and how to apply them to

their businesses.

We o�er marketing training and professional development

resources for individual marketers and teams of all sizes. Our

PRO members have access to online seminars and short

tutorials, in-depth how-to reports, and interactive planning

tools. Plus, MarketingProfs partners with leading

companies to deliver learning programs that engage

sta� with actionable lessons presented in a fun,

accessible manner.

We o�er elearning courses, face-to-face training, and live

online sessions. MarketingProfs’ real-world education helps

modern marketers turn even the toughest marketing

challenges into success stories.

Learn more about our marketing professional development o�erings at

www.mprofs.com/training.

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