In this article, when I talk about a learning product, that could be a workshop, a quick reference guide or a whole new talent development programme.
Before we talk about how Agile L&D helps you create learning products that your learners love, first let’s address what Agile L&D isn’t. Many L&D specialists roll their eyes at the first suggestion of ‘going Agile’ because of preconceptions.
Often, when introducing Agile to L&D teams, I’ve been told “doesn’t that just mean working harder and faster with lots of meetings” or “so you want me to relearn how to do my job”.
In fact, many of you are probably already using Agile ways of working; you just don’t call it Agile.
Yes, Agile L&D can deliver a working product more quickly but that’s because you have the right people with the right skills focused on fixing the right problems, and in the right order because you have prioritised them realistically.
It is a different way of working but it’s more about your approach, a willingness to experiment and your mindset rather than relearning how to do your job.
Agile L&D empowers L&D teams to develop products that solve the business problem, rather than simply taking orders from senior management about what they think is the right solution.
It means getting early and frequent feedback on your proposed solution from all stakeholders so that you don’t waste weeks or months developing something that isn’t fit for purpose.
Feedback could be as simple as a regular coffee catch up or showing potential learners an outline sketch of what you’re planning to develop. Effectively you are co-creating which means that your learners are more invested in the final solution because they have been a part of the design and development.
When you implement Agile L&D, it’s essential to understand the business problem and what exactly you are trying to solve or change, and how that helps the business and the individual employees
For example, if you are told “We need a new talent development programme”, dig into that. Why do you need a new talent development programme? What does the business expect to happen after it’s implemented? What’s the data behind the statement? How will you know whether a new programme has been successful? What’s the most pressing priority to address?
Armed with this information, you are more likely to develop a product that fixes the problem and changes behaviour, rather than spending 6 months working on a new talent development programme “because it’s what worked in the past”.
And who hasn’t created a new elearning module or designed a new toolkit only to find out just before you launch, that the business strategy has changed and you have to start again.
By gathering early and frequent feedback, you gain flexibility and adaptability so that your solution is not out of date by the time you deliver it.
Or have you ever been told, just as you’re getting ready to go live, that there’s another organisation-wide initiative and your launch will have to go on the backburner, possibly never to be seen or spoken of again. If only you’d been having those regular conversations with teams outside L&D so that you knew what else was going on in the business.
In summary, in today’s fast-paced world, Agile L&D allows us to be dynamic and adaptable as the world changes around us so that our work remains impactful and relevant.
About the Author
Sherry Bevan is an in-demand talent development consultant specialising in helping companies build a stronger team culture to improve employee engagement and productivity. Featured in Forbes, City AM, HR Director, Evening Standard, and Sky News, Sherry has a successful background in professional services, most notably as Global Head of IT Service in a top international law firm, and recently in the charity sector, as People Development Lead pioneering Agile L&D at Macmillan Cancer Support.