Create, distribute, and optimize external training
Modern organization learning needs exceed employees and customer training. If the company has a partner, vendor, distributor, or reseller, learning and development (L & D) (L & D), the unique needs and knowledge of stakeholders with consistent dynamic, personalized external training You need to deal with it. In this article, we investigate six steps that L & D can take and create an external training program that creates an actual investment return (ROI).
External training evolution
Until recently, conventional corporate training was a top -down problem that focuses on employees and partners. The information flowed in one direction: directly to learners (often employees, customers, or partners). Since the supply chain and business system have evolved to become more complicated than ever, L & D is not only employees, but also to meet the growth of the entire expansion enterprise ecosystem such as vendors and distributors. It was necessary to adjust.
Transition to external training requires a more dynamic approach to knowledge management. L & D cannot send a training manual to a partner and call it a day. Knowledge exchange has become two -way, which has become an operation need for modern business.
Advantages and issues of external training
Competitive organizations have a positive impact on strategic approaches to external training by actively managing, curation, distribution, and improvement of products, industries, and corporate training resources to all companies. I understand. The more information -based partner or customer has a better experience in corporate products or services, and may start to consider the company as a reliable source of the industry or product knowledge.
When building an external training strategy, it is difficult to determine which side of organizational learning should be shared. Many organizations choose to share only products or service information, but more powerful programs share innovative or effective business practices from partners throughout the company, vendors, partners, and customers. Choose to provide soft skill training opportunities to improve the results. Selecting a learning management system that provides a pre -constructed course on such topics will help you to easily launch such external training without the need to build a custom course.
Including such skill -based training to external stakeholders who may not have a robust internal learning resources also promotes stronger business relationships and depends on the organization’s customer experience (CX) team. You can also reduce it. This releases the time and resources for members of the CX and sales team to focus on high -level strategies and valuable business opportunities.
Despite the clear advantages of overall knowledge sharing, not all customers, vendors, or partners are open to this approach. For example, if your partner has a unique and robust learning program, you may consider external training as an invasion. However, external training can improve your company’s provision and overall customer experience, so it will eventually lead to a smaller cancellation and revenue opportunity, so that you get consistent for an entertainer learning strategy. Is worth trying.
Construction of learning programs for expansion companies
It is not easy to train every field of your business. The robust L & D strategy for the entire enterprise training needs to deal with the gap between knowledge and knowledge of the entire organization, vendors, and other stakeholders, and also recruit feedback from all learners. It is necessary to continue to improve external training. According to these six hints, we support the creation, distribution and optimization of external training programs.
1. Identify the target external learner
Which stakeholders are the members of your company? Knowing who is a partner, vendor, distributor, reseller, and other major stakeholders helps to understand the value of executive leadership and the potential ROI of training.
2. Evaluate available learning materials
Before creating a new external training on the net, L & D needs to identify the specific skills and knowledge that the external team has already learned and whether knowledge has been documented. What kind of courses are in the partner’s library? How are they currently training the team? These questions need to work internally in cooperation with other external stakeholders.
3. Identify the necessary training
After identifying the knowledge and skills that companies already have, you need to stock out what you need an external training program. L & D needs to ask, “What kind of valuable information is needed, but still exist?” Again, this evaluation must be conducted internally and in cooperation with external stakeholders.
4. Draw shared knowledge and non -shared knowledge
Many companies have specific information whether they need to be shared or cannot be shared. When building an external training program, protect your unique knowledge that the organization does not want to share widely. (Toyota Mantra was “intensively shared, but selectively”)
5. Build a collaboration in the external training strategy
It is important to collect feedback from the training process before, in the middle, and later from external stakeholders. After step 4, when you ask “what you need to share”, you can understand how your business, his partner, distributor, vendor, or reseller wants to share it. Which enterprise learning management or platform can you use? How is the authority processed? How is the schedule and messaging adjusted? You also need to bring out executive leadership in order to guarantee that the program will pay and what to save and make money.
6. Collect feedback and repeat
The work has not been completed when external training is built and implemented. In order to keep the most value from external training, L & D needs to follow up to external learners and stakeholders to collect the feedback on customer feedback on training itself, and product and services.
Frequent feedback and improvement cycle for external training is the core of this modern strategy. Doing so will guarantee that other learners other than employee -based are always consistent with your company’s vision. Integration of external training platforms into existing business systems such as CRMS, HRI, and sales platform software is important for practical insights on the effects of external training throughout the company.
Litmos
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