Blended Learning for Compliance Training Webinar
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Contrary to what some may think, compliance training is not the “enemy.” No, the problem we’re facing is the fact that so many organizations simply slap a bunch of bullets and boxes on a screen, force learners to sit through countless slides, and call it “training.” This makes for a very unpleasant experience that learners dread. And we don’t blame them. Just because we have to do something, doesn’t mean it needs to be awful. Let’s consider a different approach, a blended approach. In this webinar presented by Cammy Bean, VP of Learning Design, and Chip Cleary, VP of Solutions & Consulting, they will discuss how blended learning design can make a difference for your compliance training. Chip and Cammy discussed: - Discuss key challenges with compliance training - How to develop a “blend” that works for compliance - Share real-life use cases and examples of great compliance training “blends”
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Blended Learning for Compliance Training Webinar
- 1. 1 BlendedLearningthatWorks Compliance Chip Cleary & Cammy Bean #KineoInsights
- 2. 22 Chip Cleary VP of Solutions & Consulting chip.cleary@kineo.com Your hosts Cammy Bean VP of Learning Design cammy.bean@kineo.com @cammybean
- 3. 3 Introducing • Elearning • Learning Portals • Blended Programs • Consulting and Training • Marketing & Awareness
- 4. 4 Thanks for the inputs of our clients! Based on our guides Now with more “worked examples”
- 5. 55 Poll Think about your organization’s current compliance training. What would you say is the main focus? • Defensibility (e.g. proving that we have ‘done’ it) • Changing behavior to address long-standing risks • Changing behavior to address new/emerging risks
- 6. 66 The three biggest issues we see with compliance training and the antidotes: It’s not positioned right. (Get people to care.) It’s not designed well. (Design for engagement.) It doesn’t support change. (Support change. Sustain the message and build in support.)
- 7. 77 1. Get people to care. Help them understand why this matters.
- 8. 88 Make it human. Show how it impacts real people.
- 9. 99 Focus on the gray areas.
- 11. 1111 2. Design for engagement. (OK, not that kind…)
- 12. 1212 Hook them with a story.
- 13. 1313 Get people involved. Solve a case.
- 14. 1414 Give them a goal.
- 15. 1515 3. Support change. Sustain the message and build in support.
- 16. 1616 Go beyond the event and think campaign.
- 17. 17 1. Campaign for change. “Put Yourself in the Picture” Campaign with: •Video promos •Posters/flyers •Catchy jingles! •Branded sweets •Themed cafeteria menus •Competition •Tip Sheets •eLearning
- 18. 18 2. Design for engagement. Focused self-paced elearning tutorials and How Tos, underscoring key policy and regulation campaign messages.
- 19. 19 3. Embed for results. Ask for change! Provide ongoing support! (Tip Sheets, Decoder Wheels) Keep the messages coming! Reward participation!
- 20. 20 Compliance programs are often change management programs.
- 21. 2121 Who really deals with compliance issues at an org?
- 22. 2222 Get managers involved and give them needed support.
- 23. 2323 In short … It’s not positioned right. (Get people to care.) It’s not designed well. (Design for engagement.) It doesn’t support change. (Support change. Sustain the message and build in support.)
- 24. 2424 Chip Cleary VP of Solutions & Consulting chip.cleary@kineo.com Your hosts Cammy Bean VP of Learning Design cammy.bean@kineo.com @cammybean
- 25. 25 Subtitle WHATADVICE WOULD YOU SHARE? SHARE YOUR TIPS #KINEOINSIGHTS Get your copy of the guide: http://resources.kineo.com/blended-learning-that-works-leadership-guide-download
Hinweis der Redaktion
- [Chip] Welcome, welcome! We have a simple premise: Blended learning is going mainstream. It’s crossing the chasm from the early days with few adopters and more smoke than heat to becoming a part of the everyday ways in which organizations drive learning and performance. That‘s taken awhile and, at this knee-bend in it’s maturity curve, some organizations are deep into it and others are just getting started. Today, we are holding the third session in a webinar series to help share something we hope will be the single most useful thing to companies seeking to further adopt blended learning: providing worked examples. Each session provides 30 minutes of worked examples on a particular domain. We’ve covered leadership and sales. Today is onboarding. In three weeks we’ll follow up with our final session, on compliance. We’ll spend 5 minutes on introductions, 15 to 20 minutes on sharing, and then leave some time for Q&A. Thanks for joining, let’s dig in.
- [Joint: Chip to intro]
- [Chip] Part of C&G Group.
- [Cammy] We’re hoping to advance the thrill of blended learning by sharing out the best practices we’re seeing. We started that with our guides and are trying to move ahead with these webinars. This is a new format … 30 minutes … so we are going to keep it snappy. Please post your questions as we go along. Our hope is to leave time at the end to tackle them.
- [Chip to summarize. Sabrina to run poll] Let’s get a sense for where the group is starting from today. Think about your complaince program today as it is. What’s the main focus? “If you had to pick one box.” Once people answer we can say that if you are just checking the box (i.e., training as part of a defensibility strategy), then you don’t want these fancy techniques. They cost more and take more learner time.
- [Cammy] Here are the key points we’ll cover today about blended approaches to compliance. Based on our insights interviews and the challenges we hear from real organizations, and our antidotes to some of these issues. What we’ll show in the next few minutes are “worked examples” around these points. Get people to care: start with why, get the tone right, make it personal. (Think human). Focus on the gray areas where compliance rules are unclear – get people thinking. Design for engagement: Tell true stories, enable practice with purpose (goal based scenarios are great), support with short resources, make it memorable. Support change: Create sustained campaigns, involve managers (Support them with targeted resources, ongoing support and communities of practice.), keep the campaign alive and amend and hone as needed based on feedback.
- [Chip] Point #1 If you want to go beyond box ticking, it’s important to pull people in and help them see WHY this content matters. Chances are a regulation or policy is in place for a reason. There’s often a human story behind it with real consequences.
- [Cammy] Compliance rules and regulations are usually in place to support and protect people. So put a human face on it. When you see that the consequences of a compliance failure could impact you, your mother, your brother, you’re likely to pay more attention. Make the abstract concrete by putting a human face on it.
- [Cammy] Focus on the gray areas – where situations get a bit murky. When people see how things get sticky, they may sit up, lean in and pay attention as they grapple with the materials.
- [Cammy] Ask questions and get people reflecting. In this compliance course, we asked participants to rate their confidence with the materials. Ask things like, “in this situation would you know what to do?” – get people a little bit uncomfortable and help them see that they may indeed have gaps in their knowledge and tools. Setting up a blended program this way really tees them up to dig into the content and pay attention.
- [Chip] Point #2. OK – not this kind of engagement…but you know what we mean ;) When you find the stories and the humanity in your compliance content, you’re already starting to do one important thing: engage people in a meaningful way. So what are some ways to engage people in what could be dreadfully boring compliance content?
- Cammy: Graphic novels and a little bit of intrigue can pull people in. Through a compelling story we tease out why this content matters (back to point one), and we make the overall experience more enticing. We’re primed to pay attention to stories. It’s in our DNA as human beings.
- [Cammy] As we put stories around our content, we can find ways to get people involved. This was a course on social media policies. Could have just been a regurgitation of the text from their policies. But instead we set up a series of case files that you, the learner, had to solve. Each case presented realistic scenarios and realistic behaviors. As a member of the Barclay & Fisk Detective Agency it was up to you to figure out whodunnit.
- Cammy: Goal based scenarios drop people into contextual work situations. This is a compliance program around how and when individuals within this organization can engage with outside research organizations. Again, we could have dropped them right into the middle of the Standard Operating Procedure, or we could drop them into a scenario and have them figure out what needs to be done at key decisions points. Traditional tutorial content and expert views contain that more traditional dry content but are optional. You can use this approach in live classroom, virtual, you name it.
- [Chip] Point #3 Finally, what we heard loud and clear in our Insights interviews is that we need to find ways to support the changes we’re trying to train in more meaningful ways. This means looking at ways to sustain the message – it’s not a one and done tick the box and everyone is magically compliant – we need to take a long term view on things. So how?
- Cammy Go beyond the event and start thinking more like marketers. Sustained message over time (think repetition). Like an advertiser, we take the long view of things – build awareness and ultimately create action. This is where the blend really comes into its own. Let’s look at an example.
- Cammy
- Cammy
- Cammy
- Cammy: Remember: compliance programs are often change management programs. Take the long range view and look to create and support behavior change over time. You may even be trying to change elements of your corporate culture. This takes time!
- Chip: Consider these stats…how are we supporting managers and team leaders who are at the forefront of dealing with compliance issues as they arise? 40% -- source 2012 Career Buildier Survey of 8,000 employees *66% and 57% -- source Conference Board (CEB) “Middle Managers receive most reports of alleged misconduct – While most companies have set up whistleblower helplines, most employee concerns about observed misconduct never reach this formal reporting channel. A CEB survey indicates that 66% of misconduct allegations are received by frontline managers, yet only 57% of these managers feel comfortable addressing employee concerns.” https://www.executiveboard.com/blogs/importance-of-tone-in-the-middle/
- Chip: Here’s a front line manager who’s just heard from an employee she manages about a serious compliance violation. What’s she going to do now? How will she resolve the issue? Will she sweep it under the rug, thus demonstrating her own ethical…ummm, flexibility? Or will she do the right thing? What is the right thing to do? Get managers involved so they have accountability – as well as the tools and information they need to support their employees. How do we ensure that strong ethical leadership spreads from the top and done to your front-line managers? Those middle managers need to embody real corporate values since they’re the people your employees deal with on a daily basis. You may need to evaluate how well your middle management lives your ethical values. Do your ethics and compliance programs properly target those manager roles?
- [Cammy] So, stepping back, these are the “worked examples” we’ve shown today. What I like about these examples is that they point towards an approach that really combines one-on-one human elements and scalable cost-efficient ways to meet the very different needs of both new joiners and the organization. OK, let’s pause there. We’d love to hear from you. What goals would you add to this list? What questions do you have for us?
- [Chip] Time for questions … Cammy to offer up from the feed.