I’ve been playing with this idea of using QR codes at workstations to help link employees to training content and media. The idea is that the learners easily access any learning media associated with the workstation equipment from a phone or tablet that they access using a QR Code tied to this content. If multiple process instructions are needed at the workstation, multiple QR codes, labeled appropriately can be listed on a laminated card present at the workstation.
This would provide a great opportunity to leverage tagged learning content housed in a Content Management System (CMS) built in Drupal or possibly SharePoint (with some jerry-rigging). The proper administrators could monitor and update content as needed and editors or approvers could be notified when new content needed to be reviewed before publication. You can leverage some of the content administrative tools to log dates from last updates and who was involved.
I am still working out the details around this plan. I will update as I flesh out more.
A few additional considerations:
- Always make sure closed captioning is available or employees have access to headphones to avoid distracting co-workers with audio or video content
- Decide if the content is not appropriate for viewing outside the firewall. If so, the phones or tablets used would have to be given access within the wall
- If you’re providing video, audio content or demos, make sure to always include text content of scripts or step action tables. Enable users to forward or email links to this content to their email accounts or workstations. There are always a handful of people who want to read things on their own. As always, it’s best to accommodate as many learning styles as possible
- Set up a scheduled update procedure for content. Even if content does not need to be updated it’s always good practice to coordinate a regular review with SME’s to check on if processes or software updates may impact the procedures documented
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Published May 14, 2008
Corporate Culture , Creativity , Training
Tags: Corporate Culture, Creativity, Innovation, Learning, New Employee Orientation, On the Job Training, Orientation, Training, Work
Written in response for Rupa’s Work and Learning Blog Carnival 🙂
I recently met someone who was just starting a new job. She lamented the fact that she had to sit through an entire week of orientation training.
“Wow, they still do that?” I responded.
She said she just finished the fourth day of the training and it was brutal, boring. To her point, most of that information would just be lost or forgotten trivia shortly after the training sessions. But I suppose this approach alleviates the training organization’s responsibility. Once you expose the students to it, it’s simply up to them to learn and absorb it.
It makes sense to have some orientation as a group for newbies, but to cram everything into one session at the beginning doesn’t make any sense. What about doing the following instead:
- Hit the main/and crucial points (anti-sexual harassment, benefits information, safety, brief rah-rah about company philosophy/policy) in a one day session. Give everyone their continental breakfast with bagels, croissants and fruit.
- During the session point out or give the students a reminder of where to get training and information about the different areas both online or in actual face to face sessions.
- Set up a training plan and schedule for individuals that covers both general company/organization information and specific job related information. The latter is the responsibility of the manager and immediate parent group. It’s a pain in the ass, managers, but it is your job.
- Most importantly set each new employee up with one or two buddies and mentors. Make mentorship an job responsibility expectation for all company employees. These mentors are responsible for meeting with the employee, more frequently at first, in order to gauge their progress. The mentors should have a checklist or progress plan for the new employees to check whether or not they’ve completed training or reviewed guidelines for their area or role. I think having a mentor specific your job role would be important as well. This is someone who a new employee can shadow to learn about specific group or job role training items. My first group at my old job did an excellent job of facilitating this buddy training.
- Finally, actively cultivate a culture of social learning through networking. Younger and newer employees who haven’t be indoctrinated by a culture of competition and hoarding information seem to take to this more naturally.
The best jobs I’ve ever had actually provided the above training/mentorship in some shape or form. I think that there’s the old Protestant Work Ethic assumption that learning is not work, and that you’re not supposed to do it on company time. It’s a stupid assumption, I know, but old habits in old dogs are hard to break. I think that some forward-thinking companies are now challenging this assumption. They now see learning/training as the vehicle that allows their employees to become more productive in a shorter period of time. They also view learning and sharing as a key element to fostering creativity and innovation amongst their employees, but wherever you have management who only cares about the appearances of productivity (not a bright bunch to begin with) and short term goals, you won’t find a culture of learning an growth.