This is the second of a 7-part series where we talk about different kinds of job aids that your Support Reps need you to make for them.
Topics: Customer SupportRead More
When a manager sits down to "train" a new employee, the main focus is almost always on how to use the system.
But that approach leaves everybody frustrated. The employee doesn't actually know the context of when she should be doing those actions, NOR can she remember everything the manager showed her. And the manager is frustrated because he notices that the employee seems to constantly interrupt him with questions.
It's a lose-lose-lose (the system loses in this case, too) situation.
Instead of only focusing on showing employees how a system works, I recommend focusing on all 3 of these elements:
Sometimes, hyperlinks are scary. You ask yourself, "Do I really want to leave the page I'm on?"
This is especially true when reading documentation, policies, procedures, and job aids.
If you see a link (like this link here) in a knowledge base article, you don't want to click on it because you don't want to leave the help article you're on. After all, if you leave, there's a chance you'll never find your way back.
For learning to occur, two requirements must be met: 1) you must have a teacher who is ready to teach, and 2) you must have a learner who is ready to learn.
Topics: Live TrainingRead More
ScreenSteps isn’t just a traditional knowledge base - it’s a tool for giving your employees all the information they need to do their job in the context of where they are working. Here are three examples of how we have been using ScreenSteps:
Why do we assume that we need to learn everything? Our brains can only hold and apply so much information.
Do we really want to limit our performance and the performance of our employees to what information we can remember and actually apply? Not if we want our team to reach its full potential.
But what if L&D changed its strategy from trying to teach more information to trying to help employees be successful when they forget?
I teach. A lot.
I teach people that are very interested in what I have to say. And I teach people that don't care at all.
I teach people who are highly motivated to apply the information that I present. And I teach people who like what they hear but can't find the time to get around it actually applying it.
I teach big groups and individuals. I give lectures and I lead discussions. And I have to do it multiple times each week. Here are just a few principles that I have learned over time.
1. You cannot teach someone who is not ready to learn.
We talk about rollout training, onboard training, and writing better standard operating procedures
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