May 12, 2022

What instructional design can teach us about better integration

Unemployment in the United States rose to over 14 million in May 2020 due to Covid-19, according to Pew Research. Many people are looking to re-enter the workforce as the world focuses on post-pandemic recovery, signaling to employers the need for effective and efficient training and onboarding processes ready to go.

Create a home that works

Most companies have an onboarding program. Or at the very least, a set of processes and procedures for new hires that point them in the right direction. Unfortunately, this often amounts to a hundreds of page procedures manual that was out of date shortly after it was printed. Few new hires have the ability to sift through this kind of documentation to find their place in a competitive and demanding environment.

Onboarding processes need to be clear and well thought out for your staff to expect success in their new roles. There should be a repository of vital information about the organization and the tasks expected of your new team member. This library, however, cannot simply be a list of tasks to be performed or steps to be taken.

While rote learning may produce the required results, it does nothing to promote competence, commitment, or innovation. You can actually miss out on the best parts of what your staff has to offer by forcing them into a set sequence of actions.

Take notes on instructional design

The field of instructional design provides a useful framework for examining how integration processes work and how we can improve them.

Instructional design is about designing effective learning experiences. The goal is to ensure that people not only acquire knowledge, but can apply it appropriately and successfully. It is the pursuit of vocational training that will actually stick.

To this end, instructional design anticipates desired outcomes and builds training – or in our case, processes – around this.

One of the key frameworks of this approach is to think in terms of what the learner should know, what he should believe and what he should do.

On-board teams with the right knowledge

What employees need to know is information. These are the essential facts that must be absorbed for them to be effective. When it comes to processes, few expect their staff to become the authority on any equipment or system, certainly not early in their tenure. However, it is essential that they understand what their role is and how to find the information that supports it.

Good onboarding processes will emphasize key understandings and be supported by clear documentation. Using process management software that supports a document library will go a long way toward this goal.

Instead of teams working on guesses or memories, important information such as policies, compliance regulations, checklists or forms can be integrated into the process management platform, ensuring that the right data is available when needed.

By introducing new hires to this system and familiarizing them with accessing these links and files, you will ensure that they have both a fundamental understanding of the role and a wealth of information at their fingertips.

Form the mindset

What the new employee should believe might seem a little vague, but this finding is about how our teams think and approach their jobs. While being able to access procedural information is important to them, they also need to understand when and why that content is important.

This includes communicating company values ​​and culture. Health and safety is a big issue for almost every business, but many treat it as a “face-to-face” tick-box exercise. Building a sense of the value of security best practices into your processes and procedures can ensure that compliance is both informed and driven, rather than paid lip service to by critical stakeholders.

When company values ​​are embedded in onboarding and business processes, it also encourages innovation. By communicating a passion for great customer results and great service in support processes, team members will be more likely to think about new ways to achieve those goals and more willing to suggest improvements. and process improvements.

Rather than simply achieving set goals, teams will have a sense of why those targets exist—a belief in the mission and purpose of their role—and will have a more innate drive to extend those goals.

Clearer tasks for better results

Finally, instructional design is about what the learner is going to do. This is the core of our onboarding processes – understanding their key responsibilities is an essential part of settling new hires into their roles.

A study by LinkedIn suggests that 80 percent of professionals suffer significant nerves before starting a new job. Having clear instructions and a well-thought-out path for onboarding can go a long way to alleviating that anxiety.

New employees need to understand what their main tasks are, how they are expected to accomplish them, and where to find the resources they need to be successful. All of these must be captured and accessed through well-written processes.

The onboarding process should both be captured in your process management platform and should include an introduction to the system. By enabling teams to find processes quickly and easily, they will have all the information they need at their fingertips and know how to access clear, easy-to-follow information.

When it’s time to start performing their tasks, employees will know exactly what to do at each step, or where to look first to find out.

Onboarding and training are vital processes for any business as the world continues to recover from the pandemic. They should not be relegated to cumbersome documentation or word of mouth. Take inspiration from the instructional design manual and develop processes that will help your new staff understand more than just where to find the break room on the first day.

By giving new hires a chance to grasp what they need to know, believe and do, you set them on a path to success that positively impacts them, their contribution and your organization.