Your training team can't keep up?
Around training in companies, the day-to-day is always challenging: updating content, covering urgent needs, sending reports, motivating a dispersed team... all at the same time and without time to perfect the training strategy (which clearly is not working as you wish or should).
But don't feel guilty! The problem is not management, but a symptom of burnout that responds to a model that is no longer sustainable: the full-time trainer versus the team in training.
The data does not lie:
The 70% of learning in organizations does not occur in courses or in training rooms, but rather in the form of informal, spontaneous and autonomousThe company's experience in the field, in conversations, in practice and in the mistakes that are made in real-life scenarios.
And don't think this is new, we were already warned about it. Malcolm Knowles since the 1970s with his theory of the Andragogy by maintaining that the greatest learning is acquired through practical experience (learning by doing).
However, even today, at the height of the Artificial Intelligence boom, there is a major contradiction: we still design training as if everything has to go through a training room and with an instructor at the front leading it throughout the workday.
According to the LinkedIn Learning Report 202587% training leaders are looking for ways to reduce the operational burden on their teams.
The clearest trend: to promote environments where the collaborator choose when, how and what to learnwith accessible resources, practical challenges and immediate feedback without the need for a synchronous session.
Las empresas que ya adoptaron este enfoque (aprendizaje autodirigido e inmersivo) tienen un 92% más de probabilidad de innovar y tener éxito en la formación, no porque hagan más, sino porque free up time, energy and capabilities for what really matters.
El cambio ya Comenzó
Here are some of the transformations that are already taking place:
Evolution from instructor to experience designer
The trainer's role does not disappear: it is transformed. He/she stops being the one who "transmits" knowledge and becomes the one who designs environments where knowledge it is discovered, applied and internalized. It no longer needs to be in every session, but creates content that allows the employee to learn on their own, with tools that simulate decisions, mistakes, consequences and learning in real time.
From long sessions to immediate learning
People learn best when they do at the moment they need it. As a result, many organizations are migrating to autodirigidoswith short, interactive and adaptable resources for the workflow that generate immediate changeas microlearning!
From total control to structured trust
Autonomous learning is also not about of abandoning the employee to his or her fateIt's about trusting their ability to learn with guidance, context and purpose. When given that leeway, results appear that previously required too much interventionless mistakes, more responsibility, more real transfer to the job. The employee becomes responsible for his own training process.
From theory to practice
Once you have allowed yourself to question your current strategy, you can follow these recommendations to move to the next level:
Turn key training into a self-managing experience: Empieza por lo más urgente y piensa: ¿cómo puede este contenido vivirse sin sesiones sincrónicas? Algunas opciones concretas son transformar un proceso en una simulación con decisiones, usar videos breves con preguntas interactivas o diseñar una serie de microdesafíos progresivos que el colaborador pueda completar en su ritmo, pero con metas claras.
Make small tests, with real impact: You don't need to change everything, but try a strategy. For example: create a 10-minute challenge with personalized feedback, break the content into shorter parts with an evaluation at the end of each. Test with a pilot team to get feedback on whether they understood it better and applied it effectively.
Document what frees your team: Many efforts are repeated because no one measures them. Track how many hours per month your team spends delivering the same training, how many manual reminders are sent per week, and how many times the same question is resolved in different sessions. Then, try automating your findings using platforms with programmable reminders, create videos that answer frequently asked questions, and generate automatic reports with per-user metrics. Every hour you save is an hour more to design higher value experiences.
(O-lab puede hacer todo eso y más. 
)
Evaluate with purpose: Forget traditional metrics such as "attendance" or "completion" and ask yourself more useful questions: Which person modified a behavior after the course? Which team reduced operational errors after practicing a simulation? Which leader made a better decision because of what they learned?
What if we start by redesigning a single experience?
No, you don't need to turn your entire training upside down right now. Start small, and remember that the important thing is to create scenarios that allow you to make mistakes without risk. Soon you'll see your training team stop being on the verge of collapse... and start becoming the engine of change.
Would you like to know how to improve your company's training strategy? Schedule a free one-on-one consulting session and let's see how to make your training have real impact.
