bart simpson, learn

Three ways to remember how to measure

Bart Simpson, blackboard, remember, learn, Kirkpatrick model, 70 20 10 framework, Ebbinghaus, forget
Remember: The first half is only one half

So much corporate money investment to learn. Too little investment in ways to remember. When we add cost of training, such as time away from work, there is a need to realize the growing frustration and waste of the lack of adopting what was learned back on the job, where people put to practice those improved ways of working.

Many grapple with the fundamental challenge in learning: the brain’s inherent tendency to forget may be our default mode. Companies invest heavily in training programs, but often fail to dedicate resources for employees to practice and solidify their new skills. The investment not effective use of time or money. The true value of learning lies not just in acquiring knowledge, but in retention and application.

Traditional methods, however, focus solely on delivering information, neglecting the crucial stage of remembering and integrating new skills.

How to Measure

This disconnect between learning and application leads to a cascade of negative consequences:

  • Frustration: Employees feel like the training wasn’t effective, leading to discouragement.
  • Wasted Resources: Time, money, and effort are invested in training that doesn’t deliver on its promise.
  • Skill Stagnation: Knowledge remains untapped, hindering individual and company growth.
  • Apathy*: Without opportunities to practice and master new skills, motivation, morale, and experience decline, leading to overall stagnation.

To bridge the gap between learning and doing, consider three critical elements to design effective training programs:

  1. How we Learn: Understand the best methods for delivering knowledge based on individual learning styles and the specific skills being taught.
  2. How we Remember: Employ techniques that enhance memory and knowledge recall, such as spaced repetition and practical application exercises.
  3. How we Measure: Track progress and evaluate the impact of training through relevant metrics, not just completion rates, to ensure the program is delivering its intended results.

Training design that address all three aspects move us beyond a culture of passive learning hope and transforms training strategy into a valuable investment, tangible results. The focus shouldn’t be training on trial, but rather on designing training programs that guarantee a return on investment through increased knowledge retention, skill application, and overall organizational success.

Indispensable time and money investment to learn are tools to design and evaluate training and development initiatives around remembering:

  • The Kirkpatrick Model,
  • 70:20:10 Framework, and
  • Ebbinghaus’ Forgetting Curve

The Kirkpatrick Model: Unveiling Layers of Learning Impact

In the realm of learning evaluation, the Kirkpatrick Model has stood the test of time. This multi-dimensional framework assesses learning at four levels. Think of this as your learning GPS. It tracks the impact on 4 levels:

  1. Reaction: Did you enjoy the training?
  2. Learning: Did you gain new knowledge/skills?
  3. Behavior: Are you applying what you learned?
  4. Results: Is the training impacting business outcomes?

A quality learning journey starts to gauge participants’ immediate reactions through the measure on long-term impact on business outcomes. The Kirkpatrick model is a holistic view of learning program effectiveness. Measure each level for a holistic training effectiveness view.

Discover more about the Kirkpatrick Model

The 70:20:10 Framework: Unleashing the Power of Experiential Learning

Ever wondered why 70 is a key metric for learning and development? The 70:20:10 Framework explains why.

This framework model suggests that 70% of learning occurs through on-the-job experiences, 20% through social interactions, and 10% through formal education. This model reveals the secret sauce of learning:

  • 70%: On-the-job experience: practice new skills
  • 20%: Social interaction: learn from colleagues
  • 10%: Formal training: workshops, courses, video

Design training that supports these natural learning styles for maximum impact.

To understand and leverage learning in these proportions allows training to align with the way individuals naturally learn and, in turn, enhance the effectiveness of learning initiatives.

Secrets of the 70:20:10 Framework

Ebbinghaus Forgetting Curve: Tackling the Memory Challenge

Ever forget something you just learned? We all do!

This Ebbinghaus Forgetting Curve shows how information fades over time. However, incorporating spaced repetition and reinforcement strategies, you can combat the forgetfulness and retain knowledge long-term. We all know the frustration of forgetting something we just learned.

The Ebbinghaus Forgetting Curve sheds light on science behind memory, retention and decay. To understand how information is lost over time, training and learning designers can build strategies to reinforce knowledge across time and combat the decay curve.

How we forget is important for us to remember. Explore the mysteries of the Forgetting Curve

Ebbinghaus Forgetting Curve, image

Connect the Dots: Learning ROI in Action

Each of these models provides measurable progress and a way to track return on investment.

  1. The Kirkpatrick guides us in measuring the impact of learning on various levels;
  2. The 70:20:10 reshapes our approach to learning design; and
  3. The Ebbinghaus’ Forgetting Curve helps us address the memory challenge.

Together, they create a powerful toolkit to design, implement, and evaluate training and development initiatives with a clear eye on business return.

Each model plays a vital role:

  • Kirkpatrick: Measures impact, justifies budgets.
  • 70:20:10: Guides training design for maximum stickiness.
  • Ebbinghaus: Ensures long-term knowledge retention.

Together, they form a powerful toolkit for designing, implementing, and evaluating training with a clear eye on business results.

Remember: Investment in learning is crucial, but investment in remembering is critical. By using these models, you can unlock the true potential of your training and transform your organization.

Harness Three Ways to Remember Learning

As we navigate the intricate landscape of learning and development, understanding and applying these models is not just an academic exercise; it’s a strategic move.

Incorporation of these methods to improve and track quality of learning initiatives will meet immediate need for organizations to react to constant change, as well as the motivation for knowledge, ability, and skills of individuals to contribute to organization success.

*Keep in mind the opposite of motivation is apathy.

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