Map It

How can you design training that actually solves workplace problems instead of just delivering information?

1. Start by Understanding the Problem

Effective training begins with defining the problem thoroughly. Jumping straight into solutions often leads to wasted effort, as the underlying issues remain unaddressed. Instead, spend time gathering information and asking pointed questions to understand the real challenge.

In the warehouse safety example, employees ignored existing signs and manuals despite having access to them. By investigating further, you might discover that signs blended into the background or that manuals were inconveniently located. Employees also skipped safety protocols due to time constraints driven by quotas.

Amy’s approach highlights the importance of consulting all stakeholders. Speaking with warehouse workers or reviewing photos of the signs can provide valuable insights into the obstacles and inefficiencies workers face. Without this information, any training would fail to resonate or tackle the core issue.

Examples

• Observing workers’ behavior to see if safety protocol signs are noticeable.
• Asking employees why safety manuals aren't being utilized.
• Learning that safety equipment is improperly stored and hard to access.

2. Set Clear and Measurable Goals

Every effective solution must have a clear, specific goal tied to measurable outcomes. Instead of vague aspirations, like “improve safety,” focus on quantifiable targets that provide direction and accountability.

For instance, addressing a 15% increase in warehouse injuries might lead to a goal like, “reduce all workplace injuries by 10% and ladder-related injuries by 18% within the next review cycle.” Specific objectives like these not only motivate teams but also help determine whether a solution is working.

Collaboration with stakeholders is also critical at this stage. Involving managers, employees, and other decision-makers in goal-setting assures alignment and boosts the likelihood of success.

Examples

• Setting a timeline to reduce workplace injuries by a defined percentage.
• Collaborating with managers and staff to make the goal explicit and agreed upon.
• Reassessing the goal if initial research reveals injuries were already high.

3. Focus on Actions People Need to Take

After defining the goal, identify the actions required to achieve it. For each identified action, ask why it isn’t already being performed. This step uncovers deeper barriers like knowledge gaps, lack of motivation, or inconvenient processes.

In the printer sales example, if sales reps struggle to sell premium models, it might stem from discomfort in asking customers pointed questions. Understanding this hesitation allows you to zero in on confidence-building exercises.

Distinguish necessary actions from nice-to-know information. Stick to practical, decision-driven behaviors that directly impact the goal. This streamlined focus ensures training addresses the most pressing needs.

Examples

• Adjusting forklift safety training to focus on decision-making under pressure.
• Helping sales staff practice approaching customers with guided questions.
• Identifying time constraints that lead workers to bypass safety policies.

4. Design Activities that Simulate Real Decisions

Rather than relying on traditional training formats, incorporate interactive challenges rooted in workplace scenarios. When learners engage in activities resembling their real-world responsibilities, they’re more likely to retain and apply knowledge.

For instance, a “choose your own adventure” format for safety training can illustrate the impact of workers’ decisions in simulated scenarios. Experiencing virtual consequences, such as an imaginary injury, reinforces the importance of following rules more effectively than lectures.

Learning activities should focus on decisions learners will actually encounter. This narrows the training’s scope, saving time and keeping it relevant.

Examples

• Role-playing scenarios where sales reps tackle customer objections.
• Creating interactive modules for forklift operators to assess risky behaviors.
• Allowing workers to experiment with safety decisions and see simulated results.

5. Create and Test Prototypes First

Rather than rolling out training immediately, test prototypes of learning activities with a small group. This trial helps fine-tune the training for maximum effectiveness before it reaches the entire team.

During testing, solicit feedback from a mix of beginners and seasoned team members. This diversity broadens perspectives on what works and what doesn't. Stay focused on the content of activities rather than superficial presentation details.

Feedback often reveals areas for improvement that weren’t initially apparent, such as whether the difficulty level feels appropriate or if scenarios reflect actual workplace situations.

Examples

• Testing safety training prototypes on a handful of warehouse employees.
• Adjusting narratives based on tester responses to make scenarios more relatable.
• Revising interactive activities to ensure they aren't overly complex.

6. Identify Non-Training Solutions Too

Not every workplace problem requires training. Some may need systemic changes, such as improved workflows or better resources. Recognizing this ensures resources are directed more effectively.

For example, if safety gear is inaccessible because it’s stored too far from work areas, the fix might be organizational: moving equipment closer, rather than requiring additional worker education.

This approach enables a blend of training and non-training interventions to target multiple aspects of a problem.

Examples

• Adjusting the location of safety equipment on a job site.
• Creating technology solutions, such as alerts on unsafe behaviors.
• Streamlining workflows to reduce corner-cutting driven by time pressure.

7. Keep it Practical, Not Theoretical

Learning activities should revolve around applying knowledge, not simply memorizing facts. Workers should practice making decisions or solving problems in ways that mirror their job demands.

For instance, rather than lecturing on the dangers of skipping safety steps, create activities where workers experience those dangers through immersive exercises. Experiential learning engages and motivates participants more effectively.

The goal is to replicate job conditions as closely as possible so knowledge translates directly into action.

Examples

• Building a forklift driving challenge that incorporates real-time hazards.
• Letting salespeople workshop responses to customer questions.
• Inviting warehouse staff to test consequences by skipping safety harnesses in mock scenarios.

8. Engage Stakeholders and Encourage Buy-In

Including stakeholders throughout the action mapping process fosters collective ownership. Stakeholders such as managers, workers, or clients bring valuable perspectives that can improve training outcomes.

Their insights can validate the relevance of training activities or ensure proposed changes align with workplace realities. This collaboration also builds confidence in the final product.

Involving diverse voices ensures the end solution isn’t disconnected from the conditions or challenges learners face daily.

Examples

• Brainstorming activity ideas with employees to ensure relevance.
• Collaborating with leadership to secure contextual data for prototypes.
• Incorporating staff suggestions into training prototypes.

9. Use Feedback to Adjust and Refine

The process of testing and refining doesn’t end once training is deployed. Continually gather metrics on goal progress to identify areas for adjustment.

For instance, if injury rates only drop by 5% when the initial goal was 10%, revisit safety training or other parts of the solution for further refinement. Training is most effective when treated as an evolving process.

This focus on outcomes ensures you remain adaptable and proactive instead of clinging to methods that aren’t yielding results.

Examples

• Monitoring workplace injury rates monthly after new safety measures.
• Revising training modules based on post-launch surveys.
• Testing new solutions when the existing approach isn’t fully successful.

Takeaways

1. Begin any problem-solving effort by defining not just the problem, but why existing solutions aren’t working.
2. Set specific, measurable goals for improvement, aligning them with workplace realities.
3. Make training activities interactive, practical, and rooted in real-world scenarios to engage learners effectively.