The ABC's of ADDIE

If you've been involved in a training project or have one coming up, you may have heard the term "ADDIE" to describe a method of training development. All of us training professionals love to use acronyms, but there's no need to fear this one. In fact, following the ADDIE model in designing a training program will keep you on track. So just who is this ADDIE? Let's find out.

Analysis. A training analysis can be a very complicated information gathering exercise, but there are a few basics which can help you through it. First, you must know who the audience is. Are they front line associates? Are they all accountants? Do they have the same educational and professional backgrounds, or do they vary? Is your audience technologically savvy or might they use a mouse like a sewing machine pedal? These may seem like easy questions, but they will point you in the right direction. In regard to analyzing for content, it's a best practice to understand what the audience is not doing or what the problem may be. If there is no identified problem, be sure that someone can explain what the expected outcome of training is. Does the audience need to learn a new process, a new system, a customer service protocol, or how to sell a new product? In addition to content, the analysis period is when you'll need to determine timelines and learning parameters. For instance, are you going to have to design classroom training that only lasts three hours, must be delivered in various locations, and needs to be completed within six months? Once you've taken the time to analyze, you're ready to move to the next step.

Design. In this phase, you'll need to determine your instructional strategy. Is the classroom course strictly a lecture format, or do you need to have group breakouts, activities, and case studies? Is the course going to be delivered online? Will you have a "tell, show, do" format for a technically-based course? You already know what the general outcome is supposed to be due to your analysis, but now is the time to break that outcome down into performance-based, measurable objectives. As you develop objectives, you'll also begin to strategize the testing format for each one: is this a live test, a written evaluation, a case study, or a demonstration? The overall look of course materials will begin to take shape here, also. If the course is to be delivered via online learning, designers will create a prototype for the course "look and feel" and will begin gathering visuals to accompany the content.

Development. This is the heavy work phase of the ADDIE process. Here, you'll start meeting with Subject Matter Experts, researching, and writing content. For online learning, the content will begin to appear in storyboards, or templates, from the design phase. Online designers may begin programming course features as the content is turned over to them. And of course, editing, proofing, and revising occur pretty regularly during this phase. You'll even need to write test materials, procedures, and standards during this phase.

Implementation. Before the actual rollout of the course to its target audience, you'll set up training for facilitators. It's not a good idea to simply start giving the course without preparation for the trainers, so the course designers and trainers should meet, talk about the course, and "teach" the course to each other. If the training is online, you'll probably want to have a small target group take the course and take the tests to make sure they function properly and make sense in the online environment. You'll also take the time to make sure that supplies, classrooms, computer systems, and A/V equipment are available and ready for delivery.

Evaluation. There are essentially two types of evaluation. Formative evaluation occurs throughout the ADDIE process in the form of revisions, reviews, train-the-trainer sessions, and prototype rollouts. In fact, you may want to consider not only rolling out online training to a "test market" but also classroom courses. Pull in highly experienced members of the target audience along with less experienced members of that audience. In addition, bring in your subject matter experts to attend class. Let them evaluate the course but also open up a roundtable discussion once the course is completed. Summative evaluation is also a continuous process. This evaluation occurs every time someone is tested and provides feedback on the course - but you have to know how to use the data you see. For example, if a large number of participants are answering a particular test question incorrectly, that's an indication to go back and look at the question and the content of the course. If course evaluations show any trends, this is also an indication to re-examine content, delivery, and testing.

Now that you know ADDIE, you can employ each step to build effective training programs.

Developing training programs is quite a task, especially in a troubled economy! Are you ready to outsource your training needs? Visit Blue Notebook Communications today for an assessment.

Your Marketing Package

Marketing your small business is certainly no small task. First, think about the physical collateral you'll need, such as brochures, postcards, flyers, newsletters, white papers...all right, take a breath and let's go back to the basics. Let's say you need a brochure and some dynamic web copy. Great. But this marketing package is not useful unless it accurately conveys three important things.

1. Benefits, benefits, benefits. It's easy to talk about what we do. It's also easy to explain our processes and show a potential client how we get from the first step to the last step. But what we often forget is how what we do benefits our clients. What does the client have to gain by choosing our services? Will they bring in new clients, add to the bottom line, expand their product line, or increase retention through better trained employees? Your marketing collateral must include the benefits of choosing your product or service.
2. Information. This is a no-brainer, but you must give an introduction to your products or services in your marketing collateral. Think about a beautiful, crisp brochure tucked inside a folder, along with a press release and a page of testimonials. But what if this stuff says nothing about your actual products? The potential client may have a good feeling, but they may not know why! Talk briefly about your products and services in your collateral.
3. USP. Having worked in the banking industry for fifteen years, I'm not a huge fan of acronyms. But this one is a good one - and it's easy to remember. The USP is simply your Unique Selling Proposition, or, what sets you apart from all of your competition. Let's face it: many of us provide products and services that are provided by many others. But just as you talk about benefits, you should talk about what makes you different from that competition. Do you offer a dedicated account representative? Is your experience more luxurious than your competition? Do you have the best talent working for you? Are you an expert in a certain niche or field? Think about what makes you different and capitalize on it within your marketing collateral.

These three elements will make your marketing package stand out from the others - and close the deal for your potential clients. Try thinking through each of these elements, and your marketing package will take shape.

Want to know more? Visit Blue Notebook Communications today.

On Creative Writing

I'm often asked about the entire process of writing "creatively". As a published novelist, I feel I can speak on the subject, although I speak only to my own creative process and certainly not that of anyone else. Of course, quite a bit of commercial writing must be creative in order to engage the audience and communicate the right message appropriately, so the term "creative writing" stretches through several ballparks for me and others like me. But when it comes to creative writing such as novels, short stories, essays, or prose, there are a few pieces of advice I can give which will help your creative process.

1. "Writing" is an active process. Simple, but true. So remember that in order to start, you've got to just get it out on the page. If you have an idea, go with it and worry about cohesion, editing, and grammar after it's done. If you're a novelist or short story writer, write the scene that's in your head. Often we block our creative process by thinking too much in a straight line, that is, we think we have to write scenes and dialogues in chronological order. Don't worry about it. If you've got a great idea, write it. I've been known to write entire chapters and then remove them, placing them in a file somewhere until they're needed (or not!).
   
2. Write about what you know. This is also a simple, oft-repeated piece of writing advice, but it stands true. Some writers, both non-fiction and fiction, are adept at doing research and including the information in their pieces. And I'm not saying you shouldn't aspire to that. But to really get the juices flowing, think about your story ideas in terms of the things you're most familiar with. The trick is to take those things, integrate them into the story, and above all else, make them interesting enough to set your piece apart from the rest.
3. Become the "constant researcher". This is one of my tips that always needs an explanation. As a writer, turn yourself into a detective. Always be on the lookout for the details that other people may not catch. Descriptions of these things, people, actions, etc. will be some of the elements that engage your readers. Why do writers tend to congregate at Starbucks? On the TV show Family Guy there was a little sketch about writers doing their thing in public; the long and short of it (and funny as usual) was that writers just want people to see them writing. Although that made me laugh, I tend to disagree. Writers are observing humans interacting in everyday situations: how do they act, what do they say, what little quirks do they have that make them interesting? The members of my creative writing group always laugh at me because every once in a while, they come across a detail that can be traced directly back to me, the author.
4. Use a writing prompt. A writing prompt is simply a little nugget that gets you going into a story or a scene. Magazines like Writer's Digest include a monthly prompt - along with a story contest. There are numerous books out there, too, which are written strictly for the purpose of providing a prompt (try The Pocket Muse: Endless Inspiration by Monica Wood). You may find that a writing exercise turns into an entire story.
5. Keep a reporter's notebook. Notice I didn't say a journal. The reporter notebook and a journal are two different things. A journal is a great idea and many writers keep one, recording thoughts, observations, and activities. A reporter's notebook is portable enough to keep in a briefcase, purse, or messenger bag - and nimble enough to yank out, write down an idea, and put back at any time. I personally keep a vertical, flip-up, held-by-an-elastic-band reporter's notebook that you may have seen in an old Hollywood flick. Hemingway carried the exact model, made by Moleskine. The notebook is a fun way to remind yourself that you're a writer, and a great receptacle for all those tidbits you pick up during one day. You can buy one at www.modoemodo.com.

Again, these are tips that I have found helpful in my own creative process. I would imagine that not everything here is going to work for each individual, so experiment with these ideas and find the ones that work for you. You'll be writing creatively in no time.

Check out Chris Amisano's novel, An Imperfect Arrangement, at www.chrisamisano.com.

Six Ways to Increase E-learning Usage and Completion

Sometimes the training department ends up playing the role of "cop", that is, trying to make sure everyone finishes assigned courses within the prescribed time periods and success levels. When you add e-learning to the mix, you've got more real estate to "police" - and sometimes the online pieces fall to the bottom of the list. After all, the online courses are supposed to be "self service", right? Instead of patrolling completion, here are six ways to increase usage and encourage associates to finish online courses, as well.

1. Develop an e-culture. It's great to roll out e-learning, but be sure that the organization's culture is ready for it. If not, roll it out slowly using email or intranet campaigns. Put out tutorials that help associates log in to courses, navigate them, and know what to expect when the courses are completed. Another e-culture piece could be a blog or online discussion threads to help associates discuss content and online course usage. The biggest mistake is to just put e-learning out there and expect the organization to adapt to it right away, with no "priming".
2. Hold managers accountable. With any training program, we sometimes forget that others can be held accountable for each person's attendance or completion. With e-learning, you add the variable of people working on courses from their desks or workspaces. Without management help, some of them won't know how and when to schedule their learning. By holding managers accountable, you're helping the learning process. Managers will be more likely to create schedules and encourage associates to complete their online learning. You're also adding to a culture that values learning.
3. Add a "social" aspect to e-learning. Many online courses simply require an associate to log on and take a course. But some courses can be developed to create online discussions or pre-work with other course participants and even an instructor or "coach". This type of intervention is especially useful with geographically diverse learning populations, where associates from different parts of the country or even the world can interact in a virtual classroom. Not only does a social aspect encourage completion, it also creates an opportunity for networking.
4. Reward and certify. If you're offering a "core" of online courses, make it into a certification. Better yet, online learning cores can be used to "career path" associates in various job groups. With this arrangement, you can certify associates and offer an entrance into a talent pool or even a bonus or increase for completing a certain number of courses. Just be sure that completion leads somewhere, i.e. to consideration for promotion or a into a new job group.
5. Track completion. This may be redundant to add, but don't be surprised if you come across organizations that just don't track e-learning completion. If you're running a Learning Management System (LMS), you should have tracking as part of the e-learning platform. If you've developed your own LMS, be sure to add tracking. When you track, associates have a clear record of accomplishment, as do their managers. Associates who are looking for mobility or promotion can use their course completion record as further proof that they are ready to move forward. 
6. Communicate, communicate, communicate. The best online learning systems and interventions are not worth much if no one knows about them. Even developing an e-culture won't last if you don't continue to communicate the courses, the rewards, the accountabilities, etc. And this type of communication is not just informative - it's marketing! Create communications that make associates want to log in and take courses, showing them the benefits of doing so. Create an online learning communications plan - and stick to it.

E-learning is a fantastic way to reach diverse populations and encourage the self-direction of adult learners. But remember that you must help e-learning along, and these six items can get you started.

Learn more about e-learning development, design, and communications at Blue Notebook Communications.

Formalized Training Programs: So What's the Big Deal?

Why is it necessary to create formal training and development programs, instead of going with the status quo and training where it's necessary? This question comes up sometimes and is even more powerful given the fact that organizations are trimming their budgets and staffs. Aside from the additional fact that  a formal training program, even in a small company, puts a training framework and culture in place for future growth, formal programs provide other benefits that may not be immediately recognizable.

1. Your program will prove that the organization values knowledge - and the retention that comes with it. I've seen organizations that train new employees on the job, even in the same job groups but in different locations. When these employees discover that they are doing things differently than other people in the same job, they get frustrated. If they find they don't have resources, like "quick reference guides" or tutorials, they get frustrated. This frustration can quickly show itself in a letter of resignation before you've even recouped the cost of training in the first place. Train and retain. It costs less in the short and long runs.
2. A formal training program creates a career path both within job groups and from one job group to another. This is one of those hidden benefits that may show up even without a formal "career path". When associates know they can train for mobility, it gives them something to focus on - and they are more likely to stick around. 
3. Formal training fills the talent pool. This is the organizational equivalent of #2 above. As associates become knowledgeable in other job areas, management begins to see how they can fill key positions in the event of a promotion, resignation, or termination. This succession planning is necessary for growth, retention, and as a way to attract high quality job candidates at every level.
4. From the operations angle, a formal training program documents processes and procedures - and how they should be taught. Some organizations begin a training program before they get around to written policies and procedures. Some use the written policies and procedures as the basis for training. Either way, the formal training program creates a dual documentation that can be used as a cross check at any point.
5. A formal training program aligns the organization with the overall mission and strategy. Internal communications are always a good way to point everyone to the mission and strategy, but the training program ensures that associates are taught their jobs in a way that directly impacts the organization's ability to move forward.

The budget you spend on formal training will pay off in retention, mobility, and succession planning, not to mention the ability to focus on the organization's mission and strategy. 

Find out more about creating your formalized training program at Blue Notebook Communications.

Internal Communications: A Must But No Big Secret

As the world around us turns topsy-turvy, we're more likely to move internal communications down on our "to do" lists. It's perfectly natural in times of stress. But just as we say, "I'll get to that in a few weeks", something else is bound to come up. Here are some observations on internal communications, and why you shouldn't let this fall to the bottom of your list.

1. Associates need to hear from "the organization" regularly, especially in times of stress. If you're stressed, think about how the front line might feel as they watch the news or hear about upheaval in your industry. The organization's associates need reassurance, and an internal communications mechanism is perfect for that. Just remember that when you start to stress out and cross the internal communication off your list, your associates probably need to hear from you more than ever.
2. Internal communications can be as simple as a paper newsletter, and online newsletter or email update, or an "intranet" that has updated content every day. If you're not at a high technological point yet, don't worry. A well-designed, color newsletter that goes out once a month will serve the need and keep your population informed. As you move forward in technology, think about ways to integrate your communications into that technology.
3. Your communication with the organization's associates is a good way to subtly introduce changes, foreshadow new products, services, or technologies, and to re-focus the organization's strength on the strategy and mission. Internal communication doesn't have to be a newsy, "bubble gum" sort of thing - use it to the organization's advantage to educate, motivate, and make way for the change that keeps us all moving forward.

If your internal communications are slipping to the bottom of your list, a communications consultant or copywriter can help you draft great stuff with just a couple of meetings. Don't feel like you have to do it all yourself - or utilize a staff member when he or she has core functions. Get your internal communications going today - you'll be glad you did!

Visit Blue Notebook Communications to find out more about internal communications - and how a plan can benefit your organization.

Reasons to Outsource Communications

It seems like we hear more bad news about the economy every day - even every hour. All businesses, small and large, are being forced to reduce staffs and budgets. Some of us are wondering how we can keep delivering our services in such bad conditions. And guess what? Communications, marketing, and training usually fall to the bottom of the list. After ten years in corporate training and development, I saw budgets slashed and jobs eliminated a few times. So why should struggling businesses continue to work on their communications? Here are four good reasons.

1. Simply put, communication must continue. Think about how you communicate. If you hire new employees or change processes, you've got to design and deliver training. Your customers may be waiting to hear from you via email, on paper, or even through a scripted phone call. As bad as the economy seems, we still have to buy products and services - and all of us as consumers can be persuaded through direct mail, a sharp brochure, or even a quick postcard. So first of all, communications still need to happen - don't put them off until it's too late.
2. Maintaining your brand image is just as important now as it was during an economic boom. We're survivors. But we don't want to survive an economic downturn and find that our brand, our look and feel, our "experience" has been forgotten. We may have to tweak our image a bit because of the economy, but we've got to keep it moving. Consumers may even switch brands easier now because they're looking for the lowest cost. To avoid losing clients (and employees) during this time, focus on your USP: Unique Selling Proposition. What makes your business better than the rest? What sets you apart? For me, communications consultants and copywriters are a dime a dozen, but I specialize in banking and finance because that's where I spent most of my professional career. What makes your business, product, or service special? You can maintain this USP through great copy, advertisements, or even a brochure.
3. Keeping in contact with clients, prospects, and employees during hard times lets them know that you share their concerns. Maintaining the training program shows your dedication. Sending out a newsletter or an email to clients and prospects also shows this dedication. We know that communication must continue, but the kind of communication can change a bit. Empathize with your clients, let them know you're there, and let them know what new and exciting things you've got going. You can still obtain new business during a downturn and this is one way to do it.
4. Quite frankly, it's more cost effective to outsource. Of course you may be forced to outsource because of staff or budget shortages. Did you know that it can take five times as long for you or an employee to write copy than it takes a dedicated, professional copywriter or communications consultant? Imagine having your communications out there in a couple of weeks versus two months. The quicker you're out there, the better. Plus, an outsourced provider can work on a per-project basis and not a retainer. There's no regular salary for down time. And there are no worries about benefits and perks. As independent providers, we take care of that on our own.

With all this said, take a look at your "to do" list. Where are your communications projects? Did you put them out of your mind when the economy got tough? Consider pushing them back up your list again. Think about it: if your competitors crossed communications off their list, you'd be streaks ahead because you kept on communicating.

Visit Blue Notebook Communications to find out how you can "keep on communicating" and download a FREE copy of Chris Amisano's report: "Who Needs a Freelancer?".