I recently discovered a very exciting topic related to learning: compliance training! You might think I’m kidding but, in fact, it is the truth.
To be honest, it wasn’t love at first sight. It took a while but the compliance training paradox did its work. What do I mean by that? Nobody likes compliance training. Not learning leaders, not learning designers, nor the ones we tend to refer to as learners: the professionals who have to ‘digest’ the compliance training offered.
At the same time as individuals, we want the pilots who fly the plane we travel with to have completed all their compliance training. We want the surgeon and medical teams who will be ‘working on us’ to have completed their compliance training. The same goes for those who prepare our food or give us financial advice. We want our loved ones to return safe and healthy after a day at work. So the world needs compliance training that makes sense. And learning professionals are the ones who have to design and provide it.
It’s time to make compliance training great again. In my point of view, a good analysis is the first crucial step to shift compliance training that makes sense from nonsense compliance training. And I don’t mean a training needs analysis. I mean a broader performance analysis. You will find some important resources for that in this edition of the learning notes.
(1) Is this a motivation or behavior change problem?
Julie Dirksen describes a very relevant and useful situation around compliance: hand washing in a hospital. She shows which factors to consider to understand the actual situation before designing appropriate measures.
Why read it?
It seems a ‘small’ topic but hand-washing compliance is a very relevant and easy-to-understand topic on how to make compliance work.
The case clearly describes the factors to consider to understand what is going on: to find the root cause of why the desired behaviour isn’t applied
Only after understanding the root cause can a focussed and effective (counter)measure or intervention be designed, whether it is or is not for training.
Cathy Moore very clearly shows what to do and even more clearly what not to do when a ‘general’ (or even specific) request for compliance training comes in. She gives very practical examples of how to handle and steer the conversation between a designer and a client.
Why read it?
Patient to doctor: ‘ood morning, please write me a subscription for drug XYZ’. Doctor: ‘Fine. Here it is’. This example doesn’t make sense. Why would it make sense with a ‘quick and dirty’ request for compliance training (or any other type of training)?
This post will give you clear clues not only on how to think but also what (not) to do during a conversation with a stakeholder. Being in charge during the conversation is key.
Cathy Moore's concept of ‘action mapping’ is so smart: Focus your interventions on things to be done at work instead of on things to know.
(3) Seven ways to enhance your compliance training
by Pamela Hogle
What’s it about?
Learn from the ideas and experience of 10 learning leaders on how to enhance compliance training. This is based on a white paper (with a link to the same whitepaper).
Why read it?
A summary of the ideas and experience of 10 learning leaders on the topic of compliance training is a useful and practical resource.
The provided tips are practical, relevant and reasonably easy to apply (but be aware that you need to do a good analysis first, as mentioned and presented in the other three resources).
You can find the link to the whitepaper ‘Creating Compliance Training Learners Will Love’ in this article. A critical note on that: for me, it’s not about whether learners will love it or not; it’s about relevance.
This is the recording of a webinar for the AITD (Australia) on finding the causes of poor performance, like not acting compliant. It’s based on the Rummler and Brache framework.
Why watch it?
It will lead you step-by-step through the Performance Analysis framework by Rummler and Brache at the level of the performer.
It shows that, in general, not acting compliant is caused by a lack of skills and knowledge in only 15% of the cases. When a lack of skills and knowledge is the cause, then training can be a solution
The framework is a useful step-by-step approach to do a good analysis ofr non-compliant behaviour together with stakeholders and to come up with real causes and, based on that, effective and relevant solutions to regulate compliant behaviour.