Davoud Pourhossein, Director – Client Architecture, Unisys

It’s no secret the COVID-19 pandemic changed the way many of us work, extensively and irreversibly. As the new working models of the future begin to take shape and solidify, many business leaders are looking towards a critical aspect of workplace management and the employee experience – learning and development (L&D).

As a competitive differentiator, L&D has rapidly scaled the employee checklist when defining company culture. Research shows that ‘opportunities to learn and grow’ has swiftly become the number one driver of a great workplace culture, rising up eight spots from a pre-pandemic 2019.

So, with the traditional parameters of our working lives being tipped on their head, how has the L&D world changed in kind? And what can businesses do to nurture a successful culture of learning and development in the new normal way of working?

The rise of virtual learning and development
Prior to the pandemic, training was predominately conducted face-to-face, and the location of workshops was primarily decided on proximity to the office or ease of access for training leaders. Workplace training was specifically designed and oriented around bringing together participants in a physical setting, and rarely involved technology, unless at a very basic level.

The pandemic changed all that. Within a short period, many primary considerations that usually dictated the parameters of employee training – i.e. conference space, facilities, lunches – suddenly became superfluous.

And although much of the working world has now returned to a hybrid state, the challenges of the pandemic forced many organisations out of their comfort zone. Everything went online and employees expected to travel only when necessary.

The success of hybrid working models during this period have encouraged many businesses to explore learning and development in a similarly remote and virtual setting. Indeed, research shows 90% of employers agree it is beneficial to switch to mobile-based training.

All of a sudden, other L&D considerations rose to the fore. The correct implementation of the right training technology, along with its impact on employee mental and physical wellbeing, are now among of the biggest factors in the L&D decision-making process.

Strategic benefits of virtual workplace training
As the importance of virtual learning and development continues to surge across the business landscape, business leaders are looking at new ways to leverage it as a strategic tool for wider success across their organisation.

In fact, according to a 2022 LinkedIn survey, almost three-quarters (72%) of learning and development leaders say L&D has evolved into a more strategic function over the past year, with 74% saying it’s become more cross-functional.

Giving employees the freedom and autonomy to choose when and where they undertake their training perfectly aligns with the concept that people should have more control over their own professional development. Employers should be there to guide and facilitate L&D, not dictate and prescribe.

Indeed, research reveals almost nine in 10 employees want training available anywhere and anytime they need to do their job, while 85% want to choose training times that fit their schedule.

Virtual learning allows employees to enroll on courses and programmes at their own pace and in an environment that’s comfortable for them. It also encourages interaction and connection with other colleagues and peers from across the world.

Aside from the tangible effect on employee wellbeing, virtual training also costs less than the in-person alternative. Organisations don’t have to hire external training areas, pay the travel costs and expenses of training leaders and employees, or provide meals for participants (although, many companies offer to expense lunches on training days as an added wellbeing perk).

Additionally, with participants and training leaders no longer needing to travel potentially long distances to attend training sessions, companies are realising the environmental benefits as many continue to build towards a carbon-neutral footprint over the coming years.

The advantages of on-site learning programmes
Despite the benefits of virtual learning, there is still a place for on-site training in the L&D world. The challenge for organisations is finding what works best depending on the culture of their company, the subject matter and subsequent benefits of an In Real Life (IRL) collaboration and striking a balance between the two.

Because, of course, there is no golden rule for what works best when it comes to workplace training. Depending on the company, employees may prefer to carry out their training during their own time, but in the office, when they can physically interact and collaborate with colleagues.

With virtual L&D, many of the emotional benefits of the face-to-face training is lost and participants can suffer from video fatigue, often resulting in more distractions and less engagement. The absence of vital nuances, such as body language and mannerisms, that come more naturally with face-to-face interactions mean the actual impact of the training is limited depending on the subject.

Then there’s the social aspect of training, making new connections in the office and the mental wellbeing impact of chatting with colleagues and peers – all these benefits are diminished in a virtual setting.

Striking a balance between virtual and on-site learning
Engagement is the key to striking an effective balance between virtual and on-site learning. Regardless of the location, when designing training programmes, leaders must avoid long periods of non-interaction.

Online or in-person, using techniques such as gamification and end-of-section quiz’s where all trainees have to participate will reduce the risk of focus loss. Interactivity is present in both form factors but often overlooked when presenting from presentation software.

When it comes to preventing a drop in focus, consider employing mandated breaks. In a physical setting, this could be breakout rooms with tea and coffee, or in an online environment, a virtual prompt to take a quick break.

Additionally, the compelling content and dynamic training provider is equally important. It must be visually compelling, easy to see and understand. Training providers must also be able to monitor all training participants as they would in real world environment– for example, multiple displays gives trainers a full view of the audience while presenting content, a very simple yet often overlooked tactic.

Another tip is to use a dedicated trainer support to focus on chat comments and questions. After all, once you’ve built up a certain momentum around engagement, you don’t want this to suddenly reduce by missing questions and making trainees feel undervalued.

And finally, ensure your collaboration toolsets allow for the flexibility required in hybrid training, such as the ability to quickly set up breakout rooms where trainers easily move between groups and actively participate via a number of options, including whiteboards and screen share.

The beginning of a new era in workplace training
What’s just as crucial as the quality of new training approaches is the way senior leaders communicate this change to their employees. Mandating any policy is a risky move, as no one wants to feel forced into learning and development.

Encouragingly, the rise of hybrid L&D is still in its relative infancy, meaning the opportunity is there for companies to experiment and trial different strategies to see their outcomes.

However, regardless of whether business leaders decide to focus on virtual, on-site, or a hybrid mix of training programmes and methods, one key message is clear: if businesses fail to nurture a culture of constant learning and development, then they’ll invariably struggle to survive in the post-pandemic, digital-first world.