BLENDED LEARNING: FIND THE RIGHT LEARNING MIX FOR YOUR ORGANIZATION

Thinking about Blended Learning? The excitement around blended learning, driven by the need for more digital learning during this era of telecommuting, may make you consider it an option for your organization. Unfortunately, adopting any blended learning model can cause more problems than it solves unless your team prepares strategically. As with any learning program development, you need to carefully assess your organizational needs and make calculated choices.

 

Blended learning at its best

 

To get the most out of Blended Learning, you must understand the purpose for which it was designed. Blended learning, at its best, is the “best of both worlds”. There are advantages and disadvantages to both types of learning – digital and face-to-face. Theoretically, if you combine different types of learning, you can enjoy the benefits of each type.

 

For example, if you are developing a program to teach new software, a face-to-face session in which the instructor teaches all the details of the new software is likely to be very boring and ineffective. But if employees learn the software exclusively through interactive online classes, they won't have anyone to contact if they have specific questions.

 

A blended learning model would solve these problems by offering a digital lesson on the basics of the software, followed by a face-to-face interactive session in which employees experience using the software for the first time under the supervision of an expert.

 

Where to start creating a blended learning model

 

The key to combining learning is to do it strategically. To accomplish this, there are several steps you should take before you begin. Here, in general, are some of the things you should think about:

 

Assess your organization's needs

 

This is an important step in developing any learning program, but it's impossible to create the right blended learning mix without it. Assessing your organization's needs can be more complex than you think. Start by asking yourself and your team the following questions:

 

What are the problems with our current learning model?

If we don't have a current apprenticeship program, what are the reasons we want to develop one?

What are the objectives of the new learning model? If the results are measurable, what are the numbers we hope to achieve with the new program?

What do employees think about our learning model (if we already have one)?

Do employees use the current learning model? What are the engagement statistics relevant to employee adherence?

What do employees want for the future of organizational learning?

What do managers think about the current learning model?

What do managers want for the future of organizational learning?

What topics or skill sets will be included in the new learning program?

For each topic, what is the most effective way to teach it?

If you don't know the answers to all these questions in your head, don't worry – this is normal. But it does mean that research will be an important part of the needs assessment process. Talk to key people in your company, including managers and employees. Conduct surveys. Take measurements.

 

It might even be a good idea to get in touch with third-party development and blended learning professionals. There are many companies that are experts at guiding organizations through this process, and outsourcing some of the work can mean fewer interruptions in day-to-day activities.

 

If you are developing an organization-wide program, you can expect the needs assessment process to take several months. Smaller programs can take less time (for example, if, say, your company only employs fifty people or if you are looking to develop a program for just one course). Be patient with this step; it will be the basis for all your decision making as you develop your ideal Blended Learning mix.

 

Browse Learning Platform Options

 

This may seem obvious, but it's important to familiarize yourself with everything out there. e-Learning has become an incredibly innovative field with complex and customized solutions.

 

Blended learning is not just about a mix of digital and face-to-face learning. It means a combination of face-to-face learning, traditional digital modules, microlearning, just-in-time learning, LMS, LRS, interactive learning, VR, AR and much more. Let your imagination fly with what's possible.

 

With a workforce more familiar with digital platforms, adaptability to different types of learning will be less of a concern than it used to be. Employees will be used to switching from a face-to-face meeting to the phone, the computer to other devices – sometimes using multiple platforms at the same time.

 

Working with learning development professionals who are constantly learning about new developments in their fields is a great idea, as they may have a good instinct for which options are generally successful in meeting the types of learning needs in their organization.

 

putting everything together

 

One of the challenges of blended learning is that combining different types of platforms and learning modes can make it much more difficult to track, distribute, and especially more difficult to control. Having a system in place to do this will be part of determining what types of learning make sense for you to include in your program.

 

To some extent, there must be an acceptance that only a certain centralization is possible. But inevitably, there will be learning that will take place outside of the LMS or LXP you choose for your organization, no matter how many platforms it connects to – or how many devices it supports. Modern users are used to decentralized digital experiences. For example, most people have multiple social media accounts on different platforms, and they are all used differently and have different audiences. They understand that to get the best of everything, they have to use everything.

 

The only limit to blended learning is your imagination.

 

Once you understand your organization's learning needs, the technologies available to you, and develop a system to keep everything in place, the sky is the limit with blended learning. Blended Learning means you are no longer tied to your LMS. This means that learning experiences are not tied to time and space. Finding the right mix of learning for your organization is certainly a valuable process, one that will transform organizational learning and development into something you never thought possible.

 

About Us

 

Blended learning in the corporate environment

In 2014, the Learning & Performance Brazil Institute carried out a survey entitled “ Use of blended learning in Brazilian organizations ”. See some of the results presented by this survey.

 

About the training modalities offered on a larger scale:

 

50% of companies reported predominantly using face-to-face teaching;

35% of companies reported predominantly using distance learning (internet and intranet);

14% of companies reported predominantly using blended learning.

The advantages of blended learning for the company

The reasons why this type of hybrid education is gaining more space in education and for companies that already invest in corporate education, this can be a great bet!

 

Using the blended learning format in corporate education is an interesting option for those who want to combine the benefits of each of the learning modalities. We separate some of them:

 

Cost reduction

In a blended learning strategy, distance education can reduce the face-to-face workload. In this way, the costs of daily expenses for specialists and professors are reduced.

 

Also, online content can be easily updated.

 

Conclusion

As you have seen, traditional education, in which face-to-face classes are the norm, has become increasingly obsolete. But that doesn't mean you can't combine the best in traditional learning with the latest teaching technologies.

 

And that's just what hybrid learning offers: it combines the flexible routine of online courses with the greater interaction of face-to-face learning.

 

Now that you know what blended learning is and how it works, how about going even deeper into the world of distance education? Keep following the Plantar Educação Blog!

 

 

 

10 examples of competency-based performance assessment

The examples of performance evaluation by competencies are useful in determining the overall quality of employee behaviors at work.

 

However, if the meaning of this isn't quite clear yet, let's explain it in detail now.

 

Competency-based performance assessments focus on the development of behaviors, that is , they are essential competences for the development of employees in their functions.

 

Thus, the competency-based performance assessment focuses on looking at how a professional's actions and behavior over a given period of time led , or not, to the fulfillment of the defined objectives.

 

Then, by knowing what these actions and behaviors are, it is possible to understand where the employee is now and what additional behaviors he or she can develop for future success.

 

For this to be possible, the examples of performance assessment by competences can help a lot.

 

As such, this article provides a step-by-step guide for you to use competency-based performance appraisals along with practical examples.

 

What are competencies in a performance appraisal?

Competences in a performance appraisal are the values ​​that the employee and the company have selected as the skills or characteristics that one needs to have to do their job.

 

Thus, when hiring new professionals, competencies are the standards that define the interviewee's assessment.

 

For example, does this person correspond to the main focus of the company? Is it possible to improve your skills, through training, to suit our business?

 

 What is a competency-based assessment?

First, a competency-based assessment is any tool used to measure the observable behaviors that employees demonstrate while working.

 

These behaviors are the result of various skills, knowledge and motivations that an employee may possess.

 

Thus, competency assessment must be based on clear work requirements in order to produce consistent and reliable results.

 

This allows competency performance appraisals to be an accurate indicator of overall job success .

 

You might ask yourself, “What competencies do I have to look for in employees?”, “Are there examples of competency-based performance assessment?”.

 

You will certainly be surprised to learn that competency-based performance appraisals can be easily understood and, with the right approach, can be a powerful tool.

 

Skills that can be observed in a performance evaluation

Key competences are specific qualities that a company's recruiters and managers find desirable for professionals.

 

They are a reference to classify and evaluate candidates during the recruitment process or in the performance evaluation by competences.

 

People management

Training and development

performance management

Coaching and mentoring

Team work

Personal development

Commitment to the company

structured thinking

Career Development

Leadership

Strategic management

future planning

Persuade and influence the team

Change management

Communication

Commitment to customer excellence

collaborative work

customer relationship

Social and Emotional  Learning

persuasive techniques

writing skills

speaking and listening skills

Logical reasoning

Decision-making

methodical approach

identify patterns

Search

Problem solving

Transferable Skills

ingenuity

Reliability

stress reduction

Moral principles and ethical standards

Planning

Organization

Technical skills

creative thinking

technical skills

Informatics knowledge

Data management

Program knowledge

Policies and planning

As a manager , you can select core competencies for your team. It all depends on your business model and what you think your employees can improve.

 

In practice: 10 examples of competency-based performance assessment

 

1. Responsibility and reliability

Takes personal responsibility for the quality and timeliness of work and achieves results with little supervision.

 

Examples of declaration of performance:

 

Arrives at work on time and follows instructions, policies and procedures;

Meets productivity standards, deadlines and work schedules;

Stay focused on tasks despite distractions and interruptions;

Make the best use of available time and resources;

Balances the quality of work with meeting deadlines;

No excuses for errors or problems; recognizes and corrects errors;

Don't blame others for not meeting expectations;

Accepts personal responsibility for the quality and punctuality of the work.

 

 

2. Adaptability and Flexibility

It adapts to changing work needs, conditions and responsibilities and works with a variety of situations, people, groups and diverse client needs.

 

Examples of declaration of performance:

 

Responds positively to changes, adopting and using new practices to achieve goals and solve problems;

Adapts methods to achieve solutions and results in dynamic situations;

Handles well and helps others to cope with ever-changing demands;

Find alternative ways to achieve goals or targets ;

Manage change in a way that reduces other people's concerns;

Clarifies priorities when leading change;

Shows openness to doing things in different ways and sees multiple perspectives.

 

 

3. Attention to details

Diligently attends to the details and seeks quality in the execution of tasks.

 

Examples of declaration of performance:

 

Carry out tasks with care;

Makes few or no mistakes;

Use checklists to ensure accuracy;

Take care of details that are easy to ignore or dismiss as insignificant.

 

 

4. Business Alignment

It aligns the products, services and performance of a line of business with the rest of the company.

 

Examples of declaration of performance:

 

Seeks to understand other departments, including their services, results and goals;

Informs and integrates the executive management in all decisions;

Advocates and positively represents other programs and services when working with customers and stakeholders.

 

 

5. Change of leadership

Leads and enables the process of change and transition, helping others to deal with impacts.

 

 

 

Examples of declaration of performance:

 

Recognizes and communicates the potential benefits of change;

Recognizes and manages the challenges that can accompany change;

Encourages others to value change;

Develops improved ways of doing things, including new approaches or methods.

 

 

6. Coaching and mentoring

It allows others to grow and succeed through feedback , instruction and encouragement.

 

Examples of declaration of performance:

 

Guides other people;

Shares specialized approaches and skills;

Helps others identify key goals and use their talents to achieve them;

Build relationships with teammates so mentoring efforts are positively received;

Actively support others who move out of their comfort zones and try new techniques that can increase success;

Give praise and acknowledge every step forward;

Suggests methods and gives examples that provide a roadmap for improvement;

It models successful behaviors and a high-performance work ethic.

 

 

7. Communication

Listen to others and communicate effectively .

 

Performance Statement Examples

 

It confirms that others involved in a project are kept informed of actions and plans;

Commits that important management information is being shared with employees and others as appropriate;

Ensures that regular consistent communication takes place when needed;

Keeps manager informed of progress and issues;

Gives and receives continuous feedback.

 

 

8. Trust

You have a mature and justified confidence in your ability to get the job done.

 

Performance Statement Examples

 

Offer an opinion or advice when appropriate;

Decide between decisive stock options;

Express opinions with conviction;

Search for new challenges;

Conveys confidence in your own knowledge and decisions.

 

 

9. Creative and Innovative Thinking

It develops new ideas that provide solutions to all kinds of challenges at work.

 

Performance Statement Examples

 

Contributes original and practical ideas in brainstorming sessions;

Connect seemingly unrelated ideas, events, and circumstances to find solutions to individual problems;

Sees opportunities for creative problem solving while staying within good practice parameters;

Generates unique but viable and useful solutions to difficult problems;

Think in terms of desired results, not just reactive and quick solutions;

Find ways to turn the ideal into reality;

Tests with new ideas, methodologies and procedures;

Visualize potential problems and solutions without the need for tangible “real life” examples;

Can discuss and project aspects and impacts of decisions.

 

 

10. Customer Focus

It builds and maintains customer satisfaction with the products and services offered by the company.

 

Examples of declaration of performance:

 

Shows interest, anticipates and responds promptly to customer needs.

Focuses on customer results;

It goes beyond basic service to help customers implement complete solutions;

Offer products and services when and where the customer needs them;

It explores options when it cannot deliver a requested product or service, and seeks solutions until the customer is satisfied.

Provides customers with status reports and progress updates.

It seeks customer feedback and ensures that needs are fully met.

Looks for ways to improve service delivery.

Evaluates your company and its services from the customer's point of view.

Presents a positive disposition when interacting with customers.

*Examples translated from Pierce County website

 

 

 

How do competencies become a performance appraisal?

To make sure that the competencies of each employee and future employees are aligned with performance in a job role, you need to measure how these competencies interact within your organization.

 

Thus, conducting competency-based performance appraisals is the best option to do this. See the connection between job skills and performance appraisal itself.

 

 

 

Creating the performance review

The focus of competency-based performance assessment is on behaviors and how the behaviors relate to getting work done and achieving goals.

 

In competency-based performance appraisal, then, the focus should be on behaviors and how the existence (or lack) of those behaviors connects to the achievement (or not) of goals.