“The more I am in L&D, the more I see it is about communications and marketing.” This is what Jane Hoskisson, Director of Learning & Development at the International Air Transport Association (IATA), said on episode 4 of the Learning and Development Stories podcast. “There is no point in putting together great programs if people don’t understand why you are doing them. People need to see a story about how learning links together and is relevant in the day-to-day. It can’t be abstract.”
Experiential Communications is a resource to help you in this area primarily through our Marketing Communications Audit and Strategy Formation process and our Knowledge Transfer Program.
I. MARKETING COMMUNICATIONS AUDIT AND STRATEGY FORMATION
Our customized strategy work for L&D departments / corporate universities addresses areas such as:
• Establishing a brand voice
• Articulating a clear vision and mission statement
• Assembling key communications collateral that explains the value proposition of your department
• Creating centralized communications processes
• Providing ongoing useful communications to stakeholders
Generally our roadmap to conducting audits and devising strategies involves the following process.
1. Reviewing current communications collateral and operations in detail.
2. Drawing upon internal and external perspectives to glean quantitative and quantitative data as its relates to marketing and communicating the function.
3. Compiling findings in a report and using this as the basis to craft a messaging map that states the overall value proposition, the related key messages and the supporting proof points.
4. Aligning with team leadership on compilation of findings.
5. Creating a secondary report that defines communications processes and components:
• A one sentence description of the department’s value proposition
• A one paragraph description of the department’s value proposition
• A two-page description of the department’s value proposition
• Mission and vision statements
• A dissemination plan
• An email signature template
• A powerpoint presentation communicating the overall value proposition
• A process plan that defines cadence of communications to various stakeholder groups and logistics in terms of execution and channel delivery
• Creation of a script that would be the basis for a 60-second promotional video.
• A newsletter mock-up
• Recommendations on brand look and feel
6. Aligning on collateral and communication plan with the leadership team.
7. Rolling out to the wider team.
II. KNOWLEDGE TRANSFER PROGRAM
The Knowledge Transfer Program trains employees to effectively communicate their learning experiences. The goal is that their knowledge is shared with others, supporting an organization’s learning and development goals. It is about “See one, do one, teach one”. It allows learning to stick and knowledge to be transferred throughout the organization.
Experiential Communications enables knowledge transfer by:
1. Leading communications workshops as part of different programs. The workshops equip program participants with the skills to communicate their learning through different mediums.
2. Providing one-to-one communications support after a program or learning initiative. We help participants crystallize their learning by communicating in different formats and then sharing such materials with others.
To paint a picture for you, here is what this program might look like:
• Joe goes through an executive education program.
• At the conclusion, Joe goes through a communications workshop. He learns strategic communications principles that he can use in his everyday work life. He also gains perspective on how to communicate what he learned in a program, both digitally and in person, to others in his organization who didn’t attend the program.
• Joe put the principles into action. He prepares content related to the training. He then receives follow-up editorial support to ensure he is applying the best practice with his communications.
• Joe shares his article via his different internal mediums about what he learned from a program and how this should impact his department. Other colleagues are able to provide feedback and comments.
• Joe leads a 30-minute brown bag lunch about his key learnings.
• Conversations around the learning initiative continue through both online and physical means.
• Measurement takes place to see how these knowledge transfer activities are supporting organizational learning objectives.
Read the following blog post for steps to consider in running a knowledge transfer program.
Contact us to discuss in more detail.