Developing Learning Modules

Most learning experiences fail. Not because they lack content. Not because they aren’t engaging. But because they confuse motion with action. - Learners finish an interactive course—but can’t apply a single concept. - Employees earn certifications—but their performance stays the same. - Teams attend workshops—but nothing changes in how they work. Your beautifully designed courses might be keeping learners busy without moving them forward. The difference between motion and action explains why so many well-designed learning experiences fail to create real change. Motion 🔄 vs. Action 🛠️ in Learning Design Motion is consuming information—watching videos, reading content, clicking through slides. Action is applying knowledge—practicing skills, making decisions, solving problems. Motion FEELS productive. Action IS productive. ❌ What doesn’t work: - Content-heavy modules with no real-world application - Knowledge checks that test memory, not mastery - Gamification that rewards progress, not proficiency - Beautiful interfaces that prioritize scrolling over doing ✅ What works instead: - Micro-challenges that force immediate application - Project-based assessments with real-world constraints - Deliberate practice with quick feedback loops - "Demo days" where learners publish/present their work 3 Common Motion Traps 🪤 1️⃣ The Endless Content Cycle Overloading learners with information but giving them no space to apply it. A 40-page module doesn’t drive change—practice does. 2️⃣ The Engagement Illusion Designing for clicks, badges, and completion rates instead of real skill-building. Just because learners show up doesn’t mean they’re growing. 3️⃣ The Passive Learning Trap Building "Netflix for learning" experiences that entertain but don’t transform. Learning feels good—but does it change behavior? What to Do Next? 💡 - Audit your learning experience. Calculate the ratio of consumption time vs. creation time for your learners. - If learners spend more than 50% consuming, redesign for action. The best learning designers don’t create the most content. They create the most transformation. Are you designing for motion or action?

From Programs to Products “The future of Learning & Development lies not in delivering sessions—but in engineering solutions.” As a Talent Development(TD) practitioner pursuing a Doctorate my research & lived experience converge on one clear insight: L&D must adopt a product mindset if it is to remain relevant, scalable, and strategically impactful. In traditional business parlance, a product is a value-generating solution, designed to meet specific user needs & supported through its lifecycle. When we transpose that logic to L&D, a learning product becomes a repeatable, outcome-oriented development solution designed with user-centricity, contextual relevance & measurable impact including: -Leadership development academies - Manager capability tracks - Onboarding experiences -Behavioral transformation journeys -Digital capability pathways -Culture activation programs Just as in commercial product management, learning products follow a defined life cycle. 1.Discovery Phase -Problem identification through business immersion & data diagnostics -Stakeholder alignment on outcomes & scope -Learner personas & experience mapping 2.Design & Prototyping Phase -Modular architecture with flexibility for localization -Learning science principles & delivery modalities incorporated -Early-stage testing & iteration with pilot audiences 3.Deployment & Scaling Phase -Rollout across geographies/business units -Performance tracking via engagement, adoption & impact analytics -Continuous enablement of facilitators & learning business partners 4.Sustain & Evolve Phase -Ongoing feedback loops from learners & leaders -Product refreshes in response to organizational shifts -Phasing out obsolete modules & introducing adjacent offerings Product Thinking in TD A product-oriented mindset introduces discipline, agility, and business alignment to an area that has traditionally been viewed as intangible ensuring: -Learning is intentionally designed & strategically positioned -Talent solutions are built with user empathy & enterprise relevance -ROI is not anecdotal, but evidenced through lifecycle analytics -L&D teams behave as owners of value, not mere executors of requests This shift also fosters cross-functional collaboration, pulling in insights from marketing (branding), technology (platform integration), data (metrics) & design (experience journeying). To drive this transformation, L&D professionals must evolve from instructional designers & facilitators to product managers & strategic advisors speaking the language of the business, use data to drive decisions, think in terms of MVPs, scale, customer experience & iterations. The evolution sits at the intersection of organizational effectiveness, human capital theory & business model innovation. It aligns with Drucker’s vision of knowledge workers requiring continuous & curated development. Let us not merely run programs. Let us build learning products that endure. #TalentDevelopment #LearningProductDesign

A year ago I shared a framework called GROWTH™. It didn’t perform particularly well. Which is funny, because over time it’s become one of the models I rely on most when designing learning experiences. Most training programs are built as courses. But the way people actually develop capability looks very different. Progress happens across a series of experiences—practice, feedback, reflection, and iteration. In other words, it happens through a learning journey, not a single event. The GROWTH framework is a way to design those journeys more intentionally. It breaks the process into six stages: G — Goal Setting R — Research & Empathy O — Outline the Experience W — Work in Layers T — Test & Adapt H — Highlight Progress Over the past year, I revisited the framework, expanded it, and turned it into a practical guide with examples, worksheets, and a full case study on redesigning onboarding as a learning journey. I also realized something interesting. GROWTH is actually one of the foundational pieces behind another model I’ve been developing called The Academy Engine™, which focuses on building scalable learning ecosystems. If the Academy Engine explains how education systems operate, GROWTH focuses on how the learning journey itself should be designed. If you’d like the full guide and templates, you can download it below. Curious how others think about this. When you design learning, do you think in terms of courses or journeys?

Designing training programs that actually transform learners? Start with this timeless truth: People don’t learn just by listening. They learn by doing. One of the models I often use while designing development interventions is the 70-20-10 model of learning. Originally developed by McCall, Eichinger, and Lombardo, this framework continues to remain relevant — even in an age of AI-driven learning and digital platforms. Here’s how it breaks down: 1) 70% – Experiential Learning - Learning by doing. On-the-job tasks, stretch assignments, simulations, and real-life decision-making. This is where actual transformation happens. It’s the space where knowledge turns into capability. 2) 20% – Social Learning - Learning from people. Through feedback, coaching, mentoring, peer discussions — we learn by observing, reflecting, and engaging with others. It deepens context and creates community. 3) 10% – Formal Learning - Learning from structured content. Workshops, courses, textbooks, instructional videos. Still important — but only a small piece of the bigger puzzle. When I design workshops, I treat this model not as a formula — but as a design principle. The formal workshops (10%) introduce key concepts. The social components (20%) reinforce it through feedback and peer exchange. But it’s the on-the-job application (70%) that brings the real shift. Because people don’t remember slides — they remember experiences. The 70-20-10 model is a reminder that learning isn’t an event. It’s a process. Transformation doesn’t come from knowing… it comes from doing. If you're building learning programs for your organization, start by asking: “Where will this show up in their real work?” That’s where learning becomes meaningful. #LearningAndDevelopment #CorporateTraining #ManishKhanolkar

Before creating a Learning Resource, ask yourself these six essential questions first! Too often, we get carried away looking to create a solution before we know what it is for. This means that learning resources are created without fully considering their purpose, audience, and impact. Before you dive into content development, take a step back and ask these critical questions: 1️⃣ Why? 🔍 What problem are you solving? Identify knowledge gaps, motivation barriers, or process issues. Ensure that learning is the right solution—sometimes, the challenge lies elsewhere. 2️⃣ What? 🎯 Define success. What should learners be able to do differently? Assess existing content, align with measurable goals, and ensure the training fits the organization’s broader objectives. 3️⃣ Who? 👥 Know your audience. Who are the learners? Who are the Subject Matter Experts? Identify key stakeholders and any unique project requirements to create relevant, impactful learning experiences. 4️⃣ Where? 🌍 Consider access. Will learners need translations or localization? Will they access the content on desktop, mobile, or a specific platform? Ensure the learning experience meets them where they are. 5️⃣ When? ⏳ Clarify timelines. When is the training needed? How long will it take to complete? Understanding deadlines and learning schedules helps in effective project planning. 6️⃣ How? 📈 Think beyond the launch. How will you engage learners? How will you measure success? Develop a marketing strategy and use data-driven insights (like the V Model) to track impact and ROI. These six questions aren’t exhaustive, but they provide a strong foundation for creating meaningful learning experiences. What other factors do you consider before developing learning resources? Drop your thoughts in the comments! ⬇️

"𝘼𝙣𝙙𝙮, 𝙝𝙤𝙬 𝙙𝙤 𝙮𝙤𝙪 𝙜𝙪𝙮𝙨 𝙙𝙚𝙨𝙞𝙜𝙣 𝙨𝙪𝙘𝙝 𝙞𝙣𝙩𝙚𝙧𝙚𝙨𝙩𝙞𝙣𝙜 𝙡𝙚𝙖𝙧𝙣𝙞𝙣𝙜 𝙜𝙖𝙢𝙚𝙨?" That was a question I got from a client last week. Truthfully, gamifying learning (as an example) is a rather structured process. If I can let one little cat (just one) out of my bag 😉 , we apply Nir Eyal's Hook Model extensively to design intricate activities for our mostly corporate participants to learn almost anything, be it leadership, collaboration, service excellence, systems thinking etc., experientially. And to be upfront, if you are an in-house #LearningAndDevelopment professional, you too can apply The Hook Model for your organisation's learning programmes. Basically, the model consists of four elements: 𝟭. 𝗧𝗿𝗶𝗴𝗴𝗲𝗿: A learning programme can start with the sending out personalised notifications inviting employees to embark on an epic quest for knowledge. These triggers could be in the form of gamified challenges, enticing quizzes, or enticing leaderboards, or something as simple as scanning a mysterious QR code. 𝟮. 𝗔𝗰𝘁𝗶𝗼𝗻: With triggers in place, it's showtime! Employees dive headfirst into the learning activities, eagerly devouring bite-sized lessons and tackling interactive challenges. By making learning feel more like play, you're not just engaging employees—you're turning them into eager knowledge-hungry beasts! 𝟯. 𝗩𝗮𝗿𝗶𝗮𝗯𝗹𝗲 𝗥𝗲𝘄𝗮𝗿𝗱: Ah, the sweet taste of victory! As employees conquer challenges and complete modules, they're rewarded with a delightful array of goodies. Think badges, points, levels, and virtual high-fives. And here's the kicker: make those rewards unpredictable! Just like a box of chocolates, you never know what delightful surprise awaits. In fact, if budget allows, feel free to add some tangible, attractive prizes. 𝟰. 𝗜𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁: Last but not least, it's time for employees to put skin in the game. Encourage them to invest in their learning journey by allowing them to customise their avatars, track their progress, and even compete with colleagues. By fostering a sense of ownership and pride, you're ensuring they'll keep coming back for more. The beauty of the Hook Model lies in its cyclical nature. As employees progress through the learning journey, they become 𝘩𝘰𝘰𝘬𝘦𝘥 —addicted, if you will—to the thrill of leveling up and mastering new skills. Before you know it, learning becomes not just a chore, but an engaging adventure that would spur learning retention rates and subsequently, productivity! According to research, 83% of employees who undergo gamified training are more motivated at work (TalentLMS, 2019). So go forth and gamify your L&D programmes, my friend 😎 #learninganddevelopment #SkillDevelopment #TrainingAndDevelopment #Upskilling #Gamification #GamificationInLearning #LearningCulture

Day 13 of 30: Offer Micro-Learning 🎯 Short, focused learning modules help customers absorb information faster and retain it longer. Think two-minute how-to videos, quick-start checklists, or interactive walkthroughs. It’s one of the most effective ways to boost product adoption without overwhelming new users. In my experience, micro-learning works because it matches how people actually learn: in small, digestible chunks, right when they need the information. 🚨 Watch Out: Long-form documentation has its place, but not in the early stages of a customer’s journey. Start small, keep it relevant, and make it accessible inside the product experience. Actionable Takeaways: ✅ Break down onboarding content into bite-sized lessons. ✅ Embed learning directly into the customer’s workflow. ✅ Track which micro-learning modules drive the fastest time-to-value. ❓ Question for you: How do you deliver training that sticks without overloading your customers? #poweredbypeople #DCX #GSD #CSXInnovations #CustomerSuccess #MicroLearning