Performance Impact. Amplified.

Our learning solutions are focused on your business goals and training demand.
With our expertise in instructional design and training development, we formulate solutions that help you in:

Organizational-development-100x100

Driving your business transformation through focused leadership and organizational development solutions.

Workforce-100x100

Enhancing dynamic workforce performance and skills through streamlined content design and personalized learning experiences. 

training_1-100x100

Understanding your training demand to deploy learning programs globally.

❝Goal-oriented and streamlined training solutions seed the right synergy in any team’s hierarchy. We deep-dive to understand your expected business targets along with your training needs.❞

Looking for a reliable solution for your training demand?

We will help you target the
3Cs of Training Delivery.

As instructional design masters, we understand that training development and delivery has always been a cost that the company bears to achieve the optimum outcome from their business.

While hiring employees, every company drains huge sums of money to acquire the best talent. But despite the expense, most companies are unable to find a complete set of top-talent that it needs to drive its operations smoothly or derive a steady profit. Hence, every company has a section of employees that need to be groomed and trained in order to upskill them in their organizational capabilities.

Money isn’t the only factor that the company spends on talent management. Time is a bigger factor that demands investment when it comes to training delivery.

On top of this, ill-managed training content can lead to slow impact and even re-training the employee, which means repeating the process and adding to the cost of the training.

Let’s look at some of the factors that add to the cost of a training delivery.

  • Workforce Strength
    Bigger organizations accommodate more bandwidth to release more employees for training for faster results, hence their employee training costs are higher than smaller-sized organizations. On the other hand, smaller organizations spend significantly less on training development costs for their employees.
  • Industry Type
    Each industry has a different hierarchy depending on their type of work. This also results in different types of roles that require training in that industry. Training costs therefore also differ depending on the industry type.
  • Employee Skills
    Not all employees have the same performance level or organizational capabilities to execute their role. This difference in competency creates training opportunities in an organization. The faster the employees learn or yield desired results, the lower their training cost.
  • Training Pedagogy
    Whether its classroom style training or an online lesson, each training method has a cost associated to it. While some companies now consider classroom-style training obsolete, it may still hold value in locations where technology or telecommunication has still not made a firm presence. The training industry has also seen a rise in training programs which are based on games and simulations. This pedagogy appeals more to the younger generation, whose lives are deeply influenced by devices that operate on the latest technology and easier methods of entertainment. This too may factor into the cost of training development.
  • Technical Requirements
    With an increasing demand of globally available online training material, companies now need to constantly upgrade their hardware and software to keep up with the training demands of their workforce. This factor also showcases how much a company can spend to accommodate the latest learning technology for their employees.
  • Time and Productivity
    Each company allots training-time to its employees from the productive time that they can spend on executing work or growing the business. Hence, any training time is directly a cost to a company where they are not earning any profits. As training is a business necessity, therefore every company is constantly researching on methods to decreasing the training time of its employees.

As an instructional design consultant, we suggest that every organization must consider these factors while building their training curriculum to minimize the cost of their training delivery.

Instructional design consulting firms review several factors that govern the way a training is created. These factors ideate the experiences that the learner will get while going through the training. Hence, the coverage that a training program will engage in, can be envisaged by these pre-assessed factors.

Before choosing a pedagogy, you must understand how your learners will react, behave or respond to it. If your training program can not motivate or draw a reaction, it may seem dull overall. It should be a trainer’s or instructional designer’s virtue to pre-empt the pitfalls of a training delivery and flag them at the initial stages. As a person overseeing training development, one must be ready to add a creative edge and an engaging strategy to impact the learner’s cognitive growth. 

Let’s highlight these factors that will help you discover how your target audience will find a connect with your planned training.

  • Age
    With a surge in global population in the last decade, questions like, “What percentage of the audience are Baby Boomers, Gen Xers, or Millennials?”, are commonly asked now while dealing with corporate and workforce hierarchies from organizations around the world. There is such a huge difference in age groups at the same positions or in the same teams that it is relevant to design the content that has mass-acceptance. On the contrary, senior positions in the several organizations may still prefer classroom style or at most a basic linear online training strategy.
  • Level of Education
    While it may not matter what percentage your employees scored in high-school or college, after hiring them. But it is definitely still a factor that governs how easily will the learners accept the language and pace of the learning program. Taking school or college education percentages into account still may be stretch, but where an employee received their education from, may immediately determine the proficiency that a learner may possess to gauge the level of language and technical information in a training program. This certainly states education as an outlining factor for training development.
  • Position/Role/Experience
    Every organization expects its employees to perform at the expected level of organizational capabilities as per their role/position in due course of time. Hence, it becomes relevant to identify training needs as per different roles in a company’s hierarchy. Also, different employees in an organization, at the same designation and work experience, might also differ in terms of performance as they might be impacted by different life experiences. These generally overlooked factors are more often than not, the main reason for a difference in their performances.
    Hence, the need for skill-gap identification on the basis of position/role/experience arises. This approach is definitely organization-centered and it enables you to build a knowledge-base for your employee training requirements. Apart from saving time, it helps your training delivery become cost efficient. This also reduces redundancy in the training concepts introduced which may lead to boredom and failure to achieve training goals.
  • Geographical location
    Would an employee with a small-town background be able to connect with a training program in the same way as an employee who has been born and raised in the city?
    In reality, most people would find it hard to answer this without generalizing about a person’s background. But it could also depend on the elements chosen while building that training program, as to how it could either generate the same or different level of understanding for the learners from different geographical backgrounds or current work areas.
  • Language
    The most commonly accepted language for training programs throughout the world is English. But due to localization of several small and large businesses, the need for translation is increasing every year, even in the remotest regions of the world. Though this may be adding to the cost of training production for an organization but it is certainly a cheaper and faster way to train locally hired staff in a foreign location than relocating employees from the native country. Hence, language does make a difference in the way training is accepted globally.
  • Technology
    Do your learners have access to a training classroom or computer? Do they have internet access? What software are they currently familiar with? What software do they rely upon to perform their job?
    These are some of the common questions that are currently asked while assessing a training requirement. This shows that training delivery managers are still handling and reaching out to learners from locations where these things aren’t available readily. This makes technology a big factor while executing training analysis and development.

E-learning instructional design firms around the world agree with the fact that 80% of the effort spent in any training development project is about content analysis and creation.

Compiling the content for a training program is a collaborative task between the subject matter expert, content designer/architect (or instructional designer) and the content writer. In situations where there is no subject matter expert appointed from an organization, instructional designers have to deep-dive into previous publications, conduct interviews and analyze company data to research and develop goal-oriented and strategic training content. Here the instructional designer plays a consultative role to help the organization build relevant training content, targeting its pain areas or training opportunities. 

Compiling the content for any training module can be done through three stages.

  • Training-need Analysis
    Whether it is accelerating the transformation of a novice employee to an expert or introducing new skills to tenured employees, the development of any training program is initiated by starting a cause/need that a business identifies to research relevant content. Then the subject matter expert provides raw content, which could be in the form of audio recording, written notes, recorded videos, magazines etc. that is relevant to form the basis of a training program. And a call has to be taken between the subject matter expert and the content designer/architect to finalize the relevant content that will be included in the training.
  • Learning Design Development
    After manifesting the areas of training opportunities, the next stage of content management of any training development project pertains to developing the structure or the lay-out of the training. A content designer/architect develops this structure with the support of a subject matter expert. The aim of this stage is to define the elements of the training project. For example: Content sections, time taken by each section, graphical approach, content sources etc.
  • Content Development
    After freezing the learning design, the actual content is written by a content writer in collaboration with the content designer/architect of the project (based on the learning design that was formulated earlier). The content goes through the necessary quality checks before the desired graphical treatment is applied to it. As a part of the learning content, a training presentation may also contain content elements like assessments, scenarios, videos, images, flowcharts etc.