Elearning! Magazine: Building Smarter Companies via Learning & Workplace Technologies.
Issue link: http://elmezine.epubxp.com/i/201066
seriouslearninggames Defne/ Refne Program Goals Evaluation & Measurement Construct Cohorts Post-Game Debrief Communication & KickOff Learner Support & Check-In similar to the best-practice implementation processes recommended for any major training initiative," she says. "Over the years, many companies have gotten a bit lax about training program implementation. Constrained budgets, limited training resources and business pressures have ofen resulted in shortcuts," she says. "Because game-based learning is relatively new to managers and learners, it's imperative to have a well-thought-out implementation plan. Your program's success will hinge on the implementation." Clark developed Game On! Learning's strategy for implementing online learning games. Because this form of online training introduces new characteristics like cohort-based competition, Game On! Learning guides its customers through these steps for each phase of the overall implementation: preparation, kick of, mid-point check-in and debriefng. Te objectives to be achieved: >> Setting expectations for, and benefts of, the learning. >> Building excitement and collaboration among participants. >> Checking in on experiences and progress. >> Anchoring learning application to job roles. 22 October / November 2013 Elearning! Prior to each implementation phase, you need to educate stakeholders, managers and learners, and get business and emotional buy-in. >> Collecting data, feedback, and anecdotes that yield insight into attainment of the learning outcomes. SETTING THE STAGE Prior to each implementation phase, you need to focus on educating stakeholders, managers and learners about the program and getting business and emotional buy-in. Communication should address the purpose of the program, its objectives and the business rationale — including several specific benefits of how the training will support identified business goals and job-performance requirements. For instance, if the training is designed to sharpen negotiation skills, relate the program to relevant business goals such as increased deal sizes, more contract renewals or improved collections. During this stage, Clark advises customers not to go into great detail about the game itself. "When you focus on the outcomes, rather than the delivery, you'll minimize push back. If you and your vendor have done your homework, you've already made the business case for the program. You can address any questions and uncertainties about the game itself during the kick of meeting." Games that require setting up cohorts (teams of employees that will progress through the game together) will require advance planning. Cohorts can be composed of employees with diferent job roles across organizational functions or composed of employees with more homogeneous job roles and functions. Your vendor can give you recommendations on cohort demographics and optimal group size. Clark also advises setting up social groups for game cohorts on Yammer, Chatter or other social learning tools. Tese groups, which can be introduced at the kick of sessions, give employees a way to share experiences on an ongoing basis. KICKING IT OFF An efective kick-of at each phase of the implementation is critical. Learner expectations are largely set at this stage. Kick-offs are conducted as virtual or face-to-face leader-led sessions. These sessions should revisit the training program's purpose, the intended learning outcomes and benefits, and examples of what learners should personally expect to take away from the game. You'll also want to explain in detail how the game is structured and how this structure impacts the learner experience. Learning from failure and setbacks is integral to most serious learning games. Some games also prevent learners from progressing from one level to the next until they've achieved