After you’ve gotten approval to deliver an enterprise solution, the idea of implementing the solution can be daunting. There are critical steps to keep in mind whether you are delivering to an audience of 15 or 150,000. Standard learning and development (L&D) models (i.e., Kemp, ADDIE) provide frameworks to create learning experiences, but you will need an approach to map the successful delivery of the solution across small or large audiences. The approach includes formulating the project team, building a communication strategy, implementing the solution and measuring the results.

The Project Team

First things first, you need to build the ultimate project dream team. An ideal project team consists of individuals who act in an advisory capacity and represent stakeholders (i.e., human resources; diversity, equity and inclusion (DEI), etc.). Members could include a project manager, communications consultant, learning management systems (LMS) operations, workforce scheduling, facilitation planning, instructional design, vendors and business partner representation. A diverse team generates ideas and informs the project team. If your L&D team is small, include adequate representation as allowable.

The project team should include work streams to create roles and responsibilities that align with key milestones and deliverables. The work streams should focus on three core areas: communication, implementation and measurement. Let’s examine each of these work streams.

Communication

The communication work stream is one of the most extensive. Identifying key stakeholders is an initial step in the development of the communication plan and strategy. Stakeholders should include learners, leaders, partners and other entities who have a need to be informed of the initiative. Your workflow might look something like this:

• • Create your communication strategy: Develop a communication matrix that outlines the dates, audience, key messages, communication channels and message outcomes.
  • Communication matrix: Develop a clear and concise communication matrix that directs responsible parties on what is expected of them. For instance, the matrix might follow the who (audience), what (message type), how (method), when (schedule), and owner (message source) format. Another example might be based on what the team plans to communicate (i.e., reports, project announcements and presentations) and include a description, deliverable, method, frequency, owner and audience.
  • Utilize existing communication channels: Leverage company emails, employee resource group email lists and line of business communication teams.
  • Develop frequently asked questions (FAQs): Anticipate common questions and share the document with key stakeholders and managers.
  • Practice pre-messaging: Share the message with key partners prior to sharing it with the broader organization. For instance, share with managers first before sharing with learners.
  • Communicate: Inform the learners of the training impetus and compelling reasons to complete the training, and thank learners for their participation in advance.
  • Observe enrollment numbers: Determine the frequency of reporting and channels.
  • Communicate again!

Implementation

The implementation work stream includes logistics, infrastructure and format. Logistics must be considered if there is a synchronous or asynchronous course being delivered and a portion of the workforce requires time away from their workstation. The individuals on the workstream should include the facilitator of the course, if necessary.

• • Logistics: If the course will be delivered in the classroom, rooms need to be requested and identified. If delivered via virtual classroom, the infrastructure and platform should be determined during planning. Once the format is selected, testing should occur to ensure the format is ready to go on the day of implementation.
  • User insights: Prior to launch, provide a preview of the content to a select group of employees to gain feedback.
  • Sponsor feedback: Prior to launch, share a preview of the content to the project sponsor. Share user feedback with sponsor and areas where feedback was implemented.

Measurement

The measurement work stream includes gathering data and reporting results. It should be led by someone who has access to data and reporting and can provide data summaries and insights.

• • Measurement strategy: The measurement strategy is the specific approach to share data, including the type of data and the frequency at which you plan on sharing results. For example, if data is available in the middle of the month, set the expectation that data will be available at the end of the month. Set attainable goals for completion (i.e., 50% of the population will complete the training).
  • Data: Data should include information that’s readily available. If there are pre-existing training insights dashboard, leverage the data supplied in the dashboard. Be creative in leveraging completion, Level 1 and Level 2 data.
  • Results: Structure the data in a manner that demonstrates relevant impact (i.e., by leader, level of employee, line of business). For instance, you may want to present Level 1 data as favorability insights or completions data as utilization insights. Level 1 data can be presented in the form of NPS scores if the organization is open. Repeat reporting data and ask for feedback from others to determine if the data is relevant.

Best Practices

The information shared so far will get you to the week of implementation. L&D teams must also consider the project team culture, issue resolution, endorsement and minor recommendations to achieve optimal impact. Here are some additional considerations:

• • Create an inclusive culture on the project team where all voices are considered. Allow the project team to make low- to mid-risk decisions collectively.
  • Leader/sponsor endorsement is important. Therefore, the initial message should be sent by the course sponsor.
  • Bring a DEI lens to communications.
  • During launch week, host daily calls to address concerns that surface.
  • Share feedback with vendors to keep them informed of reactions to the course.

These recommendations could be applied in both large and smaller organizations. Remember, implementing learning solutions successfully builds credibility with senior leaders and demonstrates your strategic partnership. A successful launch, if completed effectively, has the potential to increase organizational resources while contributing to the business’s bottom line.