The Learner, 70:20:10 and Customer Experience

iStock_000008801928SmallMore so than in other efforts learning demands a careful balance of content and context. Many courses or projects chock a block with great information never quite achieve the results intended because of the way the information is delivered. Still too many learners won’t or cannot stay engaged. And it’s not for lack of effort by designers. Neither dynamic media, nor learner engagement exercises, even all the bells and whistles designers build on can always keep the learner riveted. Moreover, it’s not the pacing nor structure of events nor even the implied threat the learning or training is a job requirement. When learners are asked about courses a range of answers emerge, from I liked it but it meant little to me in my job, it was just not interesting, it was isolating, dull, the same old thing. So, if you believe, as do I, there is a missing element, hang on, I may have some insights.

Firstly, it’s important to clear off the Kirkpatrick levels. Not dismiss, just set them aside. Traditional learning and development is about pushing out information. What I suggest is a different way of thinking about the learner perhaps reflected in Kirkpatrick but not aligned to its grid like way of organizing learner uptake. Rather the lens through which we should start is Charles Jennings’s 70:20:10 approach.

Looking back to the original premise, that courses even with great content are bashed on the shore of rocks of delivery and contextual modes, than Jennings realization about how learning works is even more in line with my premise. And not to hold you in suspense, I am advocating we begin to think of learners as customers and every aspect of the learning experience as a customer experience. In the customer experience (Cx), world companies look at their service by way of touchpoints.

Touchpoints are every interaction taking place between the company, product or information—the content—the user or customer of that information and the context or channel used to communicate. Calling your cable company, speaking with a representative offers many touchpoints. For instance, how many rings did it take to get through, did the customer service representative understand the problem, how did she speak to you, could he resolve the problem, how long did it take, or perhaps you got better service using the website. The media, in this case the phone, is referred to as the channel. Companies measure each touchpoint in each channel against criteria in order to examine their process, develop standards and measures to improve customer service and contain their costs.

As learning people, we might take a lesson from touchpoints in Cx. In business, every time a touchpoint is observed, measured, and found lacking, it is improved—called touchpoint renewal. Now think of learning experiences whether virtual or face-to-face. Every interaction with content is naturally in a context (channel). So working online, the UI/UX channel might have been designed with minimal cognitive overhead in a handsome interface so information can be actuated easily. The more interactions, more touchpoints, and more reflective thought by the designer is required. Or in a classroom, instructors who focus on critical content and presents interactively have touchpoints relevant to that context or channel.

Learning designers can think in touchpoints when they build instruction or training. If we begin to think like this courses will improve simply because each action is viewed as an individual, measurable touchpoint. There are two elements, the content and the quality or style with which it is delivered (no matter the context or channel) and the learner (or customer). The smoother, faster, clearer the touchpoint, the easier it would be for learners to navigate and perhaps benefit from the experience. Customer experience thinking does not require a major pivot in the way courses are developed. Instead, it’s a mindset and reminder that learners need to be serviced as customers or even as buyers with a choice. Knowing your learner needs, your customers, and what they must achieve at the conclusion of the experience can help shape designers decisions about what to insert into a learning experience, the style, and the channel.

iStock_000004786684SmallJennings research clearly says most learning, over 80%, takes place in the workplace not the classroom (and I assume not the screen either). He has demoted formal learning to the ’10’. This diminishes the role of the learning designer or at least, as far as I can tell reshapes it. Experiential learning through contact and information with others yields—according to Jennings—better development and business outcomes. A conversation with a colleague in the pursuit of a solution or the sharing of an incident that leads to an A-Ha moment is planned. Keep in mind, these interactions all have touchpoints, too. That ‘20’ doesn’t mean we can easily measure the import of every utterance and seek to improve coaching or mentoring conversations by observing or eavesdropping continuously. However, it’s worth considering just how powerful informal, professional language is and how worthy it might be to bring to daylight the concept that everything one says or does has a value that is measurable in terms of utility and effect. This would include sharing via social media as well. As we know, a useful point made in Twitter, evinces a piling on of like-minded comments. These touchpoints will have extraordinary reach and thus value if the sources are trusted and adds to the validity of the single point under review. Most importantly both Cx and 70:20:10 are performance and productivity focused.

It would seem terribly logical for learning designers, ID’s, courseware, and content builders to become aware of the customer experience. If our product is the transmission of knowledge, skills and behaviors—and we expect change to result from each learning event, than designing with care and scrutinizing each touchpoint is another valuable way to look at and improve learning outcomes. Perhaps the designer’s role will change toward one of director; scripting a full 100% development experience—composed of 70:20:10 where every action or activity plays a role in the education of a learner and the idea of the total customer experience is viewed via touchpoints ensuring all actions are focused on results.