eLearning
eLearning Training: Delegating to Promote Development
Challenge
Over the years I have supported new managers or supervisors in developing their delegation skills. A common barrier was either overcoming a belief that as the "boss" they shouldn't burden their team with too many tasks, reluctance to let go of tasks, or being unable to get buy-in from their team.
Solution
This eLearning lesson was designed applying Design Thinking Process. I had recently learned about Design Thinking and wanted to experiment with it. What appeals to me is the emphasize on empathizing with learners. This has always been part of my process.
✓ Empathize: New managers are often struggling with time management, and reluctant to invest time in delegating, which uts them in an endless loop of having too much to do.
✓ Define: New managers need to have the skills to delegate meaningful tasks as a way to reduce their workload, support the development of their team, give members of their team a sense of purpose and a feeling they contribute in meaningful ways, and to create opportunities for recognition and reward.
✓ Ideate: Using a standard delegation tool I began to piece together the training, wanting to keep it simple and not too time consuming. I also wanted to dabble in using scenarios as I thought this would make the course more engaging and provide a context a manager would hopefully relate to.
✓ Prototype: I built the prototype before I narrowed down my definition of the problem in order to get an idea of what this course might look like. It was always the intention to build the course using Articulate Rise, because this project was part of my coursework for the Instructional Design Online Learning (IDOL) Courses Academy.
✓ Test: The final piece of the puzzle would be to test the course with new managers and collect their feedback in order to improve the overall learner experience.
Results
Using the Kirkpatrick Model for Evaluation, the success of this training is going to be measured by the desired change in behavior (level 3), in this case, to begin using the delegation tool, with the result (level 4) of managers and supervisors effectively delegating.
The evidence will be from a variety of sources, from the manager reporting they have more time now that they have delegated more, to the team having more meaningful tasks or projects which increases their sense of bringing value to the organization.
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