Developing effective learning experiences is akin to constructing a sturdy house – it requires a solid foundation. Yet, all too frequently, learning programs are hastily developed and implemented, resulting in weak interventions that fail to harness the full potential of knowledge.

Throughout my years collaborating with L&D teams, content creators, and project owners, one glaring gap has become apparent: motivation. In many instances, motivation is disregarded or underestimated, particularly by senior leaders who believe that the necessity of learning for job performance should be motivation enough.

However, motivation stands as a cornerstone of effective learning. When motivation is robust, learners are engaged, exert effort to understand and retain content, and actively apply their newfound knowledge. Conversely, knowledge retention tends to be minimal in scenarios like Mandatory Learning, where motivation often stems from punitive measures. A simple test of recall weeks after completing mandatory training reveals the stark reality.

So, how do we address this motivational deficit? Firstly, it requires a top-down approach, fostering an organisational culture where employees understand the importance of training and recognise the personal benefits it offers. This could include opportunities for advancement, enhanced job efficiency, or recognition for progress.

Secondly, learning must be timely and relevant. Delivering training when needed and aligning it closely with employees’ day-to-day responsibilities facilitates immediate application and engagement. For instance, addressing topics like ‘Active Bystander’ training in the context of regular organisational discussions on empathy and addressing unacceptable behaviour is far more impactful than standalone sessions.

However, effecting these changes necessitates the involvement of L&D professionals from the project’s inception. They must be “invited to the table” during the initial project planning stages to shape an environment conducive to motivation and secure buy-in from all stakeholders.

Changing senior stakeholders’ perspectives on motivation requires tangible evidence of success. Evaluation data serves as a powerful tool for L&D professionals to demonstrate the efficacy of their approach and drive meaningful change.