Unlocking the Power of Video-Based Learning
8 Compelling Reasons for the way we work today In the hybrid world of work, traditional methods of knowledge transfer struggle to keep up. However, there’s a solution that’s been quietly gaining traction and proving its effectiveness: video-based knowledge capture. Let’s dive into why video is emerging as a game-changer for the way we work today. 1. **Captivating Engagement**: Videos have a unique ability to captivate audiences instantly, making them perfect for remote or hybrid learning scenarios. When your colleague is the expert on screen, relatability skyrockets, ensuring relevance and fostering deeper engagement. 2. **Enhanced Retention**: By reducing cognitive load, videos facilitate higher recall and retention rates among learners. They draw colleagues into deeper learning and engagement, tapping into the emotional side of knowledge retention. 3. **Relatable Content**: Tailoring videos to the mission of your organization and the employee audience ensures relatability. When presented by actual colleagues, the content aligns seamlessly with organizational objectives, fostering a deeper connection. 4. **Curiosity Ignition**: Micro-videos tease and pique curiosity, motivating learners to explore further. When created by colleagues, these snippets become more relatable and actionable, driving deeper engagement. 5. **Data-Driven Refinement**: Analytics tools help identify engaging segments of videos, allowing for iterative improvements. This not only maintains learner engagement but also provides insights into topics that truly motivate colleagues, promoting greater employer-employee alignment. 6. **Narrative Immersion**: Structuring videos around compelling narratives guides learners on a journey of discovery. Short-format playlists unlock individual expertise for collective learning and impact, harnessing the power of storytelling. 7. **Versatile Applications**: Videos are adaptable for various learning contexts, including formal online training, instructor-led sessions, and just-in-time learning. They also foster social learning environments, inspiring both innovation and human connections. 8. **Behavioural Changes**: Videos created by colleagues prompt employees to pause, reflect, and emulate modelled actions. This leads to tangible shifts in behaviour, driving continuous improvement within the organization. Video is underutilized in today’s workplace, but it’s emerging as a cornerstone strategy for designing immersive and engaging learning and employee engagement experiences. Is your organization ready to embrace video as a means of learning and connection? Interested to learn more? Please get in touch to talk to explore how a video-based strategy can help convert individual expertise to collective learning in your organisation! đ Are you a L&D or H&R Manger? Download our latest free eBook, “Effective Strategies for Elevating Hybrid Training” today.
Uncorking knowledge bottlenecks towards a culture of collective learning
Managing knowledge and delivering learning in the hybrid workplace is critical, but can also be challenging. In a series of blogs we look at some of the main issues that often arise, and how that has driven us to design Slick Plus. Last time we looked at knowledge silos and the problems that can arise. In this fourth post, we examine the knowledge bottlenecks that stop individuals sharing their knowledge and what can be done to move towards a system of collective learning.  We all learn at work and we all have knowledge to share. But how often do we actually share the knowledge we acquire? Learning can be rewarding, valuable, engaging and even exciting. The moment the âpenny dropsâ. An âahaâ moment where our learning crystallises or results in a new idea. Those milestones when we suddenly achieve something that we didnât think we could do. All of these are ingredients for a great day of work and will usually involve a nugget of knowledge, measure of insight, or spark of inspiration that will be useful to share with our colleagues. But thanks to knowledge bottlenecks we keep what we know to ourselves. Why do knowledge bottlenecks exist?  Knowledge bottlenecks occur when an individual does not share what they have learned. Here are just some of the things that a person might think that causes a knowledge bottleneck: âI donât have time to share this, Iâm too busy.â âIâm not sure if Iâm allowed to share this. Suppose I reveal something confidential?â âMy manager wouldnât approve. I have to focus on the day job.â âItâs not what people do hereâ âNo one would be interested, itâs not worth doingâ âWhere and how do I share this? Iâm not sure of the right place to do it.â âNobody looks at the place to share it. Itâs the black hole where knowledge disappears.â âI donât get any recognition for sharing what I know. Why bother?â From keep-it-to-yourself culture to collective learning This list of ultimately negative thoughts and doubts hints at the variety of reasons why many of us donât share knowledge and learning. In our last post we covered some of the overarching structural, practical, cultural and political reasons why knowledge silos and gaps exist ranging from a risk averse culture to silos caused by organisational structure to simply having no convenient place to submit knowledge. Many of these same reasons can exacerbate personal factors such as a lack of confidence or engagement that then create the conditions for endemic knowledge bottlenecks, leading to the development of an enterprise-wide keep-it-to-yourself culture. Keep-it-to-yourself culture is damaging in many ways. At worst it can lead to fears where people are not reporting bad practices, as well as a lack of transparency. It contributes to more knowledge leakage, the inability to develop internal skills and more. It also limits our potential as individuals. Learning helps feed the growth mindset that allows us to develop personally and professionally. As Microsoft CEO Satya Nadella has said âThe learn-it-all does better than the know-it-all.â But imagine what we could achieve if instead there is a culture of collective learning. Where people share their learning, knowledge and ideas, helping to improve skills, drive innovation, support personal growth and career development, produce more experts, create connections, drive engagement and more. Itâs exciting, engaging, energising and even infectious. Collective learning and the skills-based organisation The idea of uncorking those knowledge bottlenecks isnât a ânice to haveâ. Increasingly it canât be ignored due to the critical role that collective learning can play in navigating a world where skills need to be constantly refreshed. Currently many organisations are trying to move from being role-based to being more skills-based. Thereâs many reasons for this including our collective reliance on digital technologies and the related pace of change involving game-changing emerging tech such as generative AI. Wider demographic changes caused by a lower fertility rate will lead to a shrinking talent market. Organisations are also increasingly having to reinvent themselves to remain productive and competitive. If organisations donât act, skills gaps will impact their ability to operate competitively. Research from HR consultancy Korn Ferry says we could be heading to a situation where by 2030, 85 million jobs could be unfilled because there arenât enough people with the right skills. Moving to a more skills-based organisation is also important for employee experience and engagement, in turn impacting talent retention and attraction. Research from Deloitte suggests that 73% of employees believe skills-based approaches would improve their experience of work and that skills-based organisations are 79% more likely to have a positive workforce experience and 98% more likely to retain high performers. How to uncork the bottlenecks and move towards collective learning The âwhyâ surrounding reducing knowledge bottlenecks and moving towards collective learning is clear to many. But what about the âhowâ? Over the past eighteen months or so weâve spoken to multiple organisations about how theyâve either successfully introduced some collective learning or could see it happening. Interestingly, two enablers repeatedly feature in our conversations. The first of these is communities of practice that provide some structure to peer-to-peer knowledge sharing and learning. The second is social technologies that facilitate knowledge sharing and collective learning despite the existence of potential multiple knowledge silos. Of course, there are other factors such as having active support from leadership, but the combination of the right community and technology approach is a potent mix. The role of communities of practice Communities of practice have been a core feature of many knowledge management programmes and approaches to learning for over 25 years. A community of practice is effectively a group of individuals who have a shared knowledge domain or area and where learning is an explicit aim of that community. We like the definition that comes from Etienne Wenger, writing with Beverley Wenger-Trayner: âCommunities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better