What a Blended Learning Plan Can Do For YouComplete your learning requirements at your convenience, by leveraging digital assets and online assessments. Blended learning maximizes your time away from the office. Blanchard experts facilitate learning sessions face-to-face or via virtual classrooms to reinforce, practice, and deepen the skills learned through award-winning elearning platforms.
An Effective Way to Get Results
Many organizations choose to blend digital learning with a classroom experience. Learners are introduced to content through self-paced learning modules, and come to the classroom for practice and application. Social and peer learning is facilitated throughout, using social networking chats and in-classroom activities.
Blanchard's blended learning designs combine traditional face-to-face classroom experiences with virtual classroom experiences using WebEx technology.
Inside a Blended Learning Experience
A leading international biotech company wanted to improve communications between managers and employees to increase collaboration and accelerate sales. Managers felt that their teams were not motivated. Individuals felt they were not being heard. As a result, processes and morale were suffering.
Our approach was to train managers and their teams simultaneously, using a combination of learning components that, when linked, created a unique training experience.
Our challenge was to change the way a highly competent workforce was communicating. Managers felt their employees were not listening to them, not ramping up fast enough, and not focusing on what was important.
Employees felt their managers were too busy, not flexible (locked into one style), not hearing their pleas for direction or support, and not prioritizing their tasks.
As a group they needed to learn how to partner both ways. Blanchard worked closely with the head of Learning and Development to design a blended program that lifted these barriers.
With a widely dispersed global workforce, the company wanted to minimize time spent learning in a classroom and dedicate those sessions to practicing what had been learned, virtually.
Blanchard's blended solution approach includes a combination of learning methods delivered virtually and face-to-face with increased emphasis on practice. Participants can develop confidence by interacting with the material through exercises, role play, games, simulations, and real work problem solving.
The Situational Leadership II model laid the foundations for a highly focused learning plan designed to help participants identify and understand their behavior patterns as well as others, so that they could communicate more effectively.
Managers were asked to read class materials and take a self-paced online assessment, which introduced them to leadership styles and prepared them to learn how to match those styles in actual situations.
They were also given a customized 40-page journal to analyze what they were learning over the course of the program. This facilitated deeper engagement and retention.
Training kicked off with a one-day face-to-face session in which managers diagnosed their leadership style and focused on understanding their roles. In separate sessions, their direct reports were immersed in self leadership training. Each group followed up with two days of virtual seminars, hosted on WebEx platforms, to reinforce what they were learning.
Participants were given â€śreal workâ€ť exercises to improve their confidence and capabilities, and enable skills that would create productive working relationships, such as saying â€śI need,â€ť learning to give useful feedback, and learning how to listen.
The program concluded with a Partnering for Performance day in which managers invited their direct reports to a session where all could practice and apply the tools and methods they had learned.
During these sessions, managers reached agreements with direct reports about their individual development level and the leadership style they needed to help them achieve individual and organizational goals.
This initiative granted â€śpermissionâ€ť for both managers and individuals to engage in a powerful dialogue that had been missing in the companyâ€™s culture.
The company enlisted an independent assessment team, who reported that participants said the single greatest personal value they received from the initiative was the ability to ask for and give the right level of support, depending on the task being completed.
Surveys with both managers and individual contributors indicated increased job confidence and personal accountability, plus a greater willingness to discuss â€śtoughâ€ť issues without negative sanctions.
With any initiative, we strive to provide comprehensive solutions that ensure money invested in training and coaching produces changed behaviors and measurable results. So, we were gratified to learn that participants were completing more strategic tasks effectively, with fewer management resources, and with greater job satisfaction.
One manager noted he was able to get six new hires up to speed quickly, performing at very high levels on business critical tasks. With clear direction, an Area Business Manager added 900 new patients to the company database with sales results far exceeding targets. And, after careful evaluations, a third party business impact report concluded that the companyâ€™s ROI in the Situational Leadership II initiative was conservatively $3-$5 dollars for every dollar invested.