Training & Development struggles with implementing workflow learning. There is limited technology and resources.

Our department has started developing e-learning modules from content that was previously presented in live sessions. A new procedure was recently implemented to provide a process for the development of these training modules. The procedure requires the subject matter experts (SMEs) to provide the content to the training team on a blank PowerPoint (PPT) with a detailed script for the narration, and then it is the training team's responsibility to add the graphics and record the audio for the e-Learning module. Some of the SMEs still want to be in control of the training, and keep finding "errors" for the training team to correct. When the edited version is returned to the SME for final approval, they find other errors that were not noticed the first time. Sometimes they don't catch the errors until after the narration has been done and it has to be re-recorded. These back-and-forth requests for editing has impacted the productivity of the training team.

Jenn and her OD team have been recently moved into an open workspace environment. The team gets along well and is excited about the recent change. Over the past couple of weeks they have come up with some solutions to difficult challenges they were pondering. However, they have been having difficulty managing timelines and staying on top of the finer details of some projects. The team is also finding that they are taking a lot more work home since the change.

We are rolling out a new leadership development curriculum for all hotel employees - how do we measure the impact of this learning and transference to on the job application.

GIS specialists new to working with lidar data are struggling to answer questions from program and project managers about the availability and adequacy of lidar data. This can result in slow response times and potentially inaccurate responses to questions about whether or not data exist for a region. This has resulted in a duplication of effort where the data did exist and a costly, large scale (duplicative) effort was undertaken to collect data that already existed.

A 60 year old traditional home title company has been bought by a tech reliant start up with the goal of decreasing what takes two weeks for a title examiner to complete to a 90 second process via machine learning. This change is at least three years in the future. However, fear regarding being replaced by a machine is spreading rapidly and the company is experiencing a mass exodus of employees now, greatly impacting productivity and profits.

Nikki has a hard time managing multiple projects at once in different stages. This is a requirement of her job. She gets easily overwhelmed, and can't move forward without having all the information in front of her.

Staff being told various locations to find work tools.

Some of the positions in our organization have higher than expected turnover.

Shifts in hourly staffing in a unionized, mixed manufacturing and warehouse operation have led to many experienced production line operators moving to the warehouse to chase overtime hours. Production lines are left with gaps in key positions with limited backups and an inadequate training system to get new people up to speed quickly.

The HR manager is falling behind on some key projects because of an ongoing issue finding candidates for one department. New hires are leaving the Client Services department after only a few months. Delays and errors have become common among this group and clients are complaining.

You are now about to complete the Workflow Learning Workshop. Congratulations. Having reviewed the 5 Stories and Situations you are now ready to apply some ideas of Workflow Learning at work.