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Transfer of Knowledge
Feature
held within our business, we need to common buzzwords like ‘brainstorming’, know exactly where their allocated tasks
develop intra-communication strategies ‘storyboarding’ or ‘interactive Q and As’ start and stop.
that power real co-operation rather than might light up eyes in the L&D department,
nurture confrontation. SMEs need to building appeal within the SME community Make sure learning objectives are crystal
comprehend why managers and their is much more likely to be driven by clear clear in the eyes of the experts you are
course designers say and recommend learning objectives for the course and a working with. Asking SMEs to take on
the things they do – and learning leaders clear understanding of how and when they a task that does not have clear learning
need to remain mindful of the key hurdles need to be involved. Let the experts and objectives and a clear target group signals
their SMEs will encounter en route to professionals in your operation know you bad planning. This is likely to aggravate
comprehension. mean real business from the outset by hitting and may trigger ambivalence that, in turn,
them with a rigorous project management creates delays.
For ambitious managers keen to put structure that ensures everyone’s time is If internal systems permit, encourage the
collaborative tactics at the heart of a
company’s DNA, it’s a case of understand
the feelings and perspectives commonly
held within the SME community and
“While common buzzwords like
remaining sensitive to the fears, worries
and sometimes reticence that routinely
‘brainstorming’, ‘storyboarding’ or ‘interactive
comes when a seasoned professional is
asked to try something new.
Q and As’ might light up eyes in the training
and development department, building appeal
So how can the L&D department in a
business communicate better with the
within the SME community is much more
boardroom and help corporate decision
making? For many trainers, the collaborative
likely to be driven by clear learning objectives
process means breaking out of an
established departmental silo. Course
for the course and a clear understanding of
production is no longer a one man show
how and when they need to be involved”
and, effectively, learning leaders need to
develop from ‘people that do’ to ‘people
that coach’. Many of them have become
so used to setting learning objectives and used efficiently and effectively to deliver SME to work on a ‘work for hire’ basis,
defining outcomes that the process has high-impact courses that focus on defined perhaps by ‘buying’ their time from their
become second nature for them. They need corporate objectives quickly. regular department or allocating inter-
to recognise this skill and develop ways departmental cost centres. This will help
of transferring this ability over to the new Take care to nurture a coaching process validate the help SMEs are being asked to
breed of SMEs that are now becoming more for course development that uses language contribute within real business context,
involved in the course production process. your SMEs understand and demonstrates further securing buy-in from the SMEs and
real business advantages they can identify any departmental or line managers they
Being a good coach requires a combination with. If planning, authoring, quality normally work to.
of good managerial skills to make sure assurance and publishing are the four
material is delivered on time and on essential stages to course creation, then Good courses are built on mutual respect,
budget, and good motivational skills to the business experts you need to appeal so be patient! The SME has high-definition
maintain interest within the widening to must understand what happens at each knowledge to input but may well lack
group of stakeholders involved in course stage, and learn to respect this process the technical or teaching skills that have
creation. If you have decent processes it’s without question. Presenting this process to become second nature to you. Respect the
not too hard to do the right things at the your newly identified SMEs from the outset SMEs know-how and the SME is likely to
right time. and demonstrating when and how they will respect yours.
be involved will promote buy-in and pay
Talking the business language dividends down the line.
SMEs understand
Lars Unneberg is CEO at rapid e-learning
Getting your message heard within an expert Define the SME’s role in the course
business Mohive. Think you have the
pool more familiar with the boardroom than development process and be concise
know
-
how you need to work effectively
the L&D department means demonstrating, about the deliverables they are expected with SMEs? Try the interactive course
from the outset, that the project they’re to produce; use structured project
at www.mohive.com/10tips and get top
being asked to take part in is disciplined, management to police the entire project
tips for working with SMEs. Mohive
is exhibiting at the World of Learning
expertly planned and clearly supports the throughout, allocate areas of content
Conference & Exhibition on stand F150.
wider objectives of the business. While responsibility and make sure that the SMEs
Learning Magazine
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