The Learning Studio has years of experience in the area qualitative and quantitative research with learners, as well as creating comprehensive strategies to assist companies in creating a roadmap for learning and development. In doing so, we are able to “move the needle” significantly in the areas of learner engagement, proven learning outcomes and increasing profitability. Through conversations with your constituents, we dive deeply into your educational landscape to assess and determine the right future path.
We work hand-in-hand with your leadership team to understand current organizational dynamics related to growth, attrition, restructuring, promotion, new corporate initiatives and more. These will all be incorporated into questions carefully crafted for the research phase.
The Learning Studio presents clients with a full summary of the data (cross-tabulated by many critical employee demographics) and significant recommendations on any issues or opportunities the association should immediately address, as well as longer term recommendations.
We offer recommendations on content, timing, audiences, connectivity between content segments, instruction, vehicles and more. In short, it’s the total package, driven by what we learn from the people you want and need to serve.
The 360 Degree Educational Assessment ™ is a unique product developed by The Learning Studio. Unlike anything else in the association industry, this consulting approach will look at all areas of your education portfolio holistically. By doing so, we can make significant contributions to moving the educational arm of your association forward, by increasing learner engagement, outcomes and profitability.
Through conversations with your members, staff and board, we dive deeply into the association’s educational components to assess and determine the right future path.
TLS answers questions like:
- What are member and customer learning and practice gaps?
- Who are your main competitors with respect to time and financial resources?
- What market segments does an association serve well? Which not so well?
- What content areas are key to understanding the current industry landscape, innovations and changes on the horizon, and what skills it will require of its professionals moving forward?
At the conclusion of every 360, you receive solid recommendations on best practices in content creation, instructional methodology, learner engagement and how to assure that your programs are more marketable to your intended audiences. You will benefit from a variety of suggested approaches to different ways of looking at the marketing and attraction function. The 360 suggests flawless program delivery vis a vis program content. Finally, it evaluates program outcomes and provides analysis and measures for success.
Developing a comprehensive content strategy should be central to every association … and embraced by everyone on the team. Too many organizations are creating one or two programs at a time, with little to no strategy behind why those programs are being created and how they link to other content offered.
TLS believes that content strategy should represent content that members want and need, as well as focus on all the delivery channels an association offers. It should also assess the actual content that the association has produced and should produce to meet the needs of its members and customers. It requires an honest, objective and critical look at what your association is doing relative to content, what specific market niches want relative to content, and how to consider audience, tone and frequency when making content decisions. Developing a successful content strategy creates deliberate and thoughtful approaches to educating members and, ultimately, transforming them.
How is this done? Through a careful assessment of the market (qualitative and quantitative research) and walking through the right steps at the right time.
You know you need to “move the needle” and show progress. Get an expert team of champions to help you, and you’ve taken the first steps. TLS will help you determine timeframes as well as understand the audience. We look at all baseline knowledge and the vehicles needed to get the needle moving, all the time monitoring and evaluating progress. The outcomes are the proof at the end of the day.
The Learning Studio has years of experience in the area qualitative and quantitative research, as well as creating comprehensive strategies for organizations to create a roadmap for learning and development. In doing so, we are able to “move the needle” significantly in the areas of learner engagement and outcomes.
Every consulting project we undertake is completely customized. That means we will sit down with your leadership team to understand current organizational dynamics related to growth, attrition, restructuring, promotions, new corporate initiatives and more. These will all be incorporated into questions carefully crafted for the research phase of the project.
Qualitative interviews and focus groups will help to inform the survey process, and also provide a solid flavor for the areas of strength in the company, and those where employees feel less informed, or less confident in carrying out their work initiatives.
At the conclusion of the research, your company will be presented with a full summary of the data (cross-tabulated by many critical employee demographics) and a significant number of recommendations on topics/issues needing the most critical attention, which employee cohorts need specifically addressed training (customized for their level and tenure in the organization) and how they prefer to access information and learn.
We will make recommendations on content, timing, audiences, connectivity between content segments, instruction, vehicles and more. This strategy should inform training and development needs for the next 18 months, and allow your company to effectively plan, budget, and develop programming most needed by its staff team.
Many associations and companies are challenged with recruiting younger members (or new professionals). Once they recruit them, they must then engage and retain them. The approaches that have been used up until now will not work with millennials, nor for Generation Z to follow. The time has never been more critical to create unique programming and opportunities for this group to truly engage them in the association, company and/or their chosen profession.
An association essentially needs to reinvent itself toward the new professional. We need to ask:
- How to best recruit early careerists and keep them?
- What do individuals need at the onset of their career?
- What do millennials need to learn and how do they access learning opportunities most readily?
- What will engage these professionals and create the kind of “buzz” that will spread to company peers, industry colleagues, suppliers and more?
TLS develops strategies to determine what mix of products and services will serve these early professionals well. We also recommend modality and creatively different ways to capture the attention and imagination of this dynamic group.