The role of the LXP🦾
Relative to its ancestor the LMS, the Learning Experience Platform has a different approach to onboarding and offers many additional possibilities.
Moreover, in the context of an LXP, if we ask ourselves the question of onboarding and especially offboarding at the base, it is because there is a problem. The knowledge has not been digitized over time.
From the outset, if onboarding is presented as a one-time event, a checkbox, the onboarding process will lack relevance and be abandoned as soon as it is completed.
So what role can an LXP play in onboarding?
A personalized and consistent experience
Each learner is unique and comes with his or her own set of experiences and knowledge, so even if the recruiting process has been rigorous, you can’t always assume what they know and what they don’t know beyond recognized certifications and training completed in the company’s systems.
In addition to the standard onboarding paths provided, the LXP can add meaning to the various training actions by recommending content specific to the skills expected for the current position, the next position, content specific to the position, content deemed relevant by other team members or content in which the learner has an interest.
On the other hand, the LXP has no limits not only in terms of integrating different activities from different sources but also in terms of their traceability.
Indeed, the data architecture built on the xAPI standard allows to structure the data to easily ensure the consistency of the onboarding experience across the modality variety.
Verbs such as “crawl”, “jump” or “pull” are even part of the xAPI verb list showing both the level of granularity achievable through the use of the standard but also that it is ideal to capture all this informal part of learning.
A human dimension essential to learning
Beyond its ability to personalize and contextualize training, the LXP also captures the human dimension of learning.
An LXP will therefore have functionalities for user profiles, content sharing (articles, videos, podcasts…), content or course creation, follow-up of experts, animation of learner communities, synchronous events, mentoring, coaching sessions, challenges, feedback, QR code scanning, treasure hunts, buddy…
The importance of managers
LXP’s attach particular importance to the role of the manager because the manager plays a key role in the engagement of a newcomer. However, many managers report that they do not have as much time to dedicate to this as they would like. In fact, even if the pedagogical architecture is good, if the manager lacks time, involvement or resources, he or she may have difficulty deploying a quality onboarding.
These platforms try to help the L&D/Manager tandem by aligning the needs of the different stakeholders and giving them the tools to get involved easily.
Managers can, for example, organize coaching sessions captured by the system, work around and develop competencies and recommend content, clone and customize paths for a newcomer or create one from scratch…
The continuous digitalization of knowledge leads to a learning culture
Whether it’s through content creation or curation, employees must be able to easily digitize and share their knowledge on an ongoing basis.
Some can contribute more than others, such as business experts, and it is important to identify them in order to set up an incentive structure for sharing.
Whatever the exact modalities, a knowledge management strategy based on UGC is an essential component of a learning culture.
If culture – in the broadest sense – is a set of unconscious behaviors common to a group of individuals, the learning culture can be seen as the sum of the employees of a company who have made training a reflex, a non-event.
It can be very hard and often quite long to change and a powerful vector of change is renewal. It is particularly at the time when an employee arrives in the company that we can have a great impact.
Onboarding is therefore a privileged moment to impact the company’s culture.