And the beat goes on...

We’ve laid the groundwork—HPT and ST analysis, defining skills, capabilities, and competencies, and aligning them with performance outcomes. Now, let’s take it a step further: How do we design and deliver?

If you haven't noticed, in all these articles, (1, 2, 3, 4) I've barely mentioned learning design and delivery and there's been a handful of colleagues reaching out to ask why. Well, the simple answer is we've been having this learning design and delivery conversation for far too long and still keep coming back to the same place.

For too long, Learning & Development (L&D) has been seen as something separate from work. Employees leave their tasks, attend training, and return to their jobs, often struggling to apply what they’ve learned as Baldwin and Ford (1988), Saks and Belcourt (2006), Holton & Baldwin (2000) Kupritz, (2002), Brinkerhoff, R. O. (2006), Schneider et al., (2014), Kazbour et al., (2013), Broad and Newstrom (1992); remind us, only 5–20% of learning transfers to the job (please review these studies to draw your own conclusions).

But what if learning wasn’t something employees had to step away for? What if it was integrated seamlessly into the workflow? What if you spoke with the Production Manager to determine upcoming work so you could develop skill application and capability development resources accordingly? What if you worked with the Workforce planning team to rotate employees into stretch assignments as part of their planned capability growth? What if you worked with the managers/supervisors to arrange for a daily huddle to talk about challenges and lesson learned to continuously update learning resources? What if in these same meetings you had a planned Hip Pocket Trainings session?

Beyond Training: A Performance-Centered Approach

By leveraging HPT, Systems Thinking, Lean Startup, Design Thinking, and the 5 Moments of Need we recognize that formal training is just one piece of the puzzle. Real learning happens in real work. Our job isn’t to build training events—it’s to build performance ecosystems that support people when, where, and how they need it.

To do this, we need to rethink our approach and ask:

• How do employees currently access information and resources?
• What internal systems and workflow technologies are already in place?
• Where are the friction points that impact productivity and performance?
• How can we provide learning at the moment of need—whether it's new, more, apply, solve, or change?

Leveraging Internal Workflow Technology

Rather than pushing external learning platforms, the most effective solution is often leveraging what employees already use. Internal technologies—like MS Teams, SharePoint, Slack, or proprietary workflow systems—become the delivery mechanisms for formal learning, performance support, and knowledge sharing.

Embedding Learning into the Flow of Work (a few examples)

1. Microlearning & Just-in-Time Support- Deliver quick, actionable resources directly within workflow systems. Example: A print press operator troubleshooting a machine receives a 30-second video tutorial via MS Teams instead of searching a manual.
2. Performance Support via Chatbots & AI Assistants - A frontline employee uses MS Teams chatbot to quickly access troubleshooting steps for a system issue, reducing downtime and increasing efficiency.
3. Digital Coaching & Peer Learning - Create structured mentor and peer-learning networks through internal social tools. Example: A junior engineer posts a troubleshooting issue in a Slack channel, and a senior engineer responds with a solution and a linked SOP.
4. Workflow-Triggered Learning Nudges - An employee submits a project milestone update in MS Teams, triggering a quick refresher video on best practices for project handoffs.
5. Adaptive Learning Paths Based on Performance Data - An operations team member with declining efficiency metrics receives a targeted learning module via SharePoint, with insights on workflow optimization best practices.

Measuring Success: KPI & ROE

The goal isn’t just to integrate learning—it’s to drive measurable business impact. That’s where Key Performance Indicators (KPI) and Return on Expectations (ROE) come in:

• Did learning interventions reduce errors or increase productivity?
• Are employees solving problems faster with performance support?
• Did workflow-based learning improve key business metrics (e.g., first-time fix rates, customer satisfaction, safety incidents)?

If learning doesn’t impact performance outcomes, it’s just noise. By designing learning within the workflow, we ensure it delivers real, tangible value.

L&D’s role isn’t just to educate employees—it’s to empower them to perform. And the best way to do that? Meet them where they work using the practices, processes, and technology they use. If learning doesn’t impact performance outcomes, it’s just noise. By designing learning within the workflow, we ensure it delivers real, tangible value.

How are you embedding learning into workflows using the practices, processes, and technology employees use? Drop your thoughts in the comments!

Special thanks to Bill, Kimberly, Molly, Jessica, Peggy, Matt, and Amy for helping reinforce my unwavering commitment to performance improvement in any circumstance.

Thanks for reading, until next time...