Learning & Training with ADDIE
All leaders want effective training programs, but limited time, budget, and resources to reinforce learning often get in the way. Utilize the Learning & Training with ADDIE to structure every step of the training process — from the analysis of goals and needs, to the evaluation of learning outcomes — and build a strong foundation for capable, collaborative teams.
Take the ADDIE framework from concept to application and transform focus activities into deliverable materials that demonstrate results. (Slide 17)
Simplify the trainingprocess into an easy-to-follow five-step guideline. (Slide 18)
Use the Kirkpatrick Model to create accountability and evaluate how well your current training program stacks up. (Slide 25)
Companies spend billions on retraining employees. But according to the American Society for Training and Development, over 90% of new skills developed by company training programs are lost without practical follow-up or meaningful assessments.
Follow this easily applicable process to define training needs, measure training effectiveness on employees, and empower trainers to self-evaluate to make sure bad habits don't continue — and new skills actually stick.
ADDIE is a training development and learning model and was originally created for the U.S. Army. Since then, it has been implemented across not only all branches of the Armed Forces, but also a variety of companies and industries. ADDIE is an acronym that stands for the five stages of a training and learning process: Analysis, Design, Development, Implementation, and Evaluation. It relies on each stage being done in the given order but with a focus on reflection and iteration. Most modern training models are based on this five-phase framework or its variation. (Slide 2)
There are many advantages to ADDIE. ADDIE is commonly used, proven to be effective for learning, and widely accepted. It's also a key foundation for most other learning models, and is easy to measure in terms of time spent and associated cost. The disadvantages are that the model can be rigid and linear since its original intent was meant to be followed in a set order. It can also be time-consuming, costly, and doesn't lend itself to iterative design because it's not as flexible to adapt to changes. (Slide 3)
The first step of ADDIE is an analysis of training needs. You will need to define the purpose behind your top-level learning goals. Identify the problem with your current program, and determine what success should look like. Secondly, define your target audience. Ask why aren't key stakeholders doing what they need to succeed. Third, define stakeholder needs. What are the expectations of trainers and trainees? And finally, define the resources required. What are the training hours, budget needs, facilities, and technology needed to meet the level of competency the organization requires?
For example, let's say you're a retailer that needs to upskill your workforce to meet the needs of this decade. The top-level goal here is to improve your e-commerce capabilities through training new and existing hires to work with machine learning and data analytics. The new and existing hires are your target audience. Since these two groups represent different needs, you might consider two separate sets of training programs: one that takes into account those with organizational knowledge and one that is designed for those who come in with a blank slate. Lastly, allocate resources like time, budget, and additional software needed to incorporate upgrades into your existing web platforms. (Slide 5)
There are multiple types of analysis you can conduct with ADDIE.
Organizational analysis studies the current training climate. How does your current program support key stakeholders and meet top-level goals? (Slide 7)
Requirement analysis defines the target job, needs, participants, and points of contact. This analysis should also anticipate training or learning roadblocks and develop the protocol to combat them. (Slide 8)
Next up we have job function, which analyzes tasks, knowledge, skills and ability. The goal is to study and develop tasks to improve your team's core knowledge, skills, and ability. (Slide 9)
Finally, trainee analysis. This is where you decide on the KPIs to assess where the gaps in knowledge skills and abilities exist, and determine the approach to resolve those gaps. (Slide 10)
So far, we've analyzed the training needs in our example. Next, we enter the design stage, where you develop content specifically targeted to achieve training outcomes we've established from the analysis stage. As you can see, revisions occur along every step.
Once the training program is designed, you enter the develop stage, where you produce "course material" for employees or teammates. Revise your key training activities and review the material with your trainers. In our example, machine learning is a new area for employees to be fluent in. Due to its novelty, a machine learning expert might be brought in as a project lead or external consultant to design your program accordingly.
After revision, we enter the implementation stage. Launch pilot training and assess its adequacy. Refine instruction as needed. (Slide 11)
Each step of ADDIE has its own activity requirements. List your objectives for each phase alongside the key activities needed to achieve each outcome. This will help you transform the process into deliverables, which is easier to evaluate and communicate to key stakeholders. (Slide 15)
The Training Worksheet allows self-evaluation. One of the hardest aspects of training is that 55% of organizations don't measure how effective their onboarding and training programs are. Test your employees, ask for feedback, and study the results to make iterative improvements.
In the case of your e-commerce upgrade, for example, ask trainees how the topic of machine learning and data analytics can best be taught? Is there a better way that the content can be organized? What questions would they want to ask themselves to determine if the program worked like expected?
If you're in a managerial position, use a Progress Tracker to evaluate the individual success of trainees who participated in the program. Managers can use follow an employee's progress through multiple processes and assess efficiency across various subjects. (Slide 23)
You can use the Kirkpatrick Model in conjunction with ADDIE in the evaluation process. The Kirkpatrick model presents a pyramid hierarchy of benefits. Measure the overall reaction from employees first. Do the trainees enjoy the course? Would they recommend it to others? The following layers evaluate your program's learning retention, followed by behavioral changes. Are the skills learned actually being translated into day-to-day behavior? Next, quantify the business impact that the training has, such as productivity and output quality, all leading to the program's ROI. In our example, if training eventually leads to more online sales, you know you have a successful training program. (Slide 25)
For more employee-centered resources like this, don't forget to check out our Employee Handbook deck.