Ultimate intake checklist for a learning activity

As learning and development professionals, our mission is to ensure effective learning and performance improvement activities within our organizations. The journey towards achieving this can often be complex and multifaceted. To help streamline the process, I've put together a comprehensive checklist that can guide L&D professionals through the essential steps of designing and implementing a successful learning program. The sources I used to get to this checklist are: Will Thalheimer’s articles, No More Boring Learning book, Kessels & Smit publications.

Download the pdf here

1. Identifying the Type of Learning Activity
The first step involves determining the nature of the learning activity required. This could range from traditional classroom training, online courses, mentorship programs, to the development of knowledge bases or practice communities. It's important to remember that learning activities can consist of multiple components, so feel free to select more than one.

2. Describing the Learning Activity
Now, it's time to put your initial thoughts into words. Describe the learning activity you have in mind. Don't overthink it; initial ideas are often the most innovative.

3. Envisioning Post-Training Outcomes
Imagine it's three or six months post-training. What changes do you hope to see on the work floor? What problems have been resolved or prevented? This future-oriented thinking helps in tailoring the learning activity to specific outcomes.

4. Understanding the Urgency
Why is this learning activity needed now? Identify the main drivers for this need, be it a long-standing performance issue, a new opportunity, or compliance with legal rules.

5. Analyzing the Work Situation
Dive into the current work situation. What behaviors are occurring, and what changes are desired? Understanding the present state and desired future state is key to designing effective learning interventions.

6. Identifying Skills Gap
What new competencies are required? Which existing skills need further development? This step is crucial for aligning the learning activity with the specific skill gaps within your team or organization.

7. Recognizing Limiting Factors
Consider what might be hindering performance. Is it a matter of ability, willingness, or are there systemic obstacles? This understanding ensures that the learning activity addresses the root causes of performance issues.

8. Acknowledging Additional Factors
Learning doesn't exist in a vacuum. Identify other factors like unclear objectives, inadequate resources, or poor management that might impact performance. Addressing these alongside learning initiatives is essential for holistic improvement.

9. Committing to Success
Your involvement is crucial for the success of any learning or performance-improvement activity. Determine how you can contribute, whether it's assisting in design, participating as a learner, or providing feedback post-implementation.

10. Involving Managers
If you're not the direct manager of the learners, it's important to understand what you expect from their managers. Their involvement can significantly influence the success of the learning program.

11. Defining the Ultimate Goal
Finally, articulate your dream or the problem you want to solve. What do you expect people will do differently? What organizational results do you anticipate? Understanding the end goal is vital for the success of the learning initiative.

Conclusion: A Personal Reflection on the Journey of Learning
As we conclude this checklist, I want to emphasize the personal aspect of this journey. Each step in this process isn't just a box to check; it's an opportunity to deeply engage with the unique needs and aspirations of our teams and our organization. The real magic of learning and development lies in its ability to transform individuals and teams, to bridge gaps between where we are and where we aspire to be.

From the initial identification of the type of learning activity to envisioning its impact months down the line, we are not just planning a training session; we are crafting a pathway to growth and excellence. As you work through this checklist, remember to infuse each step with your understanding, empathy, and vision.

Your involvement and commitment as a learning and development professional are not just about fulfilling a role. It's about nurturing an environment where every individual feels valued and empowered to achieve their best. It's about creating a space where learning is not just an activity but a culture that drives innovation and success.

So, as we set forth to design and implement learning programs, let's do so with the recognition that we are not just imparting skills, but we are shaping futures, strengthening teams, and contributing to the larger narrative of our organization's journey. Let's embrace this responsibility with passion and purpose, knowing that the ripple effects of our efforts will extend far beyond the immediate scope of our training rooms.

In the end, it's about more than just learning; it's about fostering a community of continuous growth, collaboration, and achievement. And that, to me, is the true essence of being a learning and development professional.

Jeanne