In today’s fast-paced and ever-evolving world of Learning and Development (L&D), the concept of community has taken center stage. As organizations strive to stay ahead of the curve, the idea of building learning communities is emerging as a powerful strategy to enhance the effectiveness of training and development programs. To explore this topic, the Digital Adoption Show recently hosted Jane Bozarth, Director of Research at The Learning Guild, for an in-depth discussion on the importance of learning communities and how they can transform the L&D landscape.

Jane Bozarth brings over two decades of experience in the L&D field, with a career that has spanned roles such as classroom trainer, e-learning coordinator, and researcher. She has authored several best-selling books, including Social Media for Trainers, Better Than Bullet Points, and Creating Engaging E-Learning with PowerPoint. Jane’s passion for leveraging technology to enhance learning experiences makes her a leading voice in the conversation about the future of L&D.

The Evolution of Learning and Development

Jane’s journey in L&D began in North Carolina, where she started as a classroom trainer. At the time, instructional design was not a well-defined role, so she learned on the job, gradually developing an interest in e-learning as a solution to the logistical challenges of traditional training. “I saw that e-learning could solve a lot of our problems with geography and having to deliver a lot of compliance things,” she recalls.

Her role as the e-learning coordinator for the state of North Carolina allowed her to explore the intersection of technology and learning. This intersection became a central theme in her work, eventually leading her to the Learning Guild, where she has been conducting research and publishing reports on various L&D topics since 2018.

Revisiting “From Analysis to Evaluation”

One of Jane’s notable achievements is the reissue of her 2008 book, From Analysis to Evaluation: Tools, Tips, and Techniques for Trainers. This book, which was originally published as a comprehensive resource for trainers, has been updated to reflect the latest developments in the field. The reissue was prompted by the COVID-19 pandemic, which saw a surge of interest in corporate training as many teachers and educators sought to transition to the corporate world.

Jane explains that the book remains relevant because it covers fundamental concepts that are still applicable today. “The content was still very evergreen and it covered a lot of the things those teachers didn’t have experience in, like trying to negotiate with stakeholders and what to do if somebody came to you sort of demanding a workshop that you knew wasn’t going to fix a problem,” she says.

The reissue also involved some updates, such as the removal of references to learning styles, which have since been debunked as a concept. The book is now available in a digital format, making it more accessible to a wider audience.

The Vision Behind the Learning Guild

The Learning Guild is one of the major learning communities in the world, and Jane plays a pivotal role in shaping its vision and direction. The Guild was originally known as the eLearning Guild, but it has since evolved to encompass a broader range of topics related to the intersection of technology and learning.

Jane explains that the Guild’s mission is to help its members navigate the rapidly changing landscape of L&D by staying current with new technologies and exploring their applications in learning. “It’s helping people look and see where those spaces intersect, trying to stay current with new technologies, trying to see what the learning applications might be of those, trying to find experts who can speak to those things as they are emerging,” she says.

Scaling a Learning Community

1. Challenge of Scaling a Learning Community: Managing the scaling of a learning community effectively is one of the most challenging aspects.
2. Caution Against Over-Inclusion: Jane Bozart advises against trying to include everyone in the community, as it can dilute focus and engagement.
3. Strategic Inclusion: Organizations should be strategic about who they include in their community, focusing on specific target groups rather than trying to appeal to everyone.
4. Example of Focused Inclusion: For a community built around a specific software product, it may be more effective to focus on users who have already purchased the product rather than attempting to attract new customers.
5. Creating Sub-Communities: Jane suggests creating pockets or spaces within the larger community to cater to different types of users, such as beginners and advanced users.
6. Keeping the Community Dynamic: It’s important to keep the community dynamic by regularly introducing new members and fresh perspectives.
7. Introducing Fresh Perspectives: Jane recommends finding ways to bring in new people and ideas, such as inviting friends or guest speakers, to keep the community engaged and avoid stagnation.

User-Driven vs. Company-Driven Communities

The debate between user-driven and company-driven communities is a common one in the world of L&D. Jane offers a nuanced perspective, noting that the success of either approach depends largely on the resources available.

“If you have a company-supported community and they are giving you paid community managers or people who are given time during the day to be the community managers, if you are being given support to develop content for the community, or hire the speaker I just mentioned, I mean, if you have those kinds of resources, I think a company-supported community is great,” she says.

However, Jane also points out the potential downsides of company-driven communities, such as the risk of burnout for community managers who may see it as just another task on their to-do list. On the other hand, user-driven communities, while potentially more organic and engaging, can struggle with consistency and sustainability, especially if key members become overwhelmed or lose interest.

Ultimately, Jane suggests that the choice between user-driven and company-driven communities should be guided by the specific goals and context of the organization. Both approaches have their merits, but they also come with unique challenges that need to be carefully managed.

Measuring the ROI of Learning Communities

1. Importance of Measuring ROI in Learning Communities: Measuring the return on investment (ROI) is crucial in managing a learning community. Jane Bozart references Etienne Wenger’s framework for assessing online interactions, which evaluates community effectiveness through factors like participation rates, engagement levels, and the creation and reuse of artifacts.
2. Assessing Participation and Engagement: The first step in measuring ROI is to see if people are joining and actively participating. Jane stresses the importance of ensuring members engage with each other rather than just observing. Active participation is a key indicator of a healthy community.
3. Tracking Relationship Building: As the community develops, it’s important to track whether members are forming relationships and understanding each other’s strengths. This indicates that the community is providing real value and fostering connections that enhance the overall experience.
4. Measuring Creation and Reuse of Artifacts: Another key ROI measure is the creation and reuse of community-generated artifacts, such as tips and best practices. Jane highlights that a successful community not only shares resources but also sees members applying these ideas in their work, leading to tangible benefits.
5. Tying Engagement to Organizational Outcomes: For product-selling organizations, ROI can be directly linked to sales. However, Jane suggests also focusing on whether the community drives positive organizational outcomes, like changes in practice or the adoption of new ideas, to capture broader impacts beyond financial returns.

Roles and Skills in a Learning Community

• The 90-9-1 Rule in Community Roles: A thriving learning community relies on various roles and skills. Jane Bozart refers to the “90-9-1 rule,” where for every 100 members, nine are very active, and one is a leader or influencer.
• Role of the Moderator/Community Manager: A critical role in any community is the moderator or community manager, who maintains order and ensures discussions are productive and respectful. This role requires balancing authority with empathy, knowing when to intervene and when to allow conversations to flow naturally.
• Role of the Content Manager: The content manager is responsible for organizing and curating community resources. This role involves understanding the community’s needs, promoting valuable content, and removing outdated or irrelevant information.
• Importance of Communication: Effective communication is key to managing a learning community. Jane highlights challenges like coordinating across time zones and ensuring consistent messaging. Ensuring that all members receive the same information without complications is vital.
• Role of Relationship-Builders: Relationship-building is crucial within a community. This involves recognizing milestones, celebrating achievements, and supporting members during difficult times. Jane emphasizes the need for people who maintain and nurture these community relationships.

Final Advice for Growing and Engaging Learning Communities

As the discussion drew to a close, Jane offered some final advice for organizations looking to build and grow successful learning communities. One of the most important pieces of advice she shared is the need to focus on what the community members want to talk about, rather than imposing topics or agendas from the top down.

“You need to talk about what they want to talk about,” she says. “Very often a community is developed with a specific topic or a goal in mind, or management has a very specific topic or goal in mind. Forcing your idea and forcing your opinion now, so listen to your community people, listen to what they say they need, listen to what they say they want to talk about.”

Jane also stressed the importance of active participation from community leaders. Building a community is not a “build it and they will come” endeavor—it requires ongoing engagement and interaction from those in leadership roles. “You need to participate. You need to start questions. You need to respond to people. You need to make sure they know your name,” she advises.

By staying attuned to the needs and interests of the community, and by fostering a culture of open communication and active participation, organizations can create learning communities that are not only vibrant and engaging but also powerful tools for driving real change and achieving organizational goals.