Every company has a moral responsibility to ensure the safety and well-being of their employees, yet unintentional injuries continue to cost US companies more than $146.6 billion every year, in medical and insurance costs, workers’ compensation, production delays, and lost times. While most companies do have an initial safety program in place, over time, employees don’t always continue to apply that learning. It is therefore critical to make training an ongoing process, reinforcing safety procedures and reassessing compliance needs frequently. Part of the problem is that some managers feel that good safety practices should be common sense, but that type of attitude can lead to accidents or heavy fines from workplace safety groups such as OSHA. In fact, earlier this month, a large retail store in Boston fell under the watchful eye of OSHA after failing repeatedly to meet the required safety standards within their store’s stockroom. As a result, the company is now facing hefty fines. The estimated cost of the fine is $177,800. OSHA issued 1 Serious and 2 Willful citations, which included merchandise in the store’s stockroom being consistently stacked in an unstable and unsecured manner, exposing workers to crushing injuries, and emergency exit routes consistently being blocked. OSHA fines Retailer $177,800 for exposing employees to serious safety hazards Investing in training, is investing in your company. Safety reinforcement training protects employees from accidents and injuries, and safeguards companies from diminished productivity, increased insurance premiums and even criminal liability. Protect Your Employees. Protect Your Company. Written by Sabrina Prudham The post Avoid Massive OSHA Fines With Safety Reinforcement Training appeared first on Axonify.

On Thursday July 17th, we had the pleasure of being joined on a webinar by renowned learning expert Dr. Marc Rosenberg. Most of the audience (42%) on the webinar had more than 10 years of experience in the learning/training and considered themselves to be either competent (27%) or experienced (37%) in the field. Both a recording and a handout for the webinar are now available on-demand. Here are our three key takeaways from the webinar: 1. The Shifting Learning Paradigm Training alone does not allow employees to reach competence. This realization is starting to occur in many organizations and Marc describes the effect of this realization as a shift in the learning paradigm.  The slide below showcases how competence is affected by training over time: Here is a depiction of the paradigm shift: As evidenced in the first slide, without support competence and even stages beyond competence simply cannot be achieved. Again, this realization has given rise to the paradigm shift (2nd slide) that many organizations are starting to embrace. On the webinar: 21% of the audience said they are ‘just starting to embrace this shift,’ 27% said they are ‘making some progress,’ and 12% said they are ‘making significant progress.’  2. Not All Employees Need Training This point was the crux of the entire webinar. As Marc put it, "As people become more proficient, they need less training." The truth is that employees needs change throughout their learning journeys and organizations have to offer different tools at different times. The majority (52%) of the audience agreed on these differences between the way novices and experts learn: They learn differently They need to learn different things Their learning preferences and expectations are different and change as they learn more Here is a slide that depicts the different tools/learning strategies that should be implemented as an employee moves from novice to mastery: 3. Performance Must Be The End Goal Toward the end of the webinar, Marc had a total of eight recommendations as to how you can help move employees from novice to mastery. The one that we thought works best as a summary of all the recommendations is this: Start with performance as the key goal in successful learning design. Marc said, "The answer isn’t the course, the answer is performance." Many times he encouraged the audience to answer the question, "What is it that you ultimately want employees to do?" As mentioned in point 2, training may not always be the answer.  Please feel free to watch the full recording of the webinar, get the handout and share your thoughts with us. We look forward to hearing about your journey. Written by Shum Attygalle The post The Journey to Mastery With Marc Rosenberg appeared first on Axonify.

Last week I talked about the 5 Phases of Grieving Your LMS and Building a Case for Change. In that post, I noted how many of the issues people face with their LMS stem from an early miscommunication or misunderstanding of what is really needed from their learning solution. Since then, many of you have emailed me and shared stories of your own needs analysis and implementation missteps. One reader admitted, "Ease of implementation was top of mind, so we picked a system that mirrored the way we were already working. But in reality, what we got was an LMS that was hard to navigate, and stuffed full of old content that just couldn’t adapt to modern learning demands". Another user compared her LMS to a digital version of a typical brick and mortar library. "It’s like being shown through an open door - beholding books on every topic you can imagine - then told "All your answers are in there, go find what you need." Really?" "We knew we needed a system that could track who was taking what course, and what certificates were completed. Great! But how do I measure that against tangible business results?" Similar stories echoed. These submissions really hit home when I read the results of the Brandon Hall Group’s annual LMS trends survey that showed 47.7% of respondents were currently replacing their LMS in 2012, up from 33 percent of respondents in 2011. That’s a lot of people who aren’t too pleased with their current learning management technologies. We’ve already talked about building your case for change, but what other steps can you take to ensure you get off the LMS replacement treadmill for good? Check out the eLearning Industry’s Top 10 Reasons "Why LMS Implementations Fail" If you are planning to implement a new learning solution in the near future, this article it is a must read for you… but if you have experienced any other challenges not listed in this article, or have an LMS implementation story to share, we’d love to hear from you. Written by Sabrina Prudham The post In Response to Your LMS War Stories appeared first on Axonify.

Video Summary: Earlier this week we had the pleasure of being joined by John Knoble - Director of Sales Learning at Ethicon - on our webinar: Driving Sales Effectiveness Through Sustainable Learning (recording now available on-demand). During the course of the webinar, John outlined the struggles he faced with the following characteristics of traditional learning: The one-size fits all approach Push vs. pull-through learning  Taking time away from the job (In the case of John’s sales team, they were away on training for six to eight weeks at a time) Secondary training events was also one-time (e.g. When a new product was introduced) John went on to explain how his learning ecosystem had evolved to overcome many of these challenges and he even discussed some of the results he has been seeing.  Here are our top three takeaways from the webinar: 1. Engagement has to be sustainable Ask yourself this: Would you rather create a highly engaging week-long event and have the event repeat twice a year OR would you rather create an engaging experience that lasts three minutes and repeat that a few times a week? By extending the period of time between engaging learning experiences, the learning itself begins to lose value. John mentioned that this is a big challenge of the ‘one and done’ route that a lot of traditional learning methodologies take. In order to allow an engaging learning event to retain its value, you have to find a way to sustain that engagement.  2. Repetition of knowledge = growth in confidence One of the big challenges John focused on - which a lot of learning professionals can relate to - is the fact that his team is constantly having to learn new things. In John’s case, this new learning included: new product knowledge, compliance regulations, competitor information and various policy changes. With regards to new product knowledge, John mentioned that in his new learning ecosystem, this knowledge is reinforced on a daily basis. As a result of this, his sales force has grown more confident in this knowledge and as you can imagine, confidence is a very big factor in sales success. How often is critical knowledge being reinforced in your organization? The bigger question might be … what is happening due to a lack of reinforcement? 3. Leverage learning analytics cross-functionally With the evolution of his learning ecosystem, John talked about the new insights he is able to get on his team. One of the most interesting points he brought up was the fact that learning analytics he gathers about his sales team, is actually highly valuable to his marketing team. His marketing team is able to get data on where knowledge gaps exist within the sales organization and help build resources to close those gaps. How is your learning data being leveraged outside of your function?  Have you had a chance to watch the webinar yet? Once you do or even after you’ve read this post, please share your thoughts on our key takeaways. We’d love to hear from you. Written by Shum Attygalle The post Webinar Summary: Driving Sales Effectiveness Through Sustainable Learning appeared first on Axonify.

Last week’s blog post was the first segment of a 2-part series detailing my discussion with Dr. Alice Kim of the Rotman Research Institute at Baycrest Health Sciences in Toronto, a premier international center for the study of the human brain, along with Carol Leaman, CEO of Axonify.  This week’s post gets into more detail around the application of the latest in brain science research on corporate learning: Q: Does accommodating different learning styles or preferences lead to better learning? Dr. Kim: ‘Learning styles’ refers to the idea that people learn information most effectively in different ways. For example, visual learners are expected to benefit most from lessons that use images and slideshows, whereas auditory learners are expected to benefit more by listening to lectures. This may seem intuitive, because people typically have specific preferences about how they like information to be presented to them. Along these lines, a popular idea is that the best way to teach is by catering to the preferences of the learner. However, it’s a misconception that trying to match knowledge delivery to someone’s personal learning style or perceptual preference, translates to better learning. It’s a very popular theory in education and a lot of people believe it, but there is no scientific evidence to support it. On the other hand, there’s a lot of evidence to support other proven strategies that training providers should be paying closer attention to, such as spacing out content and practicing retrieval. These are methods that are supported by scientific research and have actually shown results.  Q: What are some of the issues with corporate learning today that this latest research can impact? Carol: Over the past few years, many corporate trainers have started to realize that ‘big event", or "one and done" training sessions don’t work in the way they need them to - they don’t result in learning transfer of critical information employees need to know to effectively do their jobs. Until recently however, there weren’t viable alternatives to classroom based or online video instruction. Fortunately we now have at our fingertips the information and technology to completely disrupt the learning environment so we can map everything to the way our brains are wired. Q: What are your top tips for trainers seeking to make use of how the brain works to create more effective training programs?  Carol: Trainers need to take all of the content they need their people to know, and chunk it down into bite-sized, easily digestible pieces. The brain is great at acquiring 4 to 5 bits of information at a time. And then, person-by-person, deliver those pieces in a method that drips it over time, is highly personalized, and also fun and engaging. There’s no reason why it can’t be fun. Effective learning no longer involves putting bums in seats for half a day or more, expecting people to leave the room and retain 100% of what they just went through - our brains don’t work that way; it’s just not possible. Q: Can we expand on that point a little bit more? How does engagement and the fun factor lend to retention? Dr. Kim: It’s the idea of ‘wanting’ to learn. If someone doesn’t ‘want’ to learn, it doesn’t matter how many times you put the information in front of them, they won’t take it in. They may not even be paying attention. So providing the initial learning motivation inspires most people to want to continue to learn, which is inherently satisfying. And it makes people feel good. Tying the learning event to something that feels good is another way to enhance retention, because it provides the initial engagement mechanism to get them into the program. This pays dividends, as the motivation self-perpetuates and eventually become internally driven. Carol: I totally agree. Once they start to engage in the learning experience and see tangible knowledge acquisition, learning becomes its own motivator. Dr. Kim: They can do their jobs better. And that makes them feel better, which is a natural motivator to continue learning. What I really like about the Axonify platform is that it really is on an individual basis. New questions are asked based on how previous questions were answered. Often times in traditional training scenarios, people are left behind if their personal learning path is not the average. Or, if they’re too far advanced they get bored and they stop listening and disengage. You now have these two opposite ends of the spectrum who are not actively engaged, and one by one they disconnect from the training. A significant percentage of the learning group can essentially miss out. But if you deliver content through a platform that works on an individual basis, everyone stays engaged, everyone stays challenged and motivated to continue.  Q: How are advancements in technology and brain-based learning principles helping organizations to change the way they deliver their training? Carol: By leveraging the latest breakthroughs in neuroscience, we’ve been able to successfully develop new adaptive learning technologies that work in a way that actually matches how the brain processes and retains information. By employing principles of reinforcement and retrieval-based practice, we can now establish unique learner profiles, identifying and working to close knowledge gaps specific to that person. This highly targeted approach ensures sustainable knowledge retention through the creation of a personalized learning model. Q: So are we reaching a point where we can marry an understanding of the brain with the evolution of technology so that each employee will have a training solution that nearly perfectly matches the way his/her brain works? What do you think the hopes are of having something like this in the near future?  Dr. Kim: I don’t think a 100% match is ever going to be an option. You’d have to know absolutely everything about a person’s life - all of their external and internal influences­— but we are getting close. The advances in our scientific understanding of how the brain operates, and advances in neuroscience in regards to how the brain encodes, retains and retrieves information, has given us enormous insight into designing better learning experiences. Written by Laura Martin The post Q&A With a Brain Scientist Part 2: The Impact on Corporate Learning appeared first on Axonify.

Video Summary: A learning ecosystem is everything that touches the performance of the people you work with every day. This was one of the key learning points that our featured guest, JD Dillon drove home on our webinar: When the LMS Just Isn’t Enough - Building an Ecosystem for Today’s Knowledge Worker. The webinar slides and recording are now available on-demand, so I encourage you to take a look at them and share your thoughts with us.  Here are five of JD’s biggest take-home messages from the webinar: 1. Take a Look at Your Ecosystem If an ecosystem is defined as everything that touches your employees’ performance, then beyond your learning strategies and tools, what else is impacting your employees every day? Take a look at the way employees communicate with each other, what their work environments look like (Are they working from home or in an office?) and even how exactly they do their jobs (Are they working at a computer or on a tablet?). Understand where exactly you fit into the fold and question whether you like where you fit in.  2. Start Having the Conversation About Ecosystems Bring it up in your next meeting and see what other people think of the topic. In some cases you might find that your colleagues have an entirely different definition of what an ecosystem is. Involve as many people outside of the traditional ‘learning’ space as you can so that you can get an idea of how your efforts fit into their definition of an ecosystem. 3. Stop Calling People Learners We cannot control when people learn, the truth is that your employees are constantly learning. Start thinking about your employees through the lens of performance and try to understand how learning feeds into their performance. Ultimately, learning must be seen as something that fuels an employee’s ability to do his or her job better. Is this what learning is doing in your organization right now?   4. Take a Look at Your Technology What does the current learning experience for an employee at your organization look like? How can you improve that? There’s rarely just one platform that works for all your needs, so if you have to utilize multiple platforms, how do they all work together to provide a seamless learning experience? One of the most important questions you have to ask is whether your learning technology is flexible and adaptable to each employee’s needs. Too often, we expect an employee to be adaptable to the technology, but perhaps it’s time to flip the equation around. 5. Stop Tracking and Start Measuring Completion, scores and surveys are metrics that we track. What metrics are you measuring? How are you correlating the data you find and tying it to performance? It’s time to start utilizing the learning data to figure out how exactly you fit into the bigger picture within your organization. Where do you stand on learning ecosystems? If you’ve got some thoughts, please feel free to share them with us in the comments below or tweet them to us. Written by Shum Attygalle The post Webinar Summary: When the LMS Just Isn’t Enough appeared first on Axonify.

Understanding the importance social interactions play in our lives is an important step to modernizing your training paradigm. While many businesses tend to lean toward more conventional forms of training, the fact is that there is a gold mine of training benefits that can be harnessed if companies are willing to embrace a more social approach.  A group of Axonify teammates. The benefits of going social You’ve heard a lot about social learning lately, but why should you care? What can it actually offer your organization in a substantive, measurable sense? The main advantage boasted by this type of approach to training is that it leverages the natural way that our brains best acquire knowledge. As an inherently social species, social learning simply makes more sense for us. Learning Solutions magazine cited well-known examples of students who were able to improve two whole grade levels - from a C to an A - when learning from a one-on-one tutor situation. As classical psychological researcher Lev Vygotsky noted, exposing a learner to one-on-one interaction with a more experienced teacher - exposing them to what he coined the zone of proximal development - can have exponential results on learning. Social learning improves more than just retention, too. As the Association for Talent Development noted, these types of interactions also build confidence and trust between participants. The act of working together toward a goal and acquiring information from one another is inherently trust building. Similarly, learners who are required to put their knowledge to the test and are then rewarded for correct answers from a peer can build a sense of self-confidence in their knowledge. What you can do Given the evidence, it makes sense that as you’re evolving your learning ecosystem, be sure to consider "social" as part of your strategy. Many organizations have had success making use of social networking platforms in addition with their learning systems, while others have migrated to systems with social integrated into the fabric of the learning process. For example, Axonify employs a "social feed" directly linked to the learning event. Learners can congratulate each other on successes, provide encouragement, and more often than not engage in some friendly trash-talk, bolstering a sense of competitive spirit. Axonify also recently launched a new fun, social feature called "Tell-A-Friend". The idea of Tell-A-Friend is that users are rewarded for encouraging their lapsed peers to re-engage with their learning. When that user re-engages with their learning, the champion receives extra ‘reward points’ within the system. It’s a win-win. The user not only benefits from re-engagement with their learning, but the establishment of a broader learning community pays dividends across the entire organization, in terms of improved job, team and business performance Would you like to see more social in your learning programs? Leave your thoughts in the comments. Written by Laura Martin The post Harnessing Social Power to Boost Your Training appeared first on Axonify.

In January 2014, I authored an article in Learning Solutions Magazine online about measuring learning outcomes in a cost effective and meaningful way that can enable strategic decisions in the enterprise.  The article also discussed creating the kind of learning that should be analyzed against business performance: because it’s effective for helping employees improve their knowledge and job performance for the long term. Not surprisingly, readers were interested in the learning techniques I discussed that lead to more impactful corporate learning.  Improving job performance starts with improving employee knowledge.  What’s critical is that knowledge can be fleeting - research has proven that as much as 90% of information learned in a training session can be forgotten in a month. Human beings do what they remember, so the challenge is to help our employees keep that 90% of their knowledge, so they can effectively apply it to the job. Luckily, modern brain science research has helped us establish highly effective techniques for improving knowledge retention, such as retrieval practice and the spacing effect. Also known as the "testing effect", retrieval practice is the systematic retrieving of information from memory, such as when we have to recall the answer to a series of questions.  Research on the spacing effect shows that information is better retained for the long term when it is presented repeatedly with specific time gaps between each repetition.  This is in direct contrast to cramming, which involves studying large amounts of data continuously over a short time period - which is also a lot like our current corporate training methods.  So how do we implement this? Axonify is a solution that delivers short training bursts each day to employees: typically 3 - 4 questions with answers, which takes less than 5 minutes per day.  Our proprietary algorithm uses repeated retrieval and the spacing effect, in conjunction with some sophisticated customization and personalization, to deliver the right level of knowledge on the most critical topic, just when the employee needs it most.  When an employee is first configured in Axonify, a learning plan is customized based on job function, department, critical topics, and other flexible criteria.  During the first few learning sessions, our system is evaluating the employee’s answers, and identifying knowledge gaps in the specified topics, creating a Personalized Knowledge Map. As the employee continues to participate in daily learning sessions, the Personalized Knowledge Map adapts, moving the learner through progressively more difficult questions towards subject mastery.  Once the required topic knowledge level has been met (say correct answers 80% or 90% of the time), the learner will be "graduated" and continue to receive questions on the topic, but less and less frequently, keeping the information top of mind for the long term. Our system tracks all employee activity, which allows us to identify individual knowledge levels on each topic at any point in time, as well as how many times an employee receives a topic question before being graduated out of that topic.  It also allows us to identify how confident employees are in their knowledge, which can also point to areas where more attention needs to be paid. We can view metrics on an individual basis, or can see how individual departments are doing, and which topics they are strongest in.  With a wealth of information coming out of our system, it’s easy to correlate improvements in knowledge with improvements in key performance indicators, such as meeting sales quota’s, reduced injuries, higher customer satisfaction ratings and more.  To successfully implement these techniques for truly successful learning, there are a few things that need to be in place: Short, daily sessions of 4 to 5 questions with answers. Progressive movement along a personalized learning path that acknowledges success, and delivers increasingly more difficult questions until subject mastery is achieved. Continuous reinforcement of a subject at increasingly wider time intervals. Comprehensive metrics that can correlate learning success to job performance. Written by Carol Leaman The post Using Brain Science to Create Memory that Lasts appeared first on Axonify.

No matter who we are, or what line of work we have chosen, we have all - at one time or another - screwed up on the job. Some mistakes are embarrassingly harmless (like my colleague who hiccupped during a client conference call and ended it with, "OK, love you."), but other mistakes can be costly - to our companies, our careers, and our reputation. For every mortified person who has stumbled on a conference call, there’s another person whose slip up has actually lost a customer, caused injury, or impacted profitability. Do we attribute these errors to ‘poor employee’ performance? Or can we draw a correlation between error rates and ineffective/lack of employee training. To help answer my question, I interviewed a few individuals, and asked them to share some of their most memorable on-the-job mistakes, and their lessons learned. Do you remember a time you made an error on-the-job? To start the thread, I’ll share my story: My first full-time job was waitressing at a national restaurant chain, and my first shift fell on a beautiful, sunny Saturday—the restaurant was packed. I remember taking the order of one customer who, when I delivered his food, was unhappy his entree and requested a new order. I brought the request to the kitchen who fashioned a new plate, which I then redelivered. Still unsatisfied, the customer lost his temper and started yelling at me. My supervisor interjected, and in an attempt to sooth the situation, assured the customer that his meal would be comp’d, which appeased him. At the end of my shift, the owner disagreed with my Supervisors decision to let the customer leave without paying (it equated to stealing). My Supervisor was put on performance probation and the cost of the meal was subtracted from my pay. Lesson Learned: Despite my Supervisors best intentions, her on-the-job instincts did not align with official corporate policy. As a new employee, the experience was very stressful, confusing and ultimately tainted my perception of the company. Had my supervisor understood the correct policy and subsequent procedure, this lesson would have been learned by observing how an informed role model would act, rather than with the negative connotation that I still associate with that company to this day. Consistent training for both management and employees, and regular evaluation of each employee’s knowledge level is essential in ensuring that these kinds of unfortunate situations are avoided. Lauren’s story: Lauren worked for a large insurance company in the customer service dept. She often fielded inquiries about approved levels of personal coverage for various life scenarios. She was also measured on number of successful one-call resolutions (the goal being higher customer satisfaction, and improved call efficiency). One day a client called in asking about international health & accidental injury coverage for an upcoming adventure in Morocco. "The international polices were located in a different system, which didn’t cross-reference with the standard coverage policies I was familiar with. Still, I felt immense pressure to complete the inquiry in one-call, as there was a hard push from management to reduce call time." Unsure of all the details, but motivated to resolve the inquiry under the one-call resolution mandate, Lauren made what she thought was an informed decision and assured the customer that they were covered to the tune of $90,000. Well, that client, who wasn’t covered for accidental injury in Morocco, fell off a camel during a guided dessert trek and broke her leg. Lauren lost her job, and the insurance company had to absorb the exorbitant cost of the error. Lesson Learned: You can’t develop training for every single scenario that might present itself —sometimes people just fall off camels in the desert. However, you can train your employees to confidently know when it’s ok to deviate from their official mandate, who to contact, or how to react whenever there’s any uncertainty in knowing the "right thing" to do. Geoff’s story: Geoff handled email and promotional communications for a major pharmaceutical company. He recalled the how their email system was far from intuitive. "You selected the ID number of a campaign out of the database, and the entire thing keyed off of that tiny number. But, you had to retype that number into about a dozen fields to get everything right. The system didn’t cross-reference input fields to make sure that all the numbers matched." On one occasion, Geoff had to send out emails for item ‘48’, and typed the code in correctly everywhere, except for the statement that would pull the recipient list together. There, he typed in ‘49’. The end result? A correctly formatted, timely, relevant email communication about a new drug was emailed out…to their direct competitor list. About 400 sales reps at the wrong company got information they shouldn’t have had. It was a MAJOR breach of security. "Needless to say, shortly after, I was permanently reassigned." Lesson Learned: Initial training at the Pharma Company required that a second pair of eyes review all communications before being externally delivered. While this procedure was initially followed, over time, this step was frequently skipped due to timeline pressures, as well as Geoff’s increased confidence and consistent high-performance ratings. The lesson here is that even the best employees can, and will, make mistakes if training is not consistently and effectively reinforced. Do you remember a time you made an error on-the-job? A time when you were confronted with a situation that you were unprepared for or weren’t trained to handle? How could your organization have better prepared you for success? Share your on-the-job lessons in the comments below! Written by Sabrina Prudham The post 3 On-the-Job Lessons…Learned the Hard Way appeared first on Axonify.

Pop quiz: when is the best time to test a learner’s knowledge of training material? If you’re like the majority of HR professionals responsible for designing corporate training programs, you’ll likely say, "after all the material has been learned." After all, that’s the model we came up with while in school - study a unit, and then take a test to assess knowledge and understanding, repeating as needed. However, despite many of our experiences taking tests throughout school, if your goal is to ensure your new hires retain as much essential job knowledge as possible, it may be time to give the culminating test a failing grade. Recent research done into the topic has revealed that for maximum benefit, continuous assessment is the way to go.  How continuous assessment is better at improving performance Whereas conventional learning models favor testing at the end of a unit, continuous assessment is exactly what it sounds like - knowledge checks are administered on an ongoing, continual basis. One-shot, terminal tests may be good at uncovering what knowledge wasn’t conveyed, but such a model fails to then offer opportunity for learners to make up those knowledge gaps.  Standard testing is used to ensure a learner meets a minimum baseline of knowledge to advance, but employers don’t want employees who scrape by on minimums. To get the best results, trainees need the opportunity to learn from their mistakes and knowledge gaps. Continuous testing offers a way to turn "wrong answers" into learning opportunities. For management, that means better performance from staff. Testing can make your training more effective Not only can continuous assessment allow for opportunities to improve performance, but it can actually make training more effective. Science tells us that retrieval practice - the act of remembering previously stored information - can further cement that knowledge into our brains.  Known as the testing effect, continually having learners go back and recall information multiple times can have a cumulative effect on learning and strength of memory. Just like reinforcing a bridge with more support makes it more resistant to collapsing, reinforcing a piece of information by constantly calling it into the brain helps cement the very neural pathways that our brains use to store information. For employers, this is key to improving training performance. Testing early and often will highlight which areas need improvement. And by repeatedly testing trainees on this information, you’re ensuring that they’re making stronger connections. Continuous assessment drives performance in employees and gives employers the confidence that their training methods are achieving the best results. Written by Laura Martin The post How Continuous Assessment Offers Continuous Benefits to Your Training appeared first on Axonify.