Unlocking Employee Potential with Participatory Design in L&D
I remember in one of my early career jobs, a colleague had the following quote attached to their email signature:
Tell me and I forget, teach me and I may remember, involve me and I learn.
Recently, while doing some late summer cleaning, I found a note in one of my old work journals mentioning how much this quote resonated with me even back in 2015.
Curious, I looked up the quote’s origin—some attribute it to Benjamin Franklin, while others trace it back to a Chinese proverb attributed to Confucius. Regardless of its origins, it struck me how timeless this wisdom is.
Even in 2024, incorporating participatory design into Learning & Development initiatives can significantly increase the success of programs by involving stakeholders throughout the design process. Here’s how:
It enhances content relevance. By involving learners, you create training that truly fits their needs, making it more impactful.
It increases engagement through ownership. When people help design their learning, they’re more engaged and invested in the process.
It includes diverse perspectives and cultivates innovation. Bringing in diverse perspectives helps build creative solutions, leading to more effective and inclusive programs.
Photo by Mikael Blomkvist
By involving employees in the design process, we empower them to co-create their learning experiences. This approach not only aligns training with actual needs but also fosters a sense of ownership and collaboration.
Here are four ideas on how to involve employees in the design process of Learning & Development initiatives:
One: Surveys & Feedback Loops
Regularly gather input from employees on their learning needs, preferences, and past training experiences to inform the design.
Example: A financial firm could ask employees to rate past training sessions, which leads to replacing outdated materials with more engaging content.
Two: Co-Design Workshops
Host collaborative sessions where employees contribute ideas and help shape training content and formats.
Example: A university could put together a team of faculty and staff to co-design a professional development program, resulting in higher attendance and satisfaction.
Three: Pilot Programs
Run pilot versions of training programs with a select group of employees, allowing them to provide real-time feedback for improvement.
Example: An advertising agency could test a new creativity workshop with a small team, refining the activities to better meet employee needs.
Four: Peer Review Panels
Create panels of employees to review and refine training materials before they are finalized, ensuring they resonate with the audience.
Example: A non-profit could use a peer review panel to assess diversity training, ensuring it resonated with all staff and addressed key issues.
When employees feel heard and valued, they are more motivated to engage, learn, and grow—leading to a more dynamic and committed workforce.
What are some ways you’ve engaged and involved employees in designing learning initiatives?
