eLearning allows you to access training material online rather than in a traditional classroom setting. This makes eLearning more convenient because you can complete the courses when you desire, on your schedule.

While eLearning courses can have videos embedded in them, eLearning  is much more interactive than simply watching a video. eLearning presents material in a multimedia format, so you are more likely to remember it. Some of the tactics used to present material include practice questions, feedback to answers, and scored tests.

eLearning allows your employees to learn more about topics relating to their careers. Completing eLearning courses ensures that your employees are well informed so they can be more efficient, productive, and safer at work.

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The human brain is amazing. And so are the human abilities to learn new information and skills, remember them, and later retrieve and use them when it’s needed.

But if you’re involved in training and/or learning and development, you also know it’s not all that easy. And one of the big problems is that people tend to forget much of what they learned in training.

We’ve addressed some of the reasons why this happens earlier in our articles Why Don’t People Remember Their Training? and How People Learn (or Don’t). In this article, we’re going to continue looking at issues related at this general theme.

In particular, we’re going to focus our attention more specifically on what’s known as the learning curve, the forgetting curve, and space practice. We think this will make you see more value in refresher training, for one thing. But we’ll include tips for using spaced practice at points of the learning and development cycle beyond just refresher training, too.

Our plan is to introduce the basics in this article and then give more how-to’s in later articles. Continue reading to start the introduction.

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Humans are visual creatures.

Going back a bit in time, vision was important to us on the African savanna to recognize predators and find food.

And although today most of us spend less time dodging leopards than our ancestors might have, it’s easy enough to see the importance of vision in our lives. How long do you go without watching a movie at the cinema, viewing a film on Netflix, or playing a video game? Or even consider music–don’t you often experience music in a music video, or while watching a stage full of dancers?

Why are so many of the dominant forms of entertainment visually oriented? Because, to return to our beginning, humans are visual creatures.

And so it makes a lot of sense to take advantage of that for workforce learning and development.

We’ll discuss this a bit in this blog post.

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Recently we’ve written a series of articles about writing effective test questions for workforce training assessment.

We hope you’ve found the series interesting and helpful. And yep, you guessed it–we mentioned it because this article is another addition to the series.

In this article, we’ll give you a few general tips for writing specific types of questions. We already covered multiple-choice questions, an online workforce assessment workhorse, in a different article, so we won’t address that here. In this article, we’ll consider true/false questions, matching and/or drag and drop questions, and short-answer and/or fill-in-the-blank questions.

If you missed any of the earlier article in the series, we’ve already covered:

• Some workforce testing best practices
• Writing reliable and valid test questions
• The issue of workforce testing and fidelity
• How to write multiple-choice questions
• Scenario-based learning

Keep your eye on the blog for a future post on creating assessments that evaluate how well employees perform specific job tasks and/or demonstrate job skills. That’s still on the agenda.

And let us know if we’ve missed something you’d like us to write about.
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A lot of you write test questions for online training (or even for paper-based training).

Maybe you’re doing it with an e-learning authoring tool, such as the ones from Articulate, Adobe, or Lectora. Or maybe you’re doing it with quizmaking tool built into your learning management system (LMS). Or maybe with pencil and paper. Probably not with chisel and cuneiform, though 🙂

However you’re doing it, you may sometimes find yourself wondering about the best practices for writing standard question types. (By the way, instructional designers often use the wonky phrase “assessment items” for this kind of thing–an assessment “item” is a question).

In this article, we’re going to give you tips about something related to test creation that learning experts call fidelity (no, not THAT fidelity–this is not a notably juice blog post despite the wedding ring image above). In training talk, fidelity is the extent to which your test or test question mirrors the real task your workers will have to perform on the job.

In describing fidelity and test questions, we’ll cover a few other best practices, too. Hope this helps you with your question writin’.

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Want some easy tips to follow to make training that sticks? To create training workers will remember and apply on the job? To help you attain the business goals you’re trying to reach?

Although inspired by Malcolm Gladwell’s book The Tipping Point and written for a popular reading audience instead of exclusively for training professions, the book Made to Stick (more details about the book will come below, don’t worry) is a great source of information about current research into evidence-based “brain science” that makes things memorable and causes people to act on that training. And that, of course, means making training effective. It’s even a book you will notice a lot of training professionals referring to.

Interested in learning some of the tips from Made to Stick? If so, start by taking a little time to read the two selections below. As you read, ask yourself which you’re more likely to remember later–one or two days later, but even an hour or fifteen minutes later, too.

When you’re done we’ll cycle back and explain how this all relates to effective workforce training.

“A friend of a friend of ours is a frequent business traveler. Let’s call him Dave. Dave was recently in Atlantic City for an important meeting with clients. Afterward, he had some time to kill before his flight, so he went to a local bar for a drink.

He’d just finished one drink when an attractive woman approached and asked if she could buy him another. He was surprised but flattered. Sure, he said. The woman walked to the bar and brought back two more drinks-one for her and one for him. He thanked her and took a sip. And that was the last thing he remembered.

Rather, that was the last thing he remembered until he woke up, disoriented, lying in a hotel bathtub, his body submerged in ice.

He looked around frantically, trying to figure out where he was and how he got there. Then he spotted the note:

DON’T MOVE. DIAL 911.

A cellphone rested on a small table beside the bathtub. He picked it up and called 911, his fingers numb and clumsy from the ice. The operator seemed oddly familiar with his situation. She said, “Sir, I want you to reach behind you, slowly and carefully. Is there a tube protruding from your lower back?”

Anxious, he felt around behind him. Sure enough, there was a tube.

The operator said, “Sir, don’t panic, but one of your kidneys has been harvested. There’s a ring of organ thieves operating in this city, and they got to you. Paramedics are on their way. Don’t move until they arrive.” [Source: see note 1]

Now, the second:

“Comprehensive community building naturally lends itself to a return-on-investment rationale that can be modeled, drawing on existing practice,” it begins, going on to argue that “[a] factor constraining the flow of resources to CCIs is that funders must often resort to targeting or categorical requirements in grant making to ensure accountability.” [Source: see note 2]

OK, now that you’ve read them both, which are you more likely to remember? Why?

And how can you apply this to the training you create? Read on to learn how.

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It’s often, if not always, a good idea to provide some form of test or assessment after providing job training to employees.

In some cases, this may be a written test scored in a pass/fail manner, and in others, it may be a performance test that requires the workers to demonstrate a skill or the ability to perform a procedure in a satisfactory manner.

In either case, it’s important for that test to be a good one. By that we mean that it provides you withuseful, actionable information about whether or not the employee has truly benefited from the training and is ready and able to successfully apply the new information or perform the new skill on the job.

There are a number of characteristics that “good tests” like this share. Learning & development experts know the two that we’ll talk about in this article as validity and reliability.

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