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By Elizabeth Dermody
LX Design Plan - Corporate Induction for new staff

Professional Diploma In Digital Learning Design



LX Design Plan


Micro Design and Development


Rollout and Evaluation Plan


In this assignment I will be reviewing the current Corporate Induction eLearning course that is assigned to new colleagues with my local council. It was first designed in 2019 and is now out of date. The technology and software has advanced that it need to be implemented to give the course a fresh and current feel.

Part oneThe WHO of Learning

Being a local council covers a vast variety of roles and therefore the needs, accessibility and understanding are greatly different in each department. There are barriers for many staff and we need to have a better understand of what they are so we can overcome them.

Halton Borough Council (HBC) employs approximately 2300 people and can have as many as 30 new starters in a single month. We use a Learning Management System (LMS) to welcome new staff and give a useful Induction to the organisation's Vision and Values as well identifying our key priorities to best meet the needs of all of Halton's residents. It also outlines the valuable role employees make to achieving our ambitions for the Borough.


Learning Personas

Part twoThe WHY of Learning

In previous years HBC's corporate Induction was held in the Town Hall one morning every month and all new members where required to attend. Partly due to the Pandemic and a restructure it was no longer viable to hold a face to face session. Corporate Induction was moved online in 2020. It has had small changes made in this time but is due a major redesign to showcase the major changes that have happened in this time and to drive engagement. SolutionThe councils issue was having the time for new starters to attend along with the time, cost of a venue and administrators. Digital learning provide minimal on-going cost and reduced time after initial set up

Business Problem?

The Corporate Induction is important to new staff as it gives them a sense of welcoming and gives them a general outline of the Councils roles in society. Having a clear and concise induction shows professionalism and gives the staff member an understand of the values, processes and systems of the organisation.


The problem was that the uptake on face to face Corporate Induction was significantly lower than the recorded number of new staff. When investigated it was mostly due to time restrictions, staff and managers prioritising their day job. The location was fixed and so staff had to travel to and from the event taking up more time. Feedback taken mentioned that it seemed impersonal or not relevant to them. We needed to provide information and knowledge on the history of HBC, our current values framework and corporate plan fostering a sense of belonging and pride in their employer and community. It’s essential to break down content into manageable portions for retention. Making staff with a 'I didn't know that' attitude come around to a growth mindset. We know everyone is being given the same information so reduces confusion. Moving to online learning makes the content easier to update and takes up less of the employees time.


Learning Gap

Upon successful completion of this course colleagues will have a greater understanding of how their role and responsibilities fit in with the values framework and how they contribute to the wider corporate plan. Starting with Blooms lowest level 1 of remembering we will look to move to level 4 but there is no need for the more complex levels with this induction as it is a first stepping stone in their career path.

Identify how to implement changes or question rational if opposing to corporate plan

How values relate to day to day job and what they look like in practice

Outline the valuable role employees make to achieving our ambitions for the Borough

Induction to the organisation's Vision and Values as well identifying our key priorities


Learning Outcomes

I have used the SMART learning objective structure, making sure they are Specific, Measurable, Achievable, Relevant, and Time-bound

Part threeThe WHAT of Learning

Feedback & Evaluation
Mentorship & Development
Policies & Procedures
Services & Values

Using the bottom-up approach the course will start with small, manageable components that each add value and understanding. They gradually build up to create an overview of the Council as a whole. This approach allows for flexibility, early feedback, and adaptability.

Course Structure

Evaluation Form


Management Development Pathway

Induction buddy

Code of Conduct

Expectations of Our Employees

Your Development

Local Authority Services

Corporate Plan

Elected Members

Our Five Directorates

Our Commitment to our communities, each other and ourselves

Probationary Period

Welcome to Halton Borough Council Video by Chief Exectutive

Topic 3

Topic 3

Topic 3

Topic 3

Topic 2

Topic 2

Topic 2

Topic 2

Topic 2

Topic 1

Topic 1

Topic 1

Topic 1

Feedback & Evaluation

Mentorship & Development

Policies & Procedures

Services & Values

Topic 1


Module Framework

The course content will include many interactive options and will have a graphic and visual repetition to bring consistency. Due to the varying technical ability and knowledge levels a behaviourist approach will be used when focusing on the procedure elements. Including a quiz at the end of the course will encourage recall and give users a sense of achievement with a pass mark. The main purpose of the induction is to help the new employee to feel welcomed and valued.

Course Content

Part fourThe HOW of Learning

Click the images below for more information:
The Learning experience will be delivered in a Blended - Digital Asynchronous format. The duration forthe whole course is expected to take 45 minutes but can vary with each learner.

Mode of Delivery

Assessment & Feedback

Building Blocks and Learning Formats

The course will follow a structured linear model. The learner is required to engage with all the modules in chronological order. It is a mandatory course to be completed within the first week of employment.

The pathway for training will be using the Linear Model.

Learning Flow:


When creating my learning outcomes I used Blooms Taxonomy and using action verbs from the cognitive domain help me to understand and develop my learning outcomes ensuring that there was minimal repetition. Due to the nature of my course the digital taxonomy lies mainly with the Remember, Understand and Apply levels. It is factual based knowledge building with little room for own takes on the information. Once I understood this I drawn connections to the Analyse and Evaluate area realising that once the learner has absorbed the information they can reflect on the behaviour going forward and adapt this to better promote the Values.

Part 2

Creating digital learning personas is very new to myself. I investigated the types of roles within the council and researched the main tasks from their roles and whether they were frontline or office works. Doing this help me create three learning personas that reflected the majority of staff. The main issue faced was time and access to technology. Knowing that made me aware that using a web based platform that was accessible at anytime and place was paramount. Also the course length would need to be short and snappy to keep the learner engaged. Most learners where already familiar with the front line services so giving background and highlighting other services was important for the subject knowledge. The use of C.R.A.P principles is useful for learners with English as a second language as it reduces cognitive overload. Asynchronous learning for learners to interact at their own pace and with each other over longer periods.

Part 1

Reflective Commentary

The final part was looking at the work I had completed so far and I could see that it was going to be delivered in a Digital Asynchronous format. Using the Linear Model meant that whilst each component was separate to each other it didn’t matter in what order they had been completed as only as they had before the end assessment was taken avoiding cognitive overload. This means that learners could jump in out of the course at the learner's own pace

I was not the SME on this course. My colleague is the Organisational Development Manager who ran the face to face course previously so worked closely with him. A bonus of this is we both want the same outcome and are aware of the challenges that we need to overcome to build the best induction we can and we both wanted to avoid transferring the face to face course to a digital version like a blanket copy. Choosing the topics, working out how to split the content and mapping to that each built on to the next was important. Creating the structure of the course was enjoyable as I like to map out the learning and see the journey unfold module by module. Using the learner personas made me think about the module interactions and how best to engage the learner no a matter their role.

Part 4
Part 3

Reflective Commentary






Part twoMicro Design & Development

Part twoDesign Documents

To give a useful Induction to the organisation's Vision and Values as well identifying key priorities to best meet the needs of all of Halton's residents.

This eLearning course is aimed at new members of the local council staff.

Feedback & Evaluation

Mentorship & Development

Policies & Procedures

Services & Values


Learning Outcomes
Target Audience


Sections and Topics


  • Predominately eLearning but with option to add a workshop in person event to enhance networking and value


  • Can be accessed day or night from any location as web based platform.


  • Learner can complete in work environment or elsewhere when it is suits them.
  • Optional deadlines to complete.
  • Can revisit for support if needed.