Collaborative Authoring - IDENTIFY AND ESTABLISH

step one: identify collaborators

While most organizations can define IDs and end users, they often fail to include all areas of the business that are involved with new trainings. It helps to start with high-level categories based on impact, then group them based on timing related to the training's release. Click below for info on immediate, upstream, and downstream impact zones.

Immediate impact zone - This will always include the training’s end users, however it’s important to evaluate if there are any other employees who will be directly impacted by the training’s release.

immediate impact

See an example

Upstream impact zone - These are the elements that must be managed or altered before the new training can take place. These team members are involved with the "inputs" to the training process.

upstream impact

Downstream impact zone - These include the consequences of the training implementation and can ripple throughout the company. These team members are involved with the "outputs" of the training process.

downstream impact

step one: identify collaborators

Once impact zones have been pinpointed, it's time to determine the specific team members in the identified areas of business who will be, directly or indirectly, involved with the training project. Keep in mind that an individual may hold multiple roles within the process. The list below are potential project collaborators/roles/responsibilities to consider.

• External collaborators
• Individual contributors

• Subject-matter experts (SMEs)
• Instructional designers (IDs)
• Sponsors, champions, and/or advocates
• Managers, coaches, or team leaders
• Pilot users (i.e., content reviewers)
• Content provisioner
• Information technology (IT)

• Accountabillity partners (i.e., designated to help ensure completion rates)
• Human resources, marketing, C-suite, etc.
• L1 support and community management
• End users (immediate and future)

step two: establish a process

With impact zones and personnel identified, it's time to measure twice in order to cut once by having a process in place that covers all aspects of training implementation. Click the hands below to reveal an example to assist you with creating or refining your own process.

IDs create V1 of training content

SMEs + IDs collaborate to establish learning objectives and expected outcomes for the training

IDs outline the learning journey; Share outline with SMEs and project manager for approval

IDs create V2 of training content

SMEs review V1 of training content and provide actionable feedback

SMEs review V2 of training content and, if necessary, provide actionable feedback

If necessary, IDs create V3 of training content

Pilot testers complete training and share actionable feedback

IDs create V4 of training content

KPIs and metrics are monitored; feedback stored

Training shared with end users

IDs create scheduled review of content (e.g., once per quarter, per year, etc.)

step two: establish a process

When creating a process for training implementation, don't forget these frequently-overlooked items.

• Establish a dedicated communication channel and stick with it. Create communication threads and exchange with others in a way that allows you to loop in collaborators and create a historical record.

• Create accountability checkpoints to keep everyone on track with the timeline. Have dedicated milestones to celebrate your team's progress.
• Have a system for storing and labeling visual elements (e.g., images, banners), training resources (e.g., videos, PDFs), feedback, and the training itself (e.g., Tags).
• Create a change management plan that identifies target audiences for the project and assigns an owner to each task.
• Determine which KPIs and metrics are best suited to measure the training's success, such as ramp time, number of support tickets created, sales numbers, etc.

Pinpointing where immediate, upstream and downstream effects of a training may be experienced as a result from new training is helpful in identifying the collaborators. This list should include team members who will contribute directly to the project and those who simply need to be kept in the loop.

Keep in mind...

Example: Introduction of a new customer software to a sales team.

🔃 Upstream effects

• Content creation and resourece development: SMEs must build entirely new training materials that accurately reflect the functions and workflows of the new CRM. Additionally, the IT department must have the new software fully installed, tested, and ready for use before the training begins.

• Trainer preparation and scheduling: The team of instructors must learn the new system and become proficient in the new training material. Additionally, the company must organize and schedule the training sessions.

🔁 Immediate + Downstream effects

• Process change: Employees are expected to use the new software per SOPs
• Updated reporting: The new CRM system may enable new types of performance reporting for sales managers and executives, allowing for better tracking of key performance indicators (KPIs).
• Team dynamics: Sales team members who are quick to adopt the new system may be more successful in the short term, while those who struggle may require extra coaching from their manager, altering team dynamics.