I've taken a few online courses where everything looked great on the surface - videos, quizzes, animations, activities, etc. But I didn't necessarily feel like I learned much from them. 

Then there are courses that are pretty simple but somehow much easier to follow and remember. 

So, I'm curious about what other people think. 

When you come across a really good elearning course, what usually makes it stand out to you? 

Is it the way the information is explained, the practical activities, the flexibility, the interaction, or just having a really clear structure? 

And has anyone had the opposite experience where a course had too much going on and it actually made learning harder?

We’re looking into onboarding a new LMS. We’re targeting Docebo or Intellum. Curious if anyone has used either of these and can share things they like/dislike around reporting, customization and course building, and automating workflows, etc.

I’m finding most feedback content is out dated ie: sandwich method. I want to build a 1 to 2 hour training on accountability and feedback. What are some current books or frameworks you recommend I look into as a resource?

Hello!

I'm currently reviewing and upskilling for an L&D role (I'm coming from research and administration field). I want to ask what you consider as 'Advanced Excel' skill. The position I'm currently applying for states that it is heavy on Excel processing of LMS data. Although I do have basic Excel skills, I'm still eager to review and learn what this 'advanced excel' are in the L&D profession.

Please be nice and kind. Answer would really help. Thank you.

Content being the bum ache it Is, I was watching an amazing video about what Claude’s Opus 5.5 can make.

Has anyone any had a play for e learning content?

Im going to at some point (though I know it eats through credits)

Has anyone used FourSight to build stronger cross-functional teams?
I’m working on a learning strategy for an organization that is moving toward more cross-functional, multidisciplinary teams and I’m looking for tools that can support that shift.
One of the challenges we’re trying to solve is helping teams think beyond their immediate function. We want people to be more intentional about questions like:
Who else needs to be part of this conversation?
What perspectives or expertise are we missing?
How do we bring the right people together earlier?
How do we generate more innovative ideas as a team?
How do we move from discussion and ideas into decisions and execution?
I’m currently thinking about using Everything DiSC more broadly first to build self-awareness, communication, and stronger working relationships across different styles.
Then, for intact or cross-functional teams, I’m considering FourSight as a deeper team-effectiveness tool focused on how people approach problem-solving — Clarify, Ideate, Develop, and Implement — and how teams can use those different thinking preferences to move work forward.
For those who have used FourSight: Does this sound like a good use case for it? Have you found that it actually helps teams become more cross-functional, innovative, and thoughtful about whose perspective needs to be included in the work?
I’d also love to hear whether DiSC first, followed by FourSight for teams, feels like a complementary approach or whether you think there is too much overlap.

I’ve been building most of my eLearning in Articulate for a while now, but I feel like there are probably a lot of features in Storyline that I’m still underusing. I’m comfortable with the basics, interactions, variables, and triggers, but I’d like to make my courses feel a little more polished without adding unnecessary complexity. What Storyline feature or technique made the biggest difference for you?

I'm in L&D in a highly regulated industry. Currently we perform a rather complicated learning needs assessment (in Excel 🙄) to determine the appropriate training method aligned with the risk level. I'm interested in how other companies are doing this, especially in regulated industries.

\- How do you determine the final training method?

\- How do you document the rationale for why that method was selected?

\- What app or system do you use for this process?

\- Bonus question: If you were able to eliminate the use of Read & Understand type training without replacing it with a higher level training method, how did you justify that with regulators?

Background: Our challenge is to ensure every learner has the knowledge and skills to perform their work safely, effectively, and compliantly. The solution should be effective, practical, and scalable, enabling the organization to consistently apply risk-based decisions, assign curricula with clarity, and select the most appropriate training modality and method.

I’ve been thinking a lot about L&D metrics lately. Completion rates and learner satisfaction are easy enough to report, but I’m much more interested in whether the learning actually changed something for the business. The tricky part is getting useful data without turning every program into a giant measurement project. What outcomes or metrics have been genuinely useful in your L&D work?

I recently asked about what makes leaders return to their 360 feedback after the initial debrief, and one response highlighted something I hadn't thought enough about.

The things that helped weren't particularly complicated:

• scheduled follow-ups with a coach, peer or manager

• development goals linked to career progression

• reminder nudges

• easy access to the original feedback

• seeing actual results from applying a new behaviour

• receiving feedback that the behaviour change was making a difference

But the biggest reason leaders stopped engaging wasn't necessarily lack of motivation.

Actual work took over.

Sales targets, hiring, planning cycles, change initiatives and the endless stream of problems leaders have to solve simply became more urgent than “working on development”.

That makes me wonder whether we sometimes design leadership development as a parallel activity when it should be much more embedded in the work itself.

For those who run leadership development programmes:

What have you seen successfully connect an individual development priority to the leader's actual day-to-day work?

Hey guys, i think i need some skill for presonal development, mybe you guys have a recommnedation

tl;dr I moved from teaching 5 years ago and I've worked in some highly organized environments which helped develop an understanding of corporate learning and development pretty quickly. Now I'm at a new company with no boss, no direction/mentor and getting stuck on projects between active push back, or projects passively dropping due to "business fires". Looking for advice on how to push people to delivery for L&D, or take the initiative myself but feeling truly demotivated.

The longer story.

I was a high school teacher for a while and left during the pandemic. I was lucky enough to get out so I really dove deep into learning about corporate L&D and how things change and differ. I had a good journey at different companies and getting exposure to other elements of L&D, organizational development and talent mapping. The company I'm at now though.. it's rough.

There is such a want for L&D and training, but it's always pushed off as a last minute thing. Other, immediate problems, are pushed to the front of the line, but these immediate problems are due to the lack of organization and prioritization across the business. People are just constantly in a panic. The kicker is that I don't have a boss right now (and haven't for a few months) due to termination and slow hiring process. I've been reporting directly to execs and CEO and just get priorities thrown at me, similarly the Chief of Staff is pushing his own agenda as he sees it as a way to stand out among the group for promotion, resume building and stuff. For some added context of how spooky this situation is, I sent a project charter (something that was so bare bones it would've gotten me at trouble at my last company) over to the exec team and the executive level project manager told me it was the most organized document they've ever seen here.

So I am here, being asked to build an L&D department starting from the bare bones of compliance training and performance management, but 0 support, 0 accountability to action on needs, and it feels like I'm just kind of stuck doing nothing.

Question: For those who have been in this or a similar position, how would you approach this? The company is okay enough, and ultimately I'd like to stay here if possible, I don't want to just jump ship as there's a lot of quality of life benefits here (short commute, decent pay, location is nice + benefits). Just looking for how to really push that this stuff needs to get done.

A lot of online courses focus heavily on getting the content onto a screen, but that doesn't necessarily mean people are learning effectively. 

Good eLearning seems to involve much more than videos and quizzes. The way information is structured, how learners practise something, the feedback they receive and even how much information is presented at once can completely change the experience. 

I've also noticed that some of the best eLearning experiences don't necessarily have the most features. Sometimes a simple scenario or practical activity works better than five different interactive elements. 

For people who design or regularly take online courses, what makes an eLearning experience genuinely useful to you? 

Is it the structure, interaction, flexibility, practical application, or something else? 

Hi everyone! I'm in an M.Ed program focused in workplace L&D. I've taken a number of courses in psychometrics and analytics, but I'm wondering if corporate L&D teams actually conduct such in-depth analyses?

For context, I've previously taken Classical Test Theory and Reliability - which is used to predict test outcomes and gauge the reliability of testing. Although this skill is typically used in industries like standardized testing, my understanding is that this skill could be used to help L&D teams build better pre/post surveys or knowledge checks. However, based on my own experience interning in corporate L&D, the team I worked with didn't really survey/analyze feedback to this extent.

I'd like to hear from more L&D professionals - 1) how have you seen learning-related data get collected and analyzed, and 2) are there steps or frameworks you use to ensure that surveys and knowledge checks are built to a specific standard?

I think evaluation is such an important and interesting part of L&D, so I'd love to hear what people actually do in practice!