How to Implement Cohort Learning PDF June 2024

JUNE 2024 ISSUE 2406 How to Implement Cohort Learning Rich Reitter TIPS, TOOLS & INTELLIGENCE FOR DEVELOPING TALENT...

JUNE 2024 ISSUE 2406 How to Implement Cohort Learning Rich Reitter TIPS, TOOLS & INTELLIGENCE FOR DEVELOPING TALENT INSTRUCTIONAL DESIGN  instructional design VOL. 41 ISSUE 2406 JUNE 2024 HOW TO IMPLEMENT COHORT LEARNING Understanding Cohort Learning.................................................................... 2 Cohort Learning Models.................................................................................... 3 Preparing for Cohort Learning Implementation....................................4 Designing a Cohort Learning Program.......................................................6 Implementation......................................................................................................8 Conclusion................................................................................................................12 References & Additional Reading.................................................................13 Tools & Resources Cohort Course Development Road Map................................................ 14 Selecting Key Performance Indicators Worksheet............................ 16 Need a trainer’s lifeline? Visit td.org/TDatWork. Printed in the United States of America. For help or inquiries about your subscription, please contact Customer Care at 800.628.2783/703.683.8100 (international). TD at Work (ISSN 2373-5570, Electronic ISSN 2373-5589, ISBN 978-1-960231-05-5, Electronic ISBN 978-1-960231-06-2) is published monthly by the Association for Talent Development, 1640 King Street, Alexandria, VA 22314. TD at Work is available for subscription in print or digitally. ATD national members receive a digital subscription to TD at Work, plus archive access, as part of their membership dues. The subscription rate for the Monthly All-Access (12 print and digital issues, plus archive access) is $129 (ATD national members) and $179 (national nonmembers). The monthly digital subscription rate for 12 issues is $109 (nonmembers). Periodicals postage paid at Alexandria, Virginia, and additional entries. POSTMASTER: Send address changes to TD at Work, 1640 King Street, Alexandria, VA 22314. Claims for replacement of subscription issues not received must be made within three months of the issue date. Copyright © June 2024 TD at Work and ATD. All rights reserved. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means—graphic, electronic, or mechanical, including photocopying, recording, taping, or information storage and retrieval systems—without the express written permission of the publisher. For permission requests, please go to copyright.com, or contact Copyright Clearance Center (CCC), 222 Rosewood Drive, Danvers, MA 01923 (telephone: 978.750.8500, fax: 978.646.8600). ATD Press grants permission for the material on pages 14–16 to be reproduced for personal use.  I AUTHOR n my first year of college, one Rich Reitter of my professors assigned a Rich Reitter is manager of the learning group project as the course’s design team at HDR, where he develops cohort-based learning solutions. Reitter has more than 15 years of experience in final assessment. As a bright- L&D, specializing in management and eyed college freshman, the idea leadership development. His programs have won numerous awards, including of collaborating and learning with my ATD’s Excellence in Practice Award for HDR’s Project Manager Training & classmates was an exciting prospect. Development program. I imagined group collaboration to be Editor, TD at Work the perfect synergy of team communi- Patty Gaul cation and effort. We would produce Managing Editor Rachel Pelovitz the best project our professor had ever seen. Senior Graphic Designer Shirley E.M. Raybuck Unfortunately, the reality of group collaboration was quite the opposite. Instead of synergy, I encountered apathy and discord. For my team, group work meant miscommunication, missed deadlines, disagreement, and blame. In the end, I found myself doing most of the work and swearing off group projects forever. COPYRIGHT © ATD How to Implement Cohort Learning | 1  If that sounds familiar, you’re not alone. Many people Definition and Core Principles have had bad experiences learning and collaborating in In its most basic form, cohort learning is a mode of learn- groups. Those negative impressions followed us into the ing in which a group of participants start, navigate, and workplace and influence how we feel about group learning. progress through a course or program together. The Elements of group projects now appear more frequently approach emphasizes interaction, collective projects, and as cohort-based learning in courses and blended learning peer-to-peer support, fostering a robust sense of com- programs. The popularity is not surprising; according to munity among participants. Josh Bersin, some organizations’ cohort learning programs Typical cohort-based learning programs include key regularly achieve a 90 percent completion rate. characteristics such as: Part of the drive toward cohort learning may be the Adherence to a mutual timetable, enhancing account- result of changes in how individuals learn in digital and ability and driving motivation virtual spaces. Many people use social media and websites Collaborative work, creating a learning environment such as YouTube as sources of information and learning. where participants learn from one another As we interact more frequently in social spaces, learning Real-life projects to encourage practical application and collaborating with others in those environments is of acquired skills and knowledge more common and accepted. Another reason could be the Peer and mentor guidance, enabling tailored feedback growth of remote work as well as the business need for and collective problem solving remote employees to connect and interact with others. It Note that cohort learning is not about creating could also be that learners understand that the best learn- an identical group. The practice thrives on diversity, ing happens when we interact, use, and discuss content bringing together individuals from various backgrounds with others, which improves our chances of remembering and skill levels to learn from one another’s experiences it by 69 percent, reveals Learnopoly. and perspectives. Regardless of the reasons, cohort learning—whether The core principles of cohort learning revolve around in person or virtual—is growing in usage, and learning the three Cs: collaboration, community, and continuity. professionals must be prepared to implement it. Unfor- Collaboration encourages learners to work together to tunately, many organizations and L&D departments achieve common goals. Community fosters a supportive aren’t aware of how to effectively apply cohort learn- learning environment where participants feel valued and ing. The good news is that with the right framework, heard. Continuity ensures the cohort moves together, resources, and information, cohort learning can be maintaining the strong bonds and collaborative dynam- highly effective and even enjoyable. ics formed throughout the educational journey. In this issue of TD at Work, you’ll learn how to: Describe the benefits of cohort learning. Benefits Identify the appropriate cohort learning model for Cohort learning fosters a sense of camaraderie among your organization. employees as they navigate the learning journey Prepare your organization for a cohort learning together, not only enhancing team dynamics but also program. boosting productivity and innovation. Individuals are Execute and maintain an effective program. more likely to share ideas and collaborate on problem solving in a supportive environment. Understanding Cohort Learning Moreover, cohort learning caters to employees who value continuous development and peer inter­ Before identifying whether cohort learning is right for action. It provides an avenue for shared experiences your organization (and, if so, which model to pursue), it’s and mutual growth, leading to a more enriched important to understand exactly what it is and its poten- learning experience. tial benefits. Benefits of cohort learning include: 2 | How to Implement Cohort Learning COPYRIGHT © ATD Figure 1. Individual vs. Cohort Learning What are the benefits of cohort learning? Compare the approach to individual learning methods. Individual Cohort Learning Strategy One-to-many model (one directional) Many-to-many model (multidirectional) Completion Strategy Low completion rates (as low as 3 percent) High completion rates (as high as 90 percent) Engagement Low engagement; passive learning High engagement; interactive learning Support Low level of support (passive) High level of support (active) Timing Flexible; self-accountability Not flexible; group accountability Cost Inexpensive Expensive Peer support and collaboration. Cohort learning fos- Customized learning experiences. In cohort-based ters a culture of collaboration, with group members learning, the size of the class is generally smaller. Such offering each other support and feedback. That en­ an environment enables facilitators to gain a deeper courages the development of teamwork and problem- insight into learners’ abilities, areas for improvement, solving skills. and preferences. It also enables facilitators to tailor Diverse perspectives. Cohorts, often comprised of guidance and assistance. members from different backgrounds, provide a wealth of diverse perspectives. Diversity can lead to more innovative Cohort Learning Models solutions and a broader understanding of topics. Enhanced communication skills. Working within a There are several types of cohort learning models, each cohort requires regular communication. The constant ex- with its unique features, application, and benefits. change of ideas and information can signifi­cantly improve Synchronous. All participants learn together in real participants’ communication and interpersonal skills. time, either in person or in a virtual setting. This model Shared learning experiences. Cohort learning enables strongly emphasizes social learning, promoting real- participants to share successes and overcome challenges time discussion, collaboration, and problem solving. together, creating a unique, shared learning experience, The primary benefits are instant feedback and dynamic which leads to deeper understanding and retention of interaction. However, this model requires all participants the material. to be available at the same time, which may pose logis­ Creation of professional networks. Cohort learning tical challenges. naturally facilitates networking. As learners progress Asynchronous. Participants access learning materials together, they form professional connections and relation- at their own pace within a set timeframe, providing flex- ships that often extend beyond the duration of the course ibility for participants across different time zones or with or program. varying schedules. The downside is reduced real-time COPYRIGHT © ATD How to Implement Cohort Learning | 3  interaction, which may affect the immediacy of feedback and reduce social learning opportunities. Hybrid. A hybrid model combines the best aspects of The role of the mentor is both synchronous and asynchronous learning. Learners integral in establishing have the flexibility of accessing materials at their own an environment of trust pace, simultaneously enjoying dedicated time for syn- chronous, real-time interaction. This approach offers a and mutual respect. balanced and flexible learning environment. However, make sure to equally integrate both aspects. Within the above models, there are different ways to Preparing for Cohort structure the cohort. Learning Implementation Peer to peer. Participants learn from one another in a collaborative environment. This approach leverages the In my role, I’ve had the opportunity to lead various teams diverse knowledge and experience of the group, foster- and business groups in implementing cohort learning. ing a rich, multiperspective learning atmosphere. Peer-to- Along the way, I’ve picked up valuable insights and best peer cohort learning promotes social inter­action, critical practices to help you successfully adopt cohort learning in thinking, and problem-solving skills, as participants share your organization. insights, challenge ideas, and collaborate on tasks. The model cultivates a supportive learning network where Assess Organizational Readiness everyone contributes and benefits. However, it requires A customer service team with which I worked was inter- participants to be active and engaged and relies on a well- ested in transitioning an existing training program to a facilitated environment to ensure constructive and bal- cohort-focused one. The manager of the team didn’t know anced interaction. where to start and hadn’t worked with her leaders and Mentor led. In mementor or expert guides a group of team to determine whether the model was feasible. learners through a specific course or subject matter. The role of the mentor is integral in establishing an environ- Build a Case ment of trust and mutual respect. The mentor often has The first step was gaining leadership buy-in by develop- extensive experience in the topic and provides valu- ing a proposal highlighting the benefits of cohort learn- able insights, guidance, and feedback to the learners; ing, including improved knowledge retention, increased the mentor not only delivers content but also facilitates productivity, and a more collaborative culture. Because discussions, encourages critical thinking, and assists the program would be virtual, the customer service team with problem solving. Using a mentor is an approach that included the related cost savings. Leadership was eager to makes learning more engaging and personalized while see positive changes and provided the necessary support maintaining the collective experience of cohort learning. for the endeavor. The potential drawback of this model is that it heavily Next, the customer service team in tandem with L&D depends on the mentor’s expertise and their capability set aside time for planning and execution, allocated a to manage group dynamics. budget for necessary materials and technology, and Of course, a hybrid approach exists that includes both assigned tasks. peer-to-peer and mentor-led activities. The project team worked together to identify a Understanding the cohort learning models and struc- central location for materials, collaboration, and discus- tures enables organizations and learning professionals to sions. In this case, Microsoft Teams and our learning select and implement the most suitable approach, consid- management system provided a locus for learning con- ering their unique circumstances and the specific learning tent as well as a central location for course interactions. needs of their teams. Careful and strategic planning enabled us to optimize 4 | How to Implement Cohort Learning COPYRIGHT © ATD resources without causing undue pressure on the orga- To help the team identify the objectives, they answered nization’s operations. these questions: Finally, we completed a learner analysis to determine How does the cohort learning program provide the whether cohort learning was compatible with learners. specific skills or knowledge we want participants to Questions related to learner preferences (individual or gain? This question helps to define the program’s social), their ability to dedicate time to group work (during learning outcomes. and outside of work hours), and past experi­ences with How will we measure the success of the program? group collaboration and projects. We determined that Setting clear metrics for success ensures that L&D can most learners were open to learning in cohorts. effectively evaluate the initiative. How does the program align with our organization’s Criteria larger goals or strategies? Integrate cohort learning Taking time to assess organizational readiness significantly into the broader organizational context. eased the transition to a cohort learning model. Before Who are our target learners, and how does the pro- implementing cohort learning, evaluate your organization’s gram fulfill their learning needs? Under­standing the readiness along four key criteria. audience will help to customize the program. Leadership buy-in. Cohort learning can be a signif­icant How will the team ensure the program is engag- shift in a company’s educational approach. Leadership ing and promotes interaction among learners? must understand the value of the model and support its Consider how to foster a collaborative, conducive implementation; buy-in from upper management is instru- learning environment. mental in driving the initiative forward and ensuring the What resources (such as time, money, or person- organization adapts to the new learning environment. nel) does the program need to run effectively? The Resource allocation. Program adoption may require resources for cohort learning may differ from other a considerable allocation of resources, especially in the program requirements. initial stages, including dedicated time for planning and Objectives can range from developing new compe­ execution, financial investment for necessary materials tencies among learners, fostering collaboration, or and technology, and human resources such as mentors improving problem-solving skills. Ensure that objectives or facilitators. are specific, measurable, achievable, relevant, and time Infrastructure and technology. Cohort learning often bound (SMART) so they are focused and manageable. requires physical or virtual spaces where cohorts can inter- act, collaborate, and learn. In addition, you’ll need an effec- tive LMS and collaboration tools, which deliver content, Careful and strategic facilitate interactions, and monitor progress. planning enabled us to Learner readiness. Are your learners prepared to take on the type of work and shift in learning that a cohort optimize resources without model requires? Assess whether your organization’s culture causing undue pressure and employees have the right mindset for cohort learning before you start a program. on the organization’s operations. Set Clear Objectives Clarity is key to aligning all participants and stakeholders while also ensuring the program’s overall effectiveness. Develop a Road Map Working with the same customer service team as men- With clear objectives in place, L&D established a frame- tioned above, L&D identified what a cohort-based course work for how to develop the course. A cohort course would accomplish and how it would affect the company. development road map helps the team identify the COPYRIGHT © ATD How to Implement Cohort Learning | 5  audience focus (individual or cohort), what type of activi- and after the course, cohorts should focus on application ties to include to ensure engagement and interaction, and using what they learned in real-world situations, to how to support cohorts (tools and personnel), and how include developing a model, using a tool, or practicing a to evaluate learners’ performance. Similar to a design skill in a job-specific scenario. document or course outline, a road map guides course development and ensures you have clear objectives and Incorporate Assessments appropriate planning. Include regular assessments to measure participants’ Provide guidance and establish accountability for understanding and application of skills. That may include instructional designers, facilitators, and learners, thereby assessments focused on group interactions such as a enhancing the overall learning experience. survey that measures group collaboration, reflective group discussions, a recorded video response of another cohort Designing a Cohort member’s presentation, or group projects. Learning Program Group Size, Duration, and Frequency After building a solid foundation for the program by con- Consider each program when choosing size, duration, firming organizational readiness, finalizing course objec- and frequency, depending on the course description, audi- tives, and developing a course road map, the customer ence, type of content, and timing. service team began to design its cohort learning program. Based on its previous work, the customer service The team used a traditional instructional design approach team determined that its cohort course would be limited to build the course with a few critical additions. to 25 participants and cover a six-month period; partici- pants would need to attend a virtual instructor-led ses- Curriculum Design and Development sion each month with multiple touchpoints throughout. A carefully crafted curriculum results in meaningful inter- actions and engaged learners. Choose specific activities and formats to ensure the cohort has the information and Think about how to proper tools to advance. engage participants Design Learning Content throughout the course. Use your Cohort Course Development Road Map (see Tools & Resources) to expand on the activities, interac- tions, and touchpoints you identified. Create a course Consider the following factors for your own programs. design document or outline that supports group inter- Size. Studies have found that a cohort size of around actions and cohort learning. Include as much detail as 15 to 25 participants is optimal for fostering a diverse possible and be sure to link the course objectives to the and dynamic learning environment. That number is large topics and activities before developing materials. enough to promote rich discussions and diverse perspec- tives but small enough to ensure each participant feels the Sequence the Learning instructor sees and hears them. In addition to organizing the content in a logical and Duration. The length of the course or program largely progressive order, think about how to engage partici- depends on the complexity of the subject matter. However, pants throughout the course. For example, if you have a span of six months to one year is generally effective for a two-module course, account for work the cohort most professional development programs. That duration will complete before, in between, and after the course. allows for an in-depth exploration of topics while provid- Consider various formats such as presentations, videos, ing sufficient time for participants to apply what they’ve readings, and interactive activities. Between each module learned in real-world contexts. 6 | How to Implement Cohort Learning COPYRIGHT © ATD  Frequency. Regular, consistent engagement is key to learners can refine their understanding by teaching con- sustaining momentum and ensuring effective learning. cepts to others. Weekly interactive sessions, bolstered by assignments and Diversity. Make an effort to create diverse groups, projects, tend to yield the best results. However, adjust the whether in terms of age, professional background, or cul- frequency based on participants’ availability and the inten- tural diversity. Such diversity can lead to more compre- sity of the course content. hensive discussions and a broader perspective on various topics. Group Formation Strategies Another design consideration is how to group cohorts in Design Effective Engagement Activities a way that facilitates interaction and learning. The success For the customer service team, interaction and engagement of a cohort learning program hinges heavily on the cur- were key requirements. The team was dispersed globally, riculum’s effectiveness and the group’s synergy. included a variety of experience levels, and incorporated In some cases, be intentional and strategic about a mix of multicultural and multigenerational learners. forming the groups to trigger better learning. For Without strong engagement and interaction, stakehold- example, include both experienced and inexperienced ers worried the course would not be successful. To sustain participants so that there is a good mix of experience engagement from the beginning to the end of the course, levels. When participants have similar characteristics the team identified design principles proven to produce and the mix of participants won’t have an impact on engaging, relevant, and effective learning experiences based the program’s effectiveness, then a random selection on recommendations from Marisa Plowman’s article in approach may be beneficial to reduce bias and ensure Harvard Business Publishing, “Five Ways to Engage Learners diverse perspectives. Throughout a Large Cohort Program” (see Figure 2). Grouping strategies can vary. L&D incorporated a mix of individual and group tasks to Learning preferences. Some learners thrive in group cater to diverse learning preferences. Individual activities settings while others prefer to work individually. Include enable learners to process new information at their own a good balance of both types of learners. Grouping par- pace, while group tasks foster collaborative learning and ticipants with diverse learning preferences encourages problem solving. peer learning and promotes a richer learning experience. Align activities with real-world scenarios, enabling Experience levels. This enables novice learners to learners to apply theoretical knowledge to practical learn from more experienced peers, while experienced situations, which enhances the material’s relevance and Figure 2. Activities Based on Design Principles Design Principle Activity Description Learning in context Interviews Learners conduct interviews with senior customer service agents and share key take- aways with peers, teams, and managers. That enables them to contextualize learning within their own work. Learning by doing Live role play and Learners practice skills in a live role-play scenario and reflect on their performance in and reflecting reflection journal online journals for which facilitators and other cohort members can review and provide feedback. Learning with others Peer coaching Learners work in pairs and provide peer coaching tasks, including keeping each per- son accountable for goals, providing feedback, and sharing ideas. Learning by teaching Teach-back Cohorts split into groups to consider a power-skills topic, such as active listening, activity then prepare and record a presentation. Other cohort members review the presen- tation and provide feedback. COPYRIGHT © ATD How to Implement Cohort Learning | 7  applicability. Additionally, consider integrating technol- provides you with the information you need to plan and ogy into the activity design. Digital tools facilitate more effectively support the program. interactive and engaging learning experiences, ranging To secure participant recruitment and selection, from online quizzes to collaborative projects on digital work with department leads to: platforms. Finally, incorporate periodic feedback through- Develop criteria for participant selection based on out your activities. Timely feedback encourages continu- relevant skills, experience, and goals. ous improvement and helps learners track their progress Promote the program internally and externally to (for additional activity ideas, see “Cohort Learning attract qualified participants. Interactions” sidebar). Implement a fair and transparent selection process. To properly plan for facilitation and instruction, work Select Cohort Facilitators and Support Team with department leads and the producer to: The final step in preparing for your cohort learning pro- Identify qualified facilitators or instructors with gram is identifying the facilitators and any support staff expertise in the program’s subject matter. needed to effectively run the program. Support team size Train facilitators on how to lead cohort-based depends on the program’s complexity and breadth. Some activities and apply engagement techniques. roles and responsibilities are part of a standard course Provide support and guidance to facilitators to ensure development process, such as an instructional designer a consistent and effective learning experience. for planning and design or an administrator for LMS sup- To ensure lasting communication and engagement, port. Not all roles, however, are intuitive. work with the learning coordinator and facilitator to: Regardless of team size, know the responsibilities Establish communication channels for participants for each person before choosing people to support the and facilitators. program. Even if you are a team of one, understanding Set clear expectations on course participation the roles and responsibilities unique to cohort learning requirements; monitor them for compliance. Foster a sense of community within the cohort through regular updates, discussions, and forums; encourage participant interaction and collaboration. Cohort Learning Interactions To facilitate support and mentoring, work with Use these cohort learning interactions to engage department leads, mentors, and the facilitator to: program participants. Offer mentorship or coaching support to participants. Interactive webinars Provide additional resources or assistance for partici- Project-based learning pants who face challenges. Online quizzes and games Resolve issues or conflicts that may arise (such as Peer learning and review sessions among cohorts, with technology, or in the process). Discussion forums Learning and reflection journals Case study analysis Implementation Role plays Study groups or engagement pods Now you’re ready to see the fruition of your work: the Guest lectures cohort learning program in action. As you undertake Videoconferencing implementation, there will likely be challenges. Identify Social media interactions how to address any issues. Group presentations Role rotation Pilot the Program Mind mapping and visual thinking The customer service team started the launch pro- cess by piloting the course with a smaller, controlled 8 | How to Implement Cohort Learning COPYRIGHT © ATD group to iron out any wrinkles in the curriculum and delivery methods. During the testing phase, the team gathered feedback and refined the content and To foster more engagement cohort dynamics. and connection, the team After completing the pilot and making revisions, the incorporated additional, team scheduled virtual training and coaching sessions, taking participants’ and facilitators’ availability into unplanned interactive account as well as important dates and events that could elements. affect participation. The team scheduled sessions well in advance and communicated clearly to prevent con- flicts. The team used an LMS and a cohort page in their Technology barriers. Though rare, some technical messaging software as platforms for task coordination, issues disrupted the learning experience. To ensure no a resource hub, and course communications and to pro- ongoing issues, the team installed reliable technology vide real-time updates and support. support and backup plans for technical outages. A producer provided virtual training sessions to address Address Common Obstacles technical problems. The customer service team felt good about the course Content relevance. While the course was in progress, launch and focused its energy on ensuring the course IT made an update to a training tool used in and practice progressed smoothly. Within a few weeks, the team exercises, causing confusion. To prevent further distur- noticed some issues. Cohort learning, while effective, can bances, the team scheduled regular review and update face several common obstacles that may hinder the pro- sessions during the course to monitor feedback and make gram’s success. any updates or revisions. The team communicated any The team used a variety of strategies to overcome the changes via the established messaging board. top issues the cohort groups faced. Interpersonal dynamics. In a couple cohort groups, Diverse skill levels. The team noticed that some par- personality clashes and disagreements occurred, which ticipants’ varying degrees of experience or skill affected hampered the collective learning process. To manage that, the group’s cohesion. Therefore, the team created sub- the team reshared the course expectations for behavior groups that could work together at a similar skill level, with the participants, facilitated team-building activities, ensuring everyone felt engaged and could make progress. and developed a conflict resolution plan for any future Scheduling conflicts. With members often juggling situations. The team also gave cohorts an opportunity for personal and professional responsibilities, finding a peer feedback and reflection through surveys and group common time for all participants was challenging. To discussions, which helped participants navigate differ- mitigate that problem, the team used flexible learning ences and develop deeper interpersonal connections. options, recorded sessions for later review, and estab- lished a clear schedule from the outset. Build a Cohort Learning Culture Lack of engagement. Participants noted that virtual One of the most difficult elements of a cohort-based environments sometimes made them feel disconnected or learning program is building a cohort culture within less involved. To foster more engagement and connection, your company due to the inherent diversity of learn- the team incorporated additional, unplanned interactive ing preferences, experiences, and perspectives that elements such as posting a question or reflection prompt individuals bring to the team. Participants often come in the discussion board or adding a surprise element to from different roles, functions, and potentially cultural the existing group project. The key is to ensure that the backgrounds, which can lead to segmentation rather members interact with each other, the content, and the than unity. In addition, organizational barriers such as facilitator or support staff with regularity. budget limits, time and resource constraints, technical COPYRIGHT © ATD How to Implement Cohort Learning | 9  Case Study: Engaging the Unengaged In a virtual marketing training course, facilitators observed a significant drop in participant interaction and assignment completion by week three. The training team traced the issue back to a lack of connection among participants, who reported feeling disengaged from the virtual format. Solution To address the challenge, course facilitators introduced engagement pods consisting of small, diverse groups designed to foster deeper connections and accountability. Each pod met weekly via videoconference to dis- cuss materials and collaborate on assignments. Facilitators also began each session with an interactive poll related to the day’s topic to spark immediate engagement. Results Active participation increased by 40 percent, and assignment completion rates soared to 98 percent by the end of the program. The engagement pods proved to be so effective that L&D has instituted them as a stan- dard feature in all subsequent virtual cohorts. limitations, and lack of leadership support can hinder objectives with the company’s broader goals, the team building a cohort learning culture. more easily gained leadership support for the program. The customer service team quickly realized that, to achieve success, it would need to change internal Provide Onboarding behaviors and attitudes regarding cohort learning. Here The team implemented an onboarding session before the are some tips to foster a culture of cohort and collab- course. A well-structured orientation serves as an invalu- orative learning. able platform where members encounter not only the course outline and objectives but also each other, foster- Gain Leadership Support ing a sense of community from the beginning. During To gain leadership buy-in, the team developed a compel- onboarding, facilitators can express the importance of ling case by showcasing how collaborative learning can mutual support and the benefits of shared knowledge, address key business challenges and advance strategic thereby laying the groundwork for what will evolve into priorities. It engaged leaders as stakeholders and cham- a vibrant, collaborative learning ecosystem. pions by identifying specific ways that cohort learning Onboarding sessions are now standard for all cohort can enhance employee capabilities, drive innovation, learning courses in the company. By investing time in such and increase retention rates. sessions, organizations underscore the value they place on In the detailed proposal, the team included success collective growth and ensure that all participants start on metrics, scalability plans, and integration with existing an equal footing, with a clear understanding of the expec- corporate structures that would resonate with leader­ tations and the various channels through which they can ship, demonstrating a thoughtful and results-oriented contribute to and benefit from the community. approach to incorporating cohort learning within the organization. Promote Diversity and Inclusion In addition, the team created a dialogue by actively By bringing together a mosaic of perspectives, experi- soliciting leaders’ insights and inviting them to shape ences, and skills, the cohort becomes more representa- the learning journey. By first working with leadership tive of the broader world, equipped to tackle complex to establish a clear vision that aligned cohort learning problems with more creative and innovative solutions. 10 | How to Implement Cohort Learning COPYRIGHT © ATD In such a setting, participants learn to respect and draw on business results, such as increased productivity and upon each other’s unique contributions, which cultivates improved customer satisfaction, which provided insights a culture of openness and acceptance. into the program’s tangible benefits. A diverse environment enhances learning outcomes By tracking KPIs over time, an organization gains and mirrors the organization’s commitment to such prin- actionable data to refine the cohort learning experience, ciples in the workplace. Ultimately, the diverse makeup justify investments in training, and articulate value to of a cohort and the inclusive practices it supports enrich stakeholders (see “Selecting Key Performance Indicators the learning experience for the participants and prepares Worksheet” in Tools & Resources). them to function more effectively in diverse teams and in a diverse world. Plan a Data Collection Schedule Integrating data collection points into the participants’ Celebrate Wins journey ensures a systematic approach that can foster a Within the cohort and the organization, the team recog- culture of continuous improvement and accountability. nized and celebrated the program’s collective achieve- To plan and schedule program data collection, the ments. Celebrations served as powerful milestones customer service team created a well-defined timeline marking the group’s collective progress and success. that aligned with key milestones and learning sessions. When companies acknowledge accomplishments, no The team established specific intervals at which to gather matter the scale, it validates the participants’ invested various data points such as pre-program baselines, real- efforts and reinforces the collaborative spirit of the time feedback during learning sessions, and postprogram cohort model. evaluations. The plan spelled out mechanisms for data Additionally, commemorating achievements fosters capture, such as surveys, quizzes, performance reviews, a sense of belonging and shared purpose, which, in turn, and digital analytics tools. boosts motivation and propels the cohort to strive for fur- The team’s schedule included immediate postsession ther success. Each participant knows their individual con- assessments to capture reactions and long-term follow- tributions and how they have a meaningful impact on the up surveys to evaluate knowledge retention and applica- group’s overarching goals. tion over time. Measurement and Evaluation Although teams should develop a measurement strategy To successfully implement in the design phase, program measurement can occur cohort learning, plan and before, during, and after implementation. As the customer service team planned its measure- manage group dynamics. ment and evaluation strategy, it used the following model to build a measurement plan. Collect and Analyze Data Establish Key Performance Indicators The team used diverse assessment tools—including quali- When defining key performance indicators, the team tative and quantitative methods to provide a holistic considered metrics that show learner engagement, knowl- evaluation of learner outcomes. It also ensured anonym- edge retention, practical application of skills, and overall ity and confidentiality to increase response rates and program satisfaction. The team’s KPIs included completion honesty of feedback. In addition, the team established rates, in- and postprogram assessments, learner feedback consistent metrics across cohorts to enable comparative scores, the frequency and quality of participative contri- analysis over time. butions, and job performance improvements. In addition, To analyze the data, the team segmented the data to the team analyzed the impact of cohort learning identify patterns related to demographics, job roles, and COPYRIGHT © ATD How to Implement Cohort Learning | 11  learning objectives to gain deeper insights. The cus- learning can foster positive collaboration, personal tomer service team also leveraged analytics tools, such as accountability, and shared success that address—and predictive modeling and sentiment analysis, to uncover quell—past apprehensions. subtle trends and evaluate the efficacy of instructional To successfully implement cohort learning, plan and strategies. Once the team completed its analysis, L&D manage group dynamics; monitor and adjust to ensure openly discussed results with stakeholders to create trust all participants are benefiting from the experience. By and drive collective action toward enhancing the program. mastering the approach, learning professionals can create more effective and engaging learning experiences Make Continuous Improvements for their teams, ultimately contributing to the organiza- Because the course was the organization’s first cohort tion’s success. learning program, the team needed to demonstrate its use of measurement data to improve the program. Based on the team’s analysis and findings, L&D immediately began revisions by setting clear and achievable goals for the next iteration of the program. The team also incor- porated an agile methodology to make quick adjustments and refinements based on real-time data insights. Feedback loops remained short and actionable to rapidly implement changes without disrupting the learning process. Further, the team was transparent in reporting improvements and outcomes to all stakehold- ers, demonstrating accountability while reinforcing the collaborative spirit inherent in the cohort model. Conclusion In the past, collaborative learning—often experienced through group projects in school—left many people with a negative opinion. Dealing with teammates that do zero work, trying to coordinate schedules that never align, and constantly worrying that your grade is at the mercy of someone else is enough to make you swear off collab- orative learning for life. Well-executed cohort learning, however, is completely different. With a solid framework in place and some smart planning, you will avoid all those group project pitfalls people know and hate. As cohort learning becomes more widely accepted and requested by clients, understanding and effectively implementing it will be essential for learning profession- als. In addition to facilitating knowledge transfer, it aids in building a strong corporate culture of collaboration and continuous learning. Through careful design, imple- mentation of the best practices provided in this guide, and the integration of continuous improvement, cohort 12 | How to Implement Cohort Learning COPYRIGHT © ATD References & Additional Reading Books Hofmann, J. 2018. Blended Learning (What Works in Talent Development). Alexandria, VA: ATD Press. Saltiel, I., and C. Russo. 2001. Cohort Programming and Learning: Improving Educational Experiences for Adult Learners. Malabar, FL: Krieger Publishing. Online Resources Bersin, J. 2019. “The Power of Collaborative Learning: More Important Than Ever.” Josh Bersin, May 20. joshbersin.com/2019/05/the-power-of-collaborative -learning-more-important-than-ever. Hurley, L. 2024. “Cohort Based Learning Statistics.” Learnopoly, January. learnopoly.com/cohort-based -learning-statistics. Kondrat, S. 2023. “Cohort-Based Learning Management: 5 Challenges & 6 Best Practices.” EducateMe, September 22. educate-me.co/blog/cohort-based -learning-management. Mason, M. 2022. “How Cohort-Based Courses Can Improve the Completion Rates and Impact of Your Learning Program.” Leverage Your Expertise, February 9. linkedin.com/pulse/how-cohort-based-courses -can-improve-completion-rates-matthew-mason. Plowman, M. 2016. “Five Ways to Engage Learners Throughout a Large Cohort Program.” Harvard Business Publishing: Leading the Way, August 30. harvardbusiness.org/five-ways-to-engage-learners -throughout-a-large-cohort-program. Schiano di Pepe, F. 2022. “How to Scale Cohort-Based Learning: An In-Depth Overview of Its Current Challenges (With Solutions).” eLearning Industry, November 21. elearningindustry.com/how-to-scale -cohort-based-learning-in-depth-overview-of -current-challenges-with-solutions. COPYRIGHT © ATD How to Implement Cohort Learning | 13  Tools & Resources Cohort Course Development Road Map With so many different elements and requirements affecting the success of cohort learning, it’s critical to create a road map that identifies the type of interactions and activities you’ll use, the tools and support you’ll need, and how you’ll mea- sure learning. Complete each of the sections below for your course, providing as much detail as possible. Audience Activity Pre-Course ❑ Group ❑ Individual ❑ Group ❑ Individual Audience Activity Module 1 ❑ Group ❑ Individual Training and Learning ❑ Group ❑ Individual Audience Activity Inter- ❑ Group ❑ Individual Module ❑ Group ❑ Individual Audience Activity Module 2 ❑ Group ❑ Individual ❑ Group ❑ Individual 14 | How to Implement Cohort Learning ATD Press grants permission for the material on this page to be reproduced for personal use. Tools & Resources Cohort Course Development Road Map (Cont.) Type Description Pre-Course ❑ Tools ❑ Support ❑ Tools ❑ Support Type Description Module 1 ❑ Tools ❑ Support Tools and Support ❑ Tools ❑ Support Type Description Inter- ❑ Tools ❑ Support Module ❑ Tools ❑ Support Type Description Module 2 ❑ Tools ❑ Support ❑ Tools ❑ Support Type Description Pre-Course ❑ Survey ❑ Assessment ❑ Other Type Description Module 1 ❑ Survey ❑ Assessment Measurement ❑ Other Type Description Inter- Module ❑ Survey ❑ Assessment ❑ Other Type Description Module 2 ❑ Survey ❑ Assessment ❑ Other ATD Press grants permission for the material on this page to be reproduced for personal use. How to Implement Cohort Learning | 15  Tools & Resources Selecting Key Performance Indicators Worksheet Key performance indicators track progress on specific learning, development, and business measures for your learning program. Answer the questions below to identify the KPIs that matter to your organization, stakeholders, and learners. What are the specific program or How will L&D evaluate learning What are the managerial or leader- course outcomes? transfer? ship goals? How will L&D assess learning What metrics reflect return on How will the team monitor knowl- outcomes? investment? edge retention? What behavioral changes does the How will the team measure skill What are the parameters for suc- team expect? application and knowledge? cessful completion? What are the performance What employee development How will L&D assess continuous improvement goals? metrics are relevant? improvement? Based on your answers, what KPIs would help you measure the success of your program? 16 | How to Implement Cohort Learning ATD Press grants permission for the material on this page to be reproduced for personal use.  252406.62410 TEXT PRINTED td.org/publications ON 30% PCW 252406 $19.95