似乎一夜之间的学习和发展变化（L＆D）模型由于19号大流行使许多组织进入了创新池的深处。许多人能够枢转和保持培训计划的活力，但许多人仍在挣扎。
随着Covid-19继续蜡和衰落，现在会发生什么？L＆D应该回到教室吗？还是该行业被伪装成危机的礼物？在混乱中被掩盖是重新评估传统系统的机会。从业者可以停下来。审查。研究。重新考虑。创新。
在华盛顿州皮尔斯县（Pierce County） - 一个约3500名员工的组织 - 我们的培训部利用这份礼物来重新设计整个组织的L＆D策略，交付，内容创建和创作工具。COVID-19要求组织发展和培训（ODT）部门才能独自面对面，讲师主导的培训(ILT) model to all virtual, with both异步和synchronous成分。
While the work was done expeditiously, there was the unexpected opportunity to review our current curriculum, research best methods and modality and innovate with a growth mindset. Courses evolved to combine components of independent learning (pre-work) andvirtual instructor-led training(VILT). Working together, these components allowed space for neurodiversity and all learning styles. Independent learning allowed time for learners to self-reflect, take notes and absorb information in new ways. The VILT synchronous portions allowed for an even deeper dive into the course material as employees entered the virtual room with a foundational knowledge base.
While chaos and pressures swirled around the division, our decision to pause and reflect had significant positive outcomes. Our internal research found that employees had a 53% improvement in knowledge, skills and abilities. They also demonstrated a 96% retention rate of information within 14 days of the course.
Our ODT division also began using new modalities and authoring tools to enhance the learner experience. Asynchronous learning moved from initial fillable PDFs to Articulate 360 software and LinkedIn Learning courses. Both programs integrated with the organization’s existinglearning management system（LMS），工作日，创建一个无缝的过程。Articulate 360提供了一种新的交互式方式，使学习者能够插入媒体，“块”信息并检查知识活动，例如测验，匹配活动或决策情况。LinkedIn学习增强基础学习将在vilt会议前进行审查。
同步学习表明，46％的皮尔斯县员工的纳入率，自我反省，更深入的理解和对材料的实际应用。最大的因素是使用突破室。在突破室会议期间，与会者反复报道了更高的纳入和参与度。这种内容交付和小组锻炼的方法包含了神经多样性，并为完全参与的空间提供了空间。Zoom还为需要资源的人提供了封闭的字幕选项，这是大多数传统教室中未使用的工具。
However, the greatest gift the organization received is equity. Virtual learning removed many barriers to training attendance. Most notable was the accessibility of training. Without the barriers of drive time, time off-site in a central classroom and a full day synchronous training, more employees were able to participate in trainings.
异步培训允许在工作流程中进行及时学习，从而增加实际应用。缩短了同步训练以应对变焦疲劳，并花时间学习更可行。员工可以灵活地通过计算机，笔记本电脑，平板电脑和智能手机参加课程。我们的研究表明，课程出勤率增加了28％，培训满意度增加了33％。
组织在远程学习中的角色在哪里？opebet平台x组织继续根据COVID-19的案例率和峰值开放和关闭。L＆D在未来仍然模棱两可的情况下做出了战略决策。在L＆D历史上，这一点尚无确定。也许这是该行业所需要的大停顿的礼物。正如小说家玛格丽特·德拉伯（Margaret Drabble）曾经说过的那样：“当没有任何肯定，一切皆有可能。”
Now is the best time to innovate, be creative and practice a growth mindset. Is your organization’s strategy working? Why or why not? Keep what works and toss what no longer serves. There is no playbook. Each company’s needs are unique. Pierce County intends to stay in a virtual environment through 2022 with beta tests of small classes in person. It may work. It may not. The gift of uncertainty has led to some of the best L&D innovation that the organization has seen in years.
Moving forward, practitioners can embrace the chaos and challenge traditional L&D strategies. John F. Kennedy once said: “There is nothing more certain and unchanging than uncertainty and change.”
Change is inevitable and will remain, so a growth mindset and creativity are the important tools. The COVID-19 changes might be just what the industry needed — a gift of time and innovation.
