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Emily A. Moore, MEd, is an instructional designer, author, educator, and speaker with experience in higher education, K–12, and industry. Her background includes graphics design and animation as well as C++ and Java programing. Currently, she balances her work as an instructional designer at ADP, with the pursuit of a certificate in natural science illustration.

Emily Moore

October 2021 - TD Magazine

Enhance the user experience so learners aren’t laboring to find and use instructional materials.

Make It Easier for Online Learners

Strengthen Your Leadership by Accepting More Bids to Connect

Emily Blanchard has been an instructional designer for more than nine years with Kollmorgen, a global manufacturing company. She is completing her master’s degree in adult education and training from Saint Joseph’s College of Maine.

Emily Blanchard

Emily Armond is an instructional designer, musician, and former Montessori educator based in North Carolina. She leverages the power of storytelling in scenario-based learning designs, and she is committed to making learning accessible and inclusive for all. Learn more at http://www.emilyarmond-id.com.

Emily Armond 

I once had a nurse manager come to me and ask, “How do I tell a master’s-prepared registered nurse that sleeping at their workstation is unprofessional? In many of my previous management jobs, finding an employee sleeping at their workstation was a fireable offense. In this environment, the employee appears to see no difference between sleeping in a designated break room and sleeping at their workstation.”While it may not always be an employee sleeping on the job, managers in all sectors need to address a variety of unacceptable behaviors. But how can you do so without causing drama?When I ask people what feeling comes to mind when I use the phrases “talk about a problem” or “address an issue,” the most common response is “Ugh!” – which isn’t really an emotion, but you probably get the idea. So, first tip: recognize this as a simple gap between what you were expecting and what you are observing. Your job as their manager is to describe the gap and partner with the person to close it. Here are three suggestions for how to do that:Master Your StoryYou will be far more effective at holding this conversation if you can suspend judgement. For example, even if you believe everyone should know that sleeping at the workstation is unprofessional, hold open the possibility that maybe this person was trained or taught differently. Or maybe, just maybe, they slept at their workstation all through school and no one ever got up the courage to give them feedback about it. After all, it is easy to mistake silence for approval.Catch It EarlyThe time to talk about the bad behavior is the first or second time it happens. Imagine how easy it would be, the first time a new employee falls asleep at their workstation, to gently shake them awake and kindly say, “We want all our nurses to sleep in the breakroom, not their station. Let me show you where it is.” When you catch it early, you are kindly onboarding a new employee and making sure they know what they need to be successful.When you let the poor behavior go on for a while without addressing it, two things happen. First, your own irritation likely builds, fueling your negative story. Second, you make the issue bigger. Now it is not just once or twice that this has happened but months’ worth of bad behavior. When you make the issue bigger through delay, you are more likely to create embarrassment and subsequent defensiveness in the other person.Have and Share a Good IntentIf you use the first two tips, it will be much easier to use the third one. Before any gap conversation, stop and ask yourself: what do I really want for this person? For them, not from them. Asking and answering this question will require you to flip your perspective 180 degrees. After all, we step up to gap conversations because the gap is causing a pain or problem for us. We are acutely aware of how their behavior is affecting us. The question you must ask is: How is it affecting them?What do you want for them and how will sharing this help? It can be as simple as, “I want you to be successful here and that is why I want to talk to you about this.”When you care about someone, and they know you care about them, gap conversations become about improvement, not reproof.

3 Tips for Addressing Unacceptable Behavior in the Workplace

Learning doesn’t end when we finish school or an e-course. It is widely accepted that learning must be ongoing to keep our skills up-to-date in the modern economy. With the half-life of skills at five years, everyone needs to constantly upskill to keep up with the pace of technology; they need continuous learning.
To support lifelong learning initiatives, there are several sciences you can incorporate into your programs to help ensure success. And while many organizations are aware of the learning sciences needed to propel their programs forward, they are unsure how to turn these great ideas into products that make professional learning better and into profitable products.
Join BenchPrep’s Senior Director of Customer Operations Emily Leary for this webcast where she will share three learning science lessons you can use to make lifelong learning part of your business strategy and help learners improve their professional skills.
During this webcast, you will learn how:
 

continuous learning combats the forgetting curve and why that’s important for learner success
focusing on different learning sciences can benefit your learning strategy
to combine learning science with current market opportunities to make your learning business more profitable.  


3 Learning Science Lessons for an Impactful Learning Program

The coronavirus (specifically, COVID-19) is causing many businesses to rethink how they train and forcing L&D professionals to rapidly move to more virtual and online solutions. How are businesses facing these challenges?
We can learn potential solutions for delivering training around the globe from new technologies like AI-enabled learning platforms such as UMU. Many of its customers have been dealing with COVID-19 for the past few months. It’s been tough but they’re getting through this—and you will too. These are a few of their stories and solutions.
We hope you’ll walk away with ideas for:
- Effectively moving in-person learning online
- Virtually scaling roleplay and practice opportunities
- Empowering workforce development remotely.
Stay online post-webcast for a product demonstration from UMU. 
 

Training in the Time of COVID-19: Tips and Lessons Learned

Emil Minev is a senior L&D consultant and program manager at Paysafe. He is an L&D expert with more than 15 years of experience in global organizations. He joined Paysafe in 2015, where he leads the training agenda for more than 3,000 employees worldwide. In his role, Minev is responsible for designing, developing, and delivering award-winning, leadership and management development programs, as well as supporting key business initiatives, by managing selected development programs across the organisation. Prior to Paysafe, Minev gained extensive experience delivering learning solutions in Europe, the Middle East, and Asia, as well as managing people development, performance management, and employee engagement programs in multinational organizations such as HP and Coca-Cola.

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