Training Design, Development and Contextualization
With our team of experienced in-country and native culture instructional designers, developers, and consultants--LCW is able to assist with your most creative, unique, and challenging learning and development projects.
Contextualization of a training’s design and content is a more holistic and effective approach to creating a culturally localized training that will resonate with audiences. LCW works with you to modify the actual content, the design specs, and the overall style to better reflect local training norms, local trainee expectations, and global training best-practices.
LCW has worked with many clients to adapt program content regarding global diversity and workplace inclusion to better fit and connect with audiences in different parts of the world. Whether you are creating a 3-hour e-learning or a 5-day classroom workshop, we can help from the initial project planning to the pilot, and beyond. For example...
- LCW contextualized an anti-corruption training for audiences of sales people in Beijing and other locations across Asia--taking into account how the training needed to be reframed to take into account their own local reference points regarding laws such as "Foreign Corrupt Practices Act".
- For one client, LCW produced different contextualized versions of the same 4-hour training for specific audiences in Australia, Brazil, Canada, China, Singapore, France, Germany, India, Israel, Italy, Mexico, the Netherlands, Poland, Russia, S. Africa, Sweden and Turkey.
- For a different global client LCW completed a European regional adaptation as well as a South Africa adaptation for a leader-targeted workshop entitled "Building Intercultural Competence." For South Africa the contextualization had to take into account the very unique and difficult history, while incorporating a variety of very different and strong cultures that coexist. In Europe the context was that it is generally unlawful or not a practice to collect personal demographic data regarding ethnicity, national origin, and other social/cultural information (implemented to minimize discrimination, persecution, or stigmatization, as seen through the European historical lens). This made it a bit more challenging to lay out the business case for diversity and inclusion in Europe using hard numbers (as was being done in the USA and Canada, for example).
LCW is also highly skilled in adapting for different gender/age/ethnic cultures, as well as organizational cultures (such as salary vs. wage, manager vs. individual contributor, or sales vs. product development for example). For example, wage (hourly, warehouse, plant/factory-based) employees and salaried (professional, administrative, office-based) employees perform their roles within different contexts and thus require different program designs to achieve similar learning objectives. We have noticed that adaptations should be made to account for differences in:
- access to time (e.g., hourly employees may not have as much flexibility as salaried employees therefore requiring perhaps shorter sessions or more iterations of them; also, it may be more challenging to get groups of hourly employees together for long periods of time without disrupting operations)
- access to technology (e.g., hourly employees tend to have less access to computers during the workday, therefore limiting their ability to use web-based tools or even email communications)
- language (e.g., hourly employees may differ in the local language fluency)
- examples and on-the-job applications of knowledge and skills (e.g., though both hourly and salaried employees learn the same core knowledge and skills, their on-the-job application scenarios are different and thus require variations in course content).