Over the past decade, remote work has become the norm in many organizations, and virtual learning has become a welcome extension of that.
As the pandemic forced employees away from the workplace, learning and development professionals engaged in a massive retooling of traditionally delivered workshops to virtual formats. They learned to master new skills and make the most of learning experiences designed to be enjoyed solo and in isolation. This elegant pivot elevated virtual learning to or above the status of live, in-person training, which is experiencing a comeback as more employees find themselves returning to the workplace.
Just when we thought we could settle into the comfort of these two delivery configurations, another has emerged: the hybrid workshop. My firm recently designed a live, in-person workshop for a corporate client. We conducted a robust train-the-trainer workshop to ensure consistent and high-quality results. The facilitators practiced and were ready for everything, except the last-minute addition of two learners who had decided to join remotely via Microsoft Teams.
What could go wrong? Plenty! We don’t need to tell you that a hybrid configuration is challenging—even for a skillful trainer. The combination of some people enjoying the experience together in person and others participating remotely adds exponential complexity to learning and the instructional design. Remote participants may then:
- Feel left out and disconnected from the in-room group and facilitator.
- Sense a “them and us” dynamic.
- Participate less and multitask more.
That’s why learning and development professionals are yet again pivoting to be able to engage and connect with participants no matter where they are. Here are some simple shifts to consider before and during to tackle these challenges and bridge the distance hybrid workshops can create.
Before
When you know in advance that yours will be a hybrid group, consider these strategies to better prepare for success:- If remote participants are located close enough physically, strongly recommend they experience the workshop together in one shared space. This will naturally boost participation and social learning opportunities crucial to on-the-job application.
- When hard copy materials will be provided for in-room participants, ship materials in advance to remote learners or provide digital versions with clear instructions to have them readily available.
- Connect with remote participants in advance to address questions or concerns. Reinforce the value of their participation. Set the expectation that you will check in with them periodically during the workshop by name, offering a “pass” if they have nothing to add.
- Encourage active participation by inviting participants to identify a sound they’ll use when they want to speak but find it hard to break in. Humor can make this fun: Think animal noises, buzzers, or kazoos. Consider sending a noisemaker with other materials.
- Decide whether you want remote participants to use the chat feature within the videoconferencing platform. If you have a co-facilitator, chat can be monitored and summarized, offering another stream of communication. However, if you are solo, it can be very distracting.
- Set up headshots (labeled with names) of remote participants in the room, large enough to easily see. Give each of the participant images a “seat at the table.” Create a participant list that you can keep close by to track patterns of who is participating and how often.
During
Some small adjustments during the workshop can help even the playing field and participation.- Welcome remote participants and introduce them to the group when they join to enhance their connection with the in-room group.
- Encourage in-the-room participants to find ways to include remote participants in discussions and activities. Consider creating a learning partner network, pairing remote and in-the room participants for pre- and post-coaching and follow-up.
- Make it a point to acknowledge remote participants by name when they actively engage. This will help them feel like an integral part of the group and encourage them to participate actively.
- Combine remote participants into one group for the purposes of interactive exercises. This will ensure that they have ample opportunity to interact with each other and participate in the activities. Breakout room functionality or a simple conference call may be sufficient to allow for the collaboration associated with the learning activity.
The structure of hybrid workshops creates a natural division among participants based upon physical location. Learning and development professionals who want to reduce the remote/in-the-room divide can use these concrete strategies to realize the benefits of unified groups learning and growing together—everywhere.
