Applying Learning & Content Design Principles to HR & Governance Policies

[In this post I start to look at how human cantered learning, ‘backward design’ and content design approaches can help to address “policy bloat”.]

As professional HR and governance advisors, we're often tasked with creating and managing organisational policies - essential tools for conveying expectations and guiding behaviour, and sometimes even for transforming behaviour. However, a challenge we frequently encounter is policy bloat: policies that have grown so complex and extensive that they inhibit, rather than encourage, understanding. Have you ever looked at one of your own policies and thought, "This has become an encyclopedia rather than a clear guide"? I have.

We need to reflect on how we can create policies that are lean, clear, and effective. In our quest for clarity, we might look to an unlikely ally: learning & content design principles. These principles, often applied in educational contexts, can offer valuable insights into how we can craft our policies to effectively communicate their purpose and expectations.

Let's start with who our policies are for. Often, we find ourselves writing for different audiences – general employees, line managers, HR professionals, to name a few. Each group has unique needs, levels of understanding, and ways of learning. By identifying these cohorts and their distinct needs, we can tailor the content accordingly, ensuring it resonates with and educates each audience effectively.

Next, we should ask what we want each group to understand and how they should behave as a result of reading the policy. This is akin to the 'Desired Results' stage in Wiggins & McTighe's Understanding by Design (UbD) approach. Keeping the desired results at the forefront ensures that our policies are purposefully designed to achieve specific goals.

The why of our policy helps to provide a context that aids in designing the policy and its implementation strategy. Sharing the rationale behind the policy also reinforces its importance and value to the organization and the employees.

The how involves determining how we will know if our objectives have been met. How will we assess the effectiveness of the policy? This could involve tracking compliance, collecting feedback, or monitoring related behavior or incidents.

Finally, we should consider when and where the policy will be introduced, reviewed, and made accessible. Planning these with a focus on 'Learning Experiences and Instruction' will ensure smooth roll-out and implementation of the policy.

By integrating learning design principles into our policy creation process, we can ensure our HR policies are clear, concise, and effective in achieving their desired outcomes. This isn't just about making life easier for HR professionals—it's about improving understanding, engagement, and compliance across the entire organisation.

In essence, we're striving for policies that are not only easier to understand, but also lead to improved behaviour and performance. So, the next time you're faced with a policy that feels more like a textbook than a guide, remember these principles. With a bit of "educational thinking," we can turn our bloated policies into beneficial ones, and help our organisations thrive.

Let's start making a difference in our organisations with learning design principles. Who's ready to give it a go?

References

Wiggins, G., & McTighe, J. (2005). Understanding by Design. ASCD.

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