What is the best way to understand your users? How can you make the most of the data you have on your users? And what steps can you make to enhance your overall design development process?

These are some of the most important questions being asked by designers and within UX design teams. One of the best ways to answer these questions is turning to a design tool and technique called Persuasive Design. In this blog, we’ll be exploring everything you need to know about persuasive design.

UX research is a vital stage of the design process. In the world of digital design, research can be complex, wide-reaching, and very detailed. So, how do you ensure that your UX research is focused and purposeful? And what role does ideation play in the UX process? In this blog, we’ll answer all these questions and more.

Where should you direct your efforts if you’re trying to improve your business? Should you focus on hard skills or soft skills? It is best to have a healthy balance between the two. Still, in recent years businesses have begun to realize the true value soft skill improvement can deliver to their organizational success. In this article, we’ll be highlighting the difference between soft skills and hard skills, examining successful cases of soft skill development in eLearning formats, and finally providing recommendations for creating successful soft skills eLearning training.

A Design System organizes various disparate components to enable a team to design, realize, and develop a product. The elements of this design system can be used and reused to build a wide range of products and help facilitate designers’ skills and expertise. However, when choosing a design system, there are many elements to consider. And while many believe design systems are critical, some within the industry are divided on their use. 

Below we’ve highlighted the pros and cons of using design systems and attempted to overview how design systems work in the real world. 

In 2020, an estimated 82.5 billion U.S. dollars were spent on training across the United States (Statista, 2020). Organizations today are spending more on training than they ever have in the past, as the numerous benefits provided by investing in employee training and development opportunities continue to be recognized. Yet the question remains, how much of that training being developed is genuinely translating into noticeable positive differences in employee performance?

Measuring training effectiveness is one of the many responsibilities for learning and development professionals and one of the many priorities for senior leadership in workplaces. According to Statista Research Department, every year, U.S businesses collectively invest more than $80 billion on training their employees, and global spending on training and development has increased by 400% in 11 years. This investment cost emphasizes the importance of measuring training effectiveness and business impact.

Instructional designers all have the same essential mandate to design educational interventions that result in closing performance gaps. For decades now, technology has been used to redefine the way we train. The recent pandemic has accelerated the application of technology to transform traditional classroom training into remotely delivered, blended experiences.

Complex learning involves the integration of qualitatively different knowledge and skills along with their relationships and interaction rules. All the following tasks are complex:

Business leaders often experience the heat to remain competitive, deliver quality-driven products and services, optimize costs, and improve productivity.

Many of them are leaning on Business Process Management (BPM) software to make their daily operational processes adaptable, agile, efficient, and reliable to remain relevant in a dynamic tech marketplace.

One of the biggest challenges for organizations is what happens after the training. Typically, training is seen as an isolated event. Afterward, many learning development professionals and supervisors find themselves asking, “why is the employee not using the information from training” or “why hasn’t the employee’s performance increased following training.” Questions such as this suggest that knowledge transfer did not occur after the employee left the classroom or virtual training session.