Reflection – Learning Launch 

 Challenge 

 I am Agile Coach with the mission to support the Agile journey for non - IT operations in a bank . My   favorite project is Onboarding new colleagues . The challenge we were given was to decrease the   staff turnover in their first year in the company from 27 % to maximum 5 % .   Therefore , we started to   look at the end - to - end journey of our new colleague from job searching to end of probation period .   Based on what we discovered during What is & What if steps we created the project vision :   to make   our new colleague excited and happy to BE involved and FEEL engaged in our organization where   he / she BELONGS ! The initial estimation of 1.0 MEUR / year regarding the impact created by the   decrease of staff turnover from 27 % to 5 % changed to 2.3 MEUR / year as we figured out that , by   implementing the project vision , we can decrease the burnout risk for the entire organization and   the time - to - market product launch while increasing the work - life balance . Now the challenge   became how we , as organization , could be able to create & deliver a consistent experience   throughout the entire journey . How can we make sure all stakeholders involved in the process HR ,   Hiring Managers , Buddies , new colleague teams and from other departments would behave in a   manner that creates a sustainable and consistent onboarding experience for our new colleagues ? 

 Selection 

 We prototyped tool kits for different stakeholders and we wanted to test our key assumptions :   stakeholders are aligned , the tools are relevant for the experience they want to create and they are   user friendly , so we do n’t need to build up a complex training plan to support the new onboarding   experience . Another thing that we wanted is to shorten the feedback loop . Therefore , we decided to   go for a Learning launch : a series of workshops with representatives from each stakeholder ’s   category and a trial period . Based on Ed Hess Learning launch process presentation , we stated our   hypothesis in the project vision , we made our key assumptions , we prioritized the tool kits to confirm   during the workshops and the trial period the stakeholders got what they need to create the   sustainable and consistent onboarding experience . 

 Application 

 We decided to apply the Learning launch tool in two steps : 

 1 . Lab conditions : invite the stakeholders in workshops to get acquainted with the tools and 

 test them 

 2 . Real life conditions : to apply the tool kits in creating experiences for new colleagues . 

 For the first step , we set a target group : managers , buddies and helpers who have in the next three   months new colleagues to onboard . We had 70 people in the target group : 20 managers , 20 buddies   and 30 helpers and we organized seven 4 hours - workshops , 10 participants / workshop . The purpose   was to give enough time to each participant to test the tool kits and to tell us what works and what   does n’t work . Each tool had an introduction , a description and detailed instructions on how to use it .   We expected to get from the workshops a good - to - be - used tool kit for each stakeholder category . 

 For the second step , we focused on gaining feedback from real life application of the tools in creating   the onboarding experience of the new colleagues . The purpose was to shorten as much as possible   the feedback loop by mirroring the experiences from all actors involved new colleagues , their   managers , buddies , helpers and HR . Although the entire process took three months , covering the 

 probation period , each tool was assessed at the time it was used . In this way , the feedback loop / tool   amounted for maximum three days . 

 Insight 

 By applying the learning launch tool in two steps , we learned two lessons : 

 1 . Although each tool kit was relevant in itself , the entire package led to decision paralysis . We 

 were asked to figure out a way to deliver the right tool kit at the right moment . 

 2 . “ Less is more ” is an universal principle : keep all materials at instructions – HOW to – levels in 

 bullets ; for those who need or want more , offer references and links to a document library 

 Therefore , the main insight of the Learning launch was the tool kits are useful only if they follow the   Just in Time principle : to offer only the needed information at the right time and in the right quantity . 

 Approach 

 We chose this approach because we wanted to get a not altered or influenced feedback by   stakeholder ’s competence in creating the experience for the new colleagues . Based on the insights   we gained from the first step of the learning launch we integrated the tool kits in a Micro - learning   platform and we created a journey for each stakeholder category , giving them the right tool , written   at “ HOW to ” level , at the right moment . Practically , using this approach , we were able to respond   fast to the stakeholders ’ needs . It gave us the opportunity to fail fast and cheap , by testing one tool   kit at a time . Using other tools – like surveys – could keep us blind for three months , as no one would   be happy to answer to surveys on a weekly basis . A survey is a one - way communication while   Learning launch is very interactive , giving us the space and time to understand at a deeper level the   feedback we received . So we thought that Learning launch is the most appropriate tool to use at that   step of the project . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Reflection – Learning Launch 

 Challenge 

 I am Agile Coach with the mission to support the Agile journey for non - IT operations in a bank . My   favorite project is Onboarding new colleagues . The challenge we were given was to decrease the   staff turnover in their first year in the company from 27 % to maximum 5 % .   Therefore , we started to   look at the end - to - end journey of our new colleague from job searching to end of probation period .   Based on what we discovered during What is & What if steps we created the project vision :   to make   our new colleague excited and happy to BE involved and FEEL engaged in our organization where   he / she BELONGS ! The initial estimation of 1.0 MEUR / year regarding the impact created by the   decrease of staff turnover from 27 % to 5 % changed to 2.3 MEUR / year as we figured out that , by   implementing the project vision , we can decrease the burnout risk for the entire organization and   the time - to - market product launch while increasing the work - life balance . Now the challenge   became how we , as organization , could be able to create & deliver a consistent experience   throughout the entire journey . How can we make sure all stakeholders involved in the process HR ,   Hiring Managers , Buddies , new colleague teams and from other departments would behave in a   manner that creates a sustainable and consistent onboarding experience for our new colleagues ? 

 Selection 

 We prototyped tool kits for different stakeholders and we wanted to test our key assumptions :   stakeholders are aligned , the tools are relevant for the experience they want to create and they are   user friendly , so we do n’t need to build up a complex training plan to support the new onboarding   experience . Another thing that we wanted is to shorten the feedback loop . Therefore , we decided to   go for a Learning launch : a series of workshops with representatives from each stakeholder ’s   category and a trial period . Based on Ed Hess Learning launch process presentation , we stated our   hypothesis in the project vision , we made our key assumptions , we prioritized the tool kits to confirm   during the workshops and the trial period the stakeholders got what they need to create the   sustainable and consistent onboarding experience . 

 Application 

 We decided to apply the Learning launch tool in two steps : 

 1 . Lab conditions : invite the stakeholders in workshops to get acquainted with the tools and 

 test them 

 2 . Real life conditions : to apply the tool kits in creating experiences for new colleagues . 

 For the first step , we set a target group : managers , buddies and helpers who have in the next three   months new colleagues to onboard . We had 70 people in the target group : 20 managers , 20 buddies   and 30 helpers and we organized seven 4 hours - workshops , 10 participants / workshop . The purpose   was to give enough time to each participant to test the tool kits and to tell us what works and what   does n’t work . Each tool had an introduction , a description and detailed instructions on how to use it .   We expected to get from the workshops a good - to - be - used tool kit for each stakeholder category . 

 For the second step , we focused on gaining feedback from real life application of the tools in creating   the onboarding experience of the new colleagues . The purpose was to shorten as much as possible   the feedback loop by mirroring the experiences from all actors involved new colleagues , their   managers , buddies , helpers and HR . Although the entire process took three months , covering the 

 probation period , each tool was assessed at the time it was used . In this way , the feedback loop / tool   amounted for maximum three days . 

 Insight 

 By applying the learning launch tool in two steps , we learned two lessons : 

 1 . Although each tool kit was relevant in itself , the entire package led to decision paralysis . We 

 were asked to figure out a way to deliver the right tool kit at the right moment . 

 2 . “ Less is more ” is an universal principle : keep all materials at instructions – HOW to – levels in 

 bullets ; for those who need or want more , offer references and links to a document library 

 Therefore , the main insight of the Learning launch was the tool kits are useful only if they follow the   Just in Time principle : to offer only the needed information at the right time and in the right quantity . 

 Approach 

 We chose this approach because we wanted to get a not altered or influenced feedback by   stakeholder ’s competence in creating the experience for the new colleagues . Based on the insights   we gained from the first step of the learning launch we integrated the tool kits in a Micro - learning   platform and we created a journey for each stakeholder category , giving them the right tool , written   at “ HOW to ” level , at the right moment . Practically , using this approach , we were able to respond   fast to the stakeholders ’ needs . It gave us the opportunity to fail fast and cheap , by testing one tool   kit at a time . Using other tools – like surveys – could keep us blind for three months , as no one would   be happy to answer to surveys on a weekly basis . A survey is a one - way communication while   Learning launch is very interactive , giving us the space and time to understand at a deeper level the   feedback we received . So we thought that Learning launch is the most appropriate tool to use at that   step of the project .
### Output: 