DESIGNING TRAINING – By Dorothy Wood, Ph.D., and Andy Gunning
Defeating the Ebbinghaus Curse
You are likely familiar with this narrative: You assigned a dynamic prework home study program followed by engaging workshop sessions. Training went well, the certifications were successful and representatives are actively working their territories.
Everything was executed according to protocol. So why, then, are the numbers not as robust as expected? Are sales actually going down over time? Is it complacency? Lack of motivation?
In fact, the answer is much more scientific – let’s call it the Ebbinghaus Curse.
Pitching the Curve
German psychologist Herman Ebbinghaus conducted groundbreaking research on human memory and is best known for creating the “forgetting curve.” He determined that information is exponentially forgotten over time if it is not reinforced through practice or repetition. Ebbinghaus postulated that much of what we learn is quickly forgotten, particularly in the period shortly after the learning event.
We’ve all experienced it; you’re introduced to someone new and within 30 seconds you’ve forgotten their name. A curse indeed! Try out the antidote next time the opportunity presents itself; say the person’s name five times over the next 20minutes and you won’t embarrass yourself next time you meet.
Strategic Design
The Ebbinghaus Curse in pharmaceutical sales can be successfully overcome with a strategic training plan that implements meaningful, regular bursts of follow-through activities. When designing an effective training plan, a few intentional guidelines will make a world of difference to team success.
- Develop precise learning outcomes for each activity to provide the appropriate direction.
- Scaffold the learning, from basic knowledge, then understanding, progressing to application.
- Have a follow-through plan; no matter how dynamic and event-driven the live workshops are, training shouldn’t come to an abrupt halt immediately after the workshop ends.
- The entire curriculum should be an organic system that evolves as needs change.
- Follow-through training should be “pushed” by the trainers rather than “pulled” by the representatives.
Once you’ve determined that pull-through training is essential, the questions become what types of activities should you develop for maximum efficacy, and how will you deploy them?
The Right Resources
Given the rapid rate of technological advancements, continuous learning has become more accessible and flexible than ever. Managers are no longer limited to assigning a reading and checking the results of an assessment. A “toolkit” can be developed for managers to pull from as needs arise.
Toolkits can comprise a variety of microlearning activities that may be deployed at a moment’s notice, whenever the manager and rep have time for a quick assessment or knowledge check.
Having a variety of resources in a toolkit allows the managers to construct a personalized learning path for each rep based on individual strengths and weaknesses utilizing company approved materials. Microlearning toolkit activities may include:
- Infographics.
- Snapshots with mini-assessments.
- Healthcare provider (HCP) patient case studies.
- Mobile-friendly social media-like posts comprising an image, a brief accompanying statement and a knowledge check with a follow-up “need to know more?” link.
- QR codes that link to a query from an HCP. They can address a variety of topics such as clinical trial data, product knowledge, competitor information or objections.
- Individualized prompts that are sent directly to each rep. Video responses can be recorded on their device and forwarded to the manager.
- Scenario-based simulations that increase in complexity as the reps’ competency develops over time. Responses may be role-played with the managers or uploaded on demand.
- Short self-assessment quizzes that can be deployed on a variety of topics with a link to the relevant asset at the end.
- AI-created “HCPs” that ask a question and require a response. A follow-up AI-generated “rep” shows what good looks like.
Having a depiction of what good looks like is an important component of any training plan. Assigning an activity, particularly a role-play scenario, without direction is like trying to find your way out of the woods without a signpost.
A rubric is often used by managers to assess performance, but consider the outcome when the rubric, or coaching tool, is provided to the trainees ahead of the assignment. They can see the expectations for the highest level, which gives them a clear goal for their performance.
Conclusion
A well-rounded training program does not end after a launch. Self-study provides a solid foundation for training, and live workshops are essential for the application of that knowledge. Continuous training, however, stands as the cornerstone of success for life sciences representatives in today’s dynamic healthcare landscape.
As the life sciences industry evolves, training strategies should follow suit. By fostering a culture of ongoing learning using on-trend technologies, reps can consistently navigate the complexities of the industry.
The Ebbinghaus Curse is real, but it does not have to rule. While it casts a shadow over our ability to retain knowledge, incorporating structured, relevant and manageable continuous learning in your training program will combat its effects and empower learners to deliver top-quality service to providers and patients.
Andy Gunning is chief executive officer for Education and Training Systems International. Email Andy at andy.gunning@edtsi.com or www.linkedin.com/in/andy-gunning-267b14a.
Dorothy Wood, Ph.D., is curriculum design manager for Education and Training Systems International. Email Dorothy at Dorothy.wood@edtsi.com or connect through www.linkedin.com/in/dorothy-wood-835a591ab.
