"Last year, my team at ABC Global rolled out a new HR Information System which all 12,000 employees across the world would need to utilize to apply for leaves, dispute payroll discrepancies, and update their information, among other things. Our team piloted a set of self-paced virtual modules as part of this implementation. Each learner was asked to provide feedback once they completed all the modules. After the first group of 40 employees completed their training, we compiled the feedback results and saw a chunk of the learners gave the courses a negative rating, about a third of them. The reasons they provided ranged from the courses being too short, boring to inadequate. One of these responses came from the VP of Information Technology, and the feedback made its way to executive leadership.

I found out through my boss, the VP of HR, who questioned our methods and the effectiveness of the training. When I met with her, I mentioned that 40 employees don't even constitute 1% of the total population, let alone a third of 40. So, I proposed a plan to get a larger sample size of the feedback. All 40 employees were located in the same business region and shared other demographic similarities. I recommended that we roll the training out to other regions first and wait until we have a wider range of demographics before making any changes to the modules. Soon after, we got results from all around the world and reached 120 employees. We paused the rollout to analyze the data and found no significant uptick in the negative feedback. In fact, we got an overwhelmingly positive response from 83% of learners. At that point, I recommended we continue to keep an eye on the survey feedback and gather insights from verbatim responses. At 25% of the rollout, we paused again and made minor improvements to the courses utilizing the data we gathered. In the end, we exceeded our target for 98% of current employees to complete the training. Our overall neutral and positive rating was 93%, which was 3% higher than the goal."