Learning & Development Specialist.

This is probably one of the most common roles we can find in L&D today. It comes in all shapes and forms. If you look at different companies, you might learn that the same role is a bit different in each of them. But if you look deeper, the scope remains the same – equip employees with the skills they and the company need.

I’m a big fan of frameworks. Although they are an oversimplification of reality, they give us a way to start when we don’t know exactly what the first step is.

Over the years, I’ve gathered a list of frameworks useful for a Learning & Development Specialist. Today, I’m putting it all together in this article.

Understanding problems as a Learning & Development Specialist

One of the things that often happens in L&D is that we get training requests. From managers, from HR Business Partners, and from individual contributors. Training requests are everywhere.

But something we’re all well aware of is that just agreeing to run those trainings might not be a very good idea. Before we do so, we need to understand what the actual problem really is. Because problems come in many shapes and sizes, and training might not be a solution for all of them.

We have problems related to knowledge gaps, of course. But we also have problems related to processes, technologies, mindset, behaviors & habits, and organizational structure, among others. But the question is, how can a learning & development specialist figure out the problem behind the request?

Action Mapping

Action Mapping is a results-oriented design framework created by Cathy Moore, focused on solving business problems by identifying and addressing the specific behaviors that need to change within an organization. Instead of jumping straight to designing training programs, Action Mapping asks you to first understand the problem and the underlying behaviors that contribute to it. 

This framework challenges L&D professionals to question whether training is the real answer or if there’s a more effective solution, such as changing processes, improving communication, or addressing organizational barriers.

The first step in Action Mapping is to define the business goal clearly and specifically. It’s about getting to the heart of what the organization needs to achieve, whether it’s increasing sales, improving customer satisfaction, or reducing errors. Once the goal is clear, you identify the specific behaviors that employees need to perform in order to achieve that goal. These behaviors are the foundation of the entire process. For example, if the goal is to improve customer service, the behaviors might include listening actively, responding promptly, or using particular systems or tools efficiently.

From there, you create a map that outlines these behaviors, along with the obstacles preventing employees from performing them. This could be a lack of skills, unclear instructions, outdated technology, or simply insufficient motivation. Instead of jumping straight into creating training programs, you look for the most efficient way to remove or reduce these obstacles. It’s about designing learning solutions that directly help employees perform the identified behaviors, using methods like real-time feedback, job aids, or informal learning opportunities. This approach emphasizes "doing" over "knowing"—focusing on real-world application and on-the-job support rather than just theoretical learning.

Ultimately, Action Mapping is about ensuring that L&D activities are aligned with business needs, delivering measurable impact by focusing on behavior change. It’s a dynamic and adaptive framework, where the solution evolves as new insights are discovered and where training is only one piece of the puzzle rather than the default solution.

The Iceberg Model

The Iceberg Model is a powerful framework that helps Learning & Development specialists dig deeper into problems by recognizing that what is visible on the surface often only represents a small part of the issue. Imagine an iceberg—what you see above the water is just the tip, while the bulk of it lies beneath the surface. 

In the context of L&D, the visible issues are typically things like performance gaps, missed targets, or skills deficiencies. However, the root causes often lie deeper and are harder to see.

The Iceberg Model helps us break down problems into two levels: the "above the water" or visible part, and the "below the water" or hidden part. 

The visible issues are often related to observable behaviors, like an employee missing deadlines or delivering low-quality work. However, beneath the surface, there could be underlying causes like poor motivation, lack of clarity, inadequate tools, or even organizational culture issues. 

The challenge is to go beyond just addressing the surface behaviors and explore the deeper causes that could be influencing those actions.

By using the Iceberg Model, learning & development specialists can dig deeper into these hidden factors. Instead of simply creating a training program to address visible behaviors, the goal is to uncover and address the root causes—such as inadequate resources, unclear expectations, or conflicting priorities. 

This approach ensures that solutions are more comprehensive and impactful, addressing both the immediate symptoms and the deeper, systemic issues. The Iceberg Model encourages a holistic view, pushing L&D teams to ask more insightful questions and seek out long-term solutions rather than just treating the symptoms of a problem.

Causal Loop Diagrams

Causal Loop Diagrams are a visual representation of how different elements within a system influence one another. They are especially useful in understanding complex problems by showing how causes and effects are connected in a cycle. 

A causal loop diagram consists of variables connected by arrows, which represent the cause-and-effect relationships. Each arrow shows how one factor influences another, and the loops formed can either be reinforcing or balancing. 

Reinforcing loops are cycles where an action causes more of the same outcome, amplifying the initial effect. For example, if a team’s performance improves due to training, it could lead to more recognition and motivation, further improving performance. 

On the other hand, balancing loops work to stabilize a system. An example could be when increased workload leads to employee stress, which decreases productivity and in turn, prompts the need for better resource allocation to balance the workload.

For L&D specialists, CLDs are particularly valuable when dealing with complex issues, such as performance problems, low engagement, or employee burnout. By mapping out the factors that contribute to these problems, L&D professionals can uncover hidden patterns and feedback loops that might not be immediately obvious. 

The key benefit of using CLDs is that they provide a clearer understanding of the systemic nature of problems, allowing L&D teams to address not just isolated symptoms but the broader patterns driving those issues. This leads to more effective, sustainable interventions that address the root causes and prevent the issues from reoccurring.

Understanding learners as a Learning & Development Specialist

The process doesn’t stop at identifying the problem. Once that’s out of the way, we should remember we’re still designing for people. 

Our learners are the ones who will need to engage with whatever solution we’re building. So, if we’re borrowing frameworks from systemic thinking to understand the problem, we will borrow frameworks from product design to understand our learners.

Extremes & Mainstreams

The concept of extremes and mainstreams within Design Thinking focuses on understanding the diverse needs and experiences of users by looking at both the most common or typical behaviors (mainstreams) and the most unique or extreme cases (extremes). This approach helps designers and L&D professionals create solutions that are more inclusive, innovative, and effective by considering the full spectrum of user experiences.

Mainstreams represent the average or most common needs, behaviors, and expectations of the target group. These are the people who make up the majority, whose requirements might seem standard or conventional. While designing for the mainstream ensures broad applicability and addresses the needs of most people, it can sometimes lead to more generic or one-size-fits-all solutions that may not fully engage or resonate with everyone.

On the other hand, extremes focus on the outliers—those who have unusual, extreme, or unique needs. These might be users who face challenges that go beyond the ordinary, such as people with specific learning disabilities, employees in highly technical roles, or those with very specific knowledge gaps. By considering extremes, Design Thinking encourages creating solutions that push boundaries and innovate. It asks designers to consider the outliers and understand their unique needs, often leading to insights that can improve the overall user experience for everyone. Designing for extremes can uncover hidden opportunities or spark creative solutions that might not emerge from focusing solely on mainstream needs.

For L&D professionals, integrating both extremes and mainstreams in design thinking can lead to learning solutions that cater to a wider range of learner types. It encourages them to consider both the majority of employees and those with specific, often underserved needs.

Jobs to be done

The Jobs to Be Done (JTBD) framework is a powerful approach for understanding customer or employee needs by focusing on the jobs they need to accomplish rather than just the products or services they use.

The idea behind JTBD is simple: people don’t just buy products or participate in training programs for the sake of it—they hire them to help them accomplish a specific task or job. For example, an employee might not just attend a leadership training for the content itself, but because they need to perform better in team management, resolve conflicts, or inspire others. When you understand the job that employees are hiring learning to do, you can create solutions that are more directly aligned with their needs.

These jobs can be categorized into three types: functional, emotional, and social. 

Functional jobs are the practical, task-oriented needs, like learning how to use a new tool or mastering a process. These are the "hard" skills that directly impact productivity. 

Emotional jobs focus on how employees feel during and after completing their tasks, such as gaining confidence in their decisions or reducing stress. These needs are about improving psychological well-being and satisfaction. 

Lastly, social jobs are related to how employees are perceived by others—like wanting to be seen as a strong leader or subject matter expert. 

Addressing these three types of jobs ensures that learning solutions are well-rounded, meeting both the practical skills employees need and the deeper emotional and social drivers that influence their engagement and success.

Empathy Mapping

An Empathy Map is typically divided into four main quadrants, each representing a different aspect of the learner's experience. Some versions of the map might have additional sections, but the core four quadrants are:

Says: This quadrant captures what the learner explicitly says during interviews, surveys, or conversations. These are direct quotes or statements that reflect their thoughts, feelings, and opinions about learning, their work, or specific challenges.

Example: "I struggle to find time to complete online courses."

Thinks: Here, you capture what the learner might be thinking but not necessarily voicing out loud. This could include their unspoken thoughts or internal dialogues, reflecting their concerns, anxieties, and motivations.

Example: "I’m not sure if I’ll be able to apply this knowledge effectively in my role."

Does: This quadrant focuses on the learner's actions—what they do in relation to their learning environment or work. Observing behaviors provides valuable insights into what learners prioritize, how they interact with learning tools, and how they engage with tasks or challenges.

Example: "They take short breaks between study sessions to stay focused."

Feels: The Feels section captures the learner’s emotional state during their learning journey. It includes emotions such as frustration, excitement, uncertainty, or confidence, which can deeply affect how learners engage with the content.

Example: "They feel overwhelmed when balancing multiple tasks and learning commitments."

Empathy mapping can help learning & development specialists in various ways:

• Uncovering Hidden Needs: It helps L&D professionals discover not only the surface-level challenges but also the deeper, often unspoken, needs and motivations of learners. By understanding learners' internal struggles, emotions, and behaviors, you can create more tailored and effective learning solutions.
• Building a Shared Understanding: Empathy mapping can be a collaborative exercise that brings together different stakeholders (e.g., L&D team members, managers, or HR) to align their understanding of the learners’ needs. This ensures that the learning experiences you create are based on a collective understanding of real learner experiences.
• Prioritizing Issues: Once you have a visual representation of learners’ needs, emotions, and challenges, you can identify key pain points that may need immediate attention or areas where improvements can be made. This clarity helps prioritize where to focus resources and effort.
• Personalizing Learning Solutions: Understanding the full spectrum of learners’ thoughts, actions, and feelings allows you to design learning experiences that resonate more deeply. For example, if you know learners are feeling overwhelmed, you might create bite-sized learning modules or provide emotional support in the form of coaching.

Journey Mapping

Journey Mapping is a powerful tool used to visualize and understand the complete experience a learner has with a learning program or process from start to finish. It helps L&D professionals map out the learner’s journey across all touchpoints, identifying key moments, challenges, and emotional states that may impact their engagement and success. This tool goes beyond simply understanding the learning content—it’s about seeing how learners interact with that content and the broader learning ecosystem, such as support systems, communication, or feedback loops.

In a typical Learning Journey Map, L&D professionals track each phase of the learner's experience, starting with awareness and moving through stages like exploration, engagement, learning, and application. For each phase, the map captures learners’ thoughts, feelings, actions, and pain points. By doing so, L&D teams can pinpoint where learners might face obstacles or frustrations, and where the experience is most rewarding or engaging. For instance, a learner might be excited to start a new course but frustrated by an overly complicated registration process. This insight allows the L&D team to streamline the registration process to remove that barrier, leading to a smoother and more enjoyable experience.

Journey mapping also highlights the emotional highs and lows that learners experience along the way. For example, a learner might feel overwhelmed when starting a course or uncertain about how to apply new knowledge in their role. Understanding these emotional triggers helps L&D professionals design interventions that not only address learning content but also support learners in managing their emotions and staying motivated. This might include adding check-ins, social interactions, or self-reflection exercises to give learners the support they need during more challenging moments.

Ultimately, Journey Mapping is a tool that helps learning & development specialists create more user-centered and effective learning experiences. It enables teams to see the learner experience holistically, ensuring that the learning process is not just about content delivery but also about optimizing the learner’s entire journey, making it as seamless, engaging, and impactful as possible.

Designing Learning Experiences

In some cases, a learning & development specialist role also involves learning experience design. 

So you’ve understood the problem, you have a clear picture of who your learners are, and now you’re ready to design. So, where should you start?

The 5E of Experience Design

The 5E Experience Design model is a methodology used to create impactful, user-centered experiences. The framework is focused on guiding designers through a process that ensures that the experiences they create are engaging, meaningful, and effective for users. Here's a breakdown of each of the 5Es:

1. Excitement

The Excitement phase is all about creating initial interest and enthusiasm for the experience. This stage should be designed to spark curiosity and make users eager to engage. In learning design, this could involve presenting a compelling hook at the start of a course or program, something that gets learners interested and invested right away. It’s about setting the tone and creating an emotional connection that makes learners excited about what’s to come.

2. Entry

The Entry phase focuses on the first interaction that learners have with the experience. This phase is crucial for providing a smooth and welcoming introduction. It’s about orienting the user, giving them the necessary context, and setting expectations. For learners, this could mean providing a clear overview of the course, introducing them to the platform, or outlining the key goals and objectives. It’s about making learners feel comfortable and confident as they begin their journey.

3. Engagement

The Engagement phase is where the real learning or interaction happens. This phase should actively involve users and make them feel fully immersed in the experience. For L&D, this might involve hands-on exercises, interactive activities, discussions, or challenges that keep learners actively participating. The goal is to sustain interest and maintain emotional investment throughout the process, ensuring that learners stay focused and engaged with the content.

4. Exit

The Exit phase is about concluding the experience in a way that leaves users with a sense of accomplishment and clarity. This is where learners should reflect on what they’ve learned, receive feedback, and have a chance to consolidate the knowledge they've gained. In L&D, it could include assessments, self-reflection activities, or opportunities for learners to articulate what they’ve gained. The Exit phase ensures that the experience doesn’t feel abrupt but is concluded thoughtfully and meaningfully.

5. Extension

The Extension phase is all about ensuring the experience has a lasting impact. It’s about providing learners with resources, tools, or ongoing support to help them apply what they've learned in the real world. In L&D, this could involve offering additional learning opportunities, access to communities of practice, or follow-up activities that help reinforce and extend the learning. The goal is to ensure that the knowledge or skills learned during the experience continue to be useful and relevant over time.

To design an experience using the 5E Experience Design model, start by defining the meaningful outcomes you want to achieve. What’s the overarching meaningful outcome you’re designing for? Next, define the emotional journey you want learners to go through, ensuring the experience evokes the right emotions at each stage. Finally, design what happens throughout the journey, keeping in mind that learning should happen through action and active participation. Create opportunities for learners to engage with the content, explore challenges, and apply their knowledge. 

Learning Arches

The Learning Arches framework, developed by Simon Kavanagh at Kaospilot, is a powerful method for designing transformative, collaborative, and experiential learning experiences. The model focuses on structuring the learning journey in three key phases: Set, Hold, and Land. These phases mirror the way a story arc unfolds, guiding learners through a purposeful and engaging process that facilitates deeper learning and reflection.

The Set phase is about building context and preparing learners for what’s ahead. It helps connect learners with the material and sets expectations, creating a foundation that primes them for the experience. The Hold phase is where the bulk of the learning happens. This is when learners engage actively with the content, collaborate with peers, and generate their own insights. It involves high-energy, experiential learning activities that challenge learners. Finally, the Land phase provides a safe space for reflection and consolidation of what was learned, ensuring that learners leave with a sense of closure and accomplishment.

One of the key strengths of Learning Arches is its ability to manage both the energy of the learners and the facilitator. High-energy, interactive segments are followed by quieter, reflective moments, allowing learners to process information without overwhelming them. This approach also allows facilitators to step back and take on a coaching role, giving learners the space to lead their own learning. Additionally, the visual nature of the Learning Arches makes it easier to map out the learning experience and identify areas for improvement, ensuring that the process remains engaging and impactful throughout.

By using this framework, L&D professionals can design experiences that not only prioritize active learning and collaboration but also consider the emotional and cognitive load of learners, resulting in a more sustainable and enjoyable learning experience.

The Learning Experience Canvas

The Learning Experience Canvas is a comprehensive framework designed to help Learning & Development professionals structure and visualize all the key components that make up a successful learning experience. By breaking down the learning process into manageable sections, the canvas helps ensure that every aspect—from learning objectives to environment and resources—is thoughtfully considered and aligned with the overall goals. This tool allows L&D teams to design experiences that are not only engaging but also targeted to meet the specific needs of learners.

The canvas includes sections that cover essential elements such as learning outcomes, strategies, and activities, each helping to ensure that the experience is aligned with the desired skills, behaviors, and knowledge. It encourages clarity in defining measurable learning objectives, whether they are related to behavior, insight, skill, or knowledge, and also considers the environment in which learning takes place, including physical, virtual, social, and cultural factors. This holistic view helps L&D professionals create an experience that meets learners’ needs in diverse settings, fostering a deeper and more effective learning process.

Additionally, the Learning Experience Canvas provides a space to plan for practical considerations, such as the resources needed and the constraints that might affect the design. It includes sections for people (learners, instructors, and stakeholders) and their characteristics, helping to tailor the experience to specific audiences. With this tool, L&D professionals can ensure that the learning experience is not only well-structured but also flexible, enabling them to adapt and adjust based on the specific context, needs, and challenges at hand.

The Self-Determination Theory

Self-Determination Theory is a powerful framework that can help L&D specialists create more engaging and effective learning experiences by focusing on three key psychological needs: autonomy, competence, and relatedness.

To support autonomy, L&D professionals can design learning experiences that offer learners choices and flexibility, such as personalized learning paths or different formats for engaging with content. Allowing learners to make decisions about how they learn increases their motivation and investment in the process. 

For competence, L&D specialists should create activities that challenge learners without overwhelming them, while providing clear, constructive feedback to help them recognize their progress. This builds learners' confidence and reinforces their desire to continue learning. 

Finally, relatedness is supported by incorporating opportunities for learners to collaborate with peers, receive feedback, or participate in group activities. When learners feel connected to others, they are more likely to stay motivated and engaged.

By applying SDT to the learning design process, L&D specialists can foster environments that encourage intrinsic motivation, resulting in more meaningful, lasting learning outcomes.

Measuring learning outcomes

Now, onto the most important and complicated part of every L&D role – measurement. While there are various popular methodologies for measuring out there, I don’t want to cover them again.

I want to talk about one specific framework that I think it’s incredibly important and underused in L&D.

Randomized Control Tests

Randomized Control Tests are a rigorous, evidence-based method used to evaluate the effectiveness of a variety of interventions. RCTs involve randomly assigning participants to either a treatment group (which receives the intervention) or a control group (which does not), and then comparing the outcomes between the two groups. This method allows L&D specialists to isolate the effects of a specific learning program by controlling for other variables that could influence results, providing a clear picture of whether the learning intervention actually led to the desired outcomes.

RCTs can help L&D specialists by offering a high level of confidence in the results of their programs. By using this method, they can determine not just whether learning occurred, but whether the specific learning intervention was responsible for the change. For example, if an organization is implementing a new training program, an RCT can help measure whether employees who went through the training performed better compared to those who didn't, ruling out other factors that could have influenced their performance.

Moreover, RCTs provide concrete data that can guide future learning designs. By analyzing the results of an RCT, L&D professionals can gain insights into what works and what doesn't, allowing them to refine their programs, improve effectiveness, and justify their decisions to stakeholders. This evidence-based approach makes it easier to demonstrate the impact of learning initiatives, ensuring that resources are invested in the programs that deliver the best results.

I hope this guide serves you as an inspiration for where to start with in different use cases of your role, but also to broaden your understanding of what the L&D Specialist role can be.