Inconsistent Directives and Restrictions

Though the goal was to create a universal onboarding program for new employees around the world, there was an unnecessary amount of focus placed on certain technical webinars and sales material in the initial phase of the project. This was something I fought against at the time, however, I was overruled by superiors that the training needed to make every employee familiar with certain sales techniques, as well as the technical functions of the product, regardless of that employee’s particular skillset.

While I worked to create a set of learning paths and courses that included information about the eGain product that the average employee should know, I was also required to add lengthy webinars to these courses that talked about the product in broad strokes and with terminology that a novice would struggle to understand. In addition, new employees were expected to complete a final project in which they recorded themselves pitching the product, based on their understanding that came through onboarding. Again, I disagreed with this approach, but was overruled. It was not until after Phase I was complete that I was given more freedom to change and improve the onboarding, at which point I brought our learning experience designer, John Wise, into the project.