The Science & Data Behind Changing Distributed Workforce Behaviors

Driving meaningful workforce behavior change within your distributed teams means implementing the kind of program that leverages both data and a scientific approach. In other words, you need to be consistently aware of how distributed workforces are performing and then use this information to target those areas in which individuals may be underperforming. By the same token, this works similarly when it comes to helping keep overachievers motivated and poised for even more growth.  

It really is about balancing information with an approach, data with science. The two utilized together to get results. Start with that which you can readily measure: time to first order, monthly sales volumes, number of shows organized, or any other KPI. The data is there; performance indicators are cut and dry. Armed with this information regarding a particular distributor, then what do you do? You have the ability now to create a scalable performance enablement program personalized for that individual that automatically delivers the right activity to the right person at the right time. What’s more, you are in a position to more dynamically motivate and encourage, and consequently, boost productivity by way of changing distributed workforce behaviors.

Micro Activities Drive Workforce Behavior Changes

Changing behaviors is a step by step process which requires a combination of activities and learning experiences designed to introduce new concepts and practices in easily manageable ways while consistently reinforcing those productive behaviors. Each phase is critical if an individual is going to learn and effectively use knowledge and skills acquired in an effort to reach key milestones. 

When considering a cognitive behavioral approach to goal accomplishment, one thing most experts (among them behavioral psychologists) agree upon is that thrusting large, seemingly overwhelming tasks in front of someone is only going to result in that person feeling stressed and anxious. To this end, the smart money is on more “digestible” segments leading to the bigger goal achievement. The same applies to train a distributed workforce and subsequently changing behaviors among those distributors.

Microlearning for example is about giving an individual just enough information, appropriate to that specific person, and to the task at hand. Such a form of microlearning assumes a variety of content shapes and sizes and is designed in a way that prevents cognitive overload. That is to say, simply offering generic long-form content as far as training goes and in this way, attempting to shift distributed workforce behaviors, you will in some cases prompt individuals to enter panic mode; as in, their most likely forethought: “I have to remember, learn and apply all of this—how on earth am I supposed to do that!”

Now instead, present relevant behavior-changing information and experiences over a period of time—the slow and steady approach. Offer a variety of activities and just-in-time training engagements versus just a single behemoth interaction, make it as absorbing as possible, above all else make it personal, and you will without question note a difference in attitude and most importantly, results. This especially is very critical for the new recruits who previously have gone through information overload and as a result quit building their businesses. Some microlearning experiences that are highly effective when it comes to changing behaviors:

• Short videos delivered in the form of just-in-time-learning to those who need help in a given area as discovered via performance indicators.

• Badges and rewards which serve to boost learner engagement as well as up the motivation factor. IBM executive in distributed workforce training David Leaser attests to the effectiveness of badges, explaining that: “digital badges have provided value in every area…measured.”

• Interactive brochures and presentations which offer a unique and entertaining spin on otherwise flat material.

• Easy-to-access FAQ-cards that clearly spell out answers to the most asked questions.

• Simulations and scenario-based learning that immerse individuals in real-life situations. 

• Quizzes and tests that thoroughly assess a learner’s understanding of a given topic.

But learning alone is just not enough. Micro activities designed to help individuals immediately employ strategies learned in earlier phases are essential for developing successful distributor behaviors. In an effort to assess performance and the success therein, again rather than assign a seemingly unmanageable task or series of tasks and evaluate a distributor based upon that which might otherwise be impossible, it is far more productive to assess based upon personalized micro activities. This in turn provides you with the information necessary to pinpoint areas of weakness and specific skills gaps. And of course, you are now able to address those with microlearning activities—it truly is a highly productive cycle. Some micro activities from which you can get useful data in regard to distributor performance:

• Create and publish a social media post with the suggested marketing assets.

• Send out a relevant and timely email to connect with prospects on the new product line.

• Schedule a party and follow through via a set of micro-steps.

• Dial in those customers who might be ready for their refills.

Micro activities drive business results and set distributors up to achieve personal goals in a more timely and productive manner.

Workforce Behavior Change Impact on Business KPIs

Based upon our internal analysis, we’ve discovered that those most engaged with the performance enablement platform, those who actively interacted with the various experiences offered, realized a significantly more amount of sales. So for instance, looking at the direct selling companies’ numbers in regard to new users who were enrolled in April 2020, we see a definitive difference as far as activity. Less active users on the platform saw right around 2 transactions on average within the three month period. And those who were far more active were closer to 6 transactions in that same period. Companies that understand the impact of engaging distributors are realizing on average a 23X ROI.

The numbers really do trend upward the more active an individual is on the performance enablement platform disregard of their previous background the more they undertake the learning and business-building experiences offered and the more they engage overall with the program. We would love to show you how you can effectually change distributed workforce behaviors.

If you want to learn more about how Rallyware has been using data and behavioral science to drive distributors’ productivity 8X, click here to schedule a demo.