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6 Pro Tips to Boost your Impact<br/>as an Instructional Designer

6 Pro Tips For Creating Stronger Scenario-Based Learning 

3 non-negotiable principles for scenario-based learning

Blending extensive online research with in-store experience is the new consumer norm. A recent

 states that up to 40% of how consumers perceive a brand's value stems from factors unrelated to cost.

, cost-conscious habits, and even higher-income households are actively reassessing what "value" means to them.

What really matters to customers is how they feel when they leave your store.

Customers look for quality, good service, easy checkout, loyalty programs, and most of all, helpful and skilled staff. Tech-savvy shoppers are 20 to 40 percent more likely to buy when staff gives expert, flexible help that builds on what they already know. But if staff are not trained, they might not connect with customers.

Those customers might then choose self-service or go to a competitor.

Retail demands staff who can handle any customer, at any level of knowledge, with confidence. That readiness only comes from practice.

Human interaction is where sales are won or lost

Staff can read a customer. And how they open that conversation determines everything.

"Do you need help?" often shuts down the conversation. Most customers will just say they are looking, and the chance is lost. But asking, "How can I help you today?" invites them in. This small change can shape the whole interaction.

 can go up by as much as 47%. In contrast, self-service usually means customers only buy what they planned.

There is no upsell, no add-on, and no chance for a helpful suggestion to turn a single item into a bigger sale. It is not that the customer did not want more, but no one was there to talk with them.

For shoppers who prefer personal buyers, who make up 16 to 20 percent of shoppers and really value personal connections, the stakes are even higher.

These customers come back because of the person who helped them before. If that human connection is missing or disappointing, the visit just feels like a transaction.

Building strong customer relationships in retail starts with how you train your staff

Your customers want a personal experience. They expect staff to meet them where they are, whether they are new buyers who need help or well-informed shoppers who want their knowledge respected.

During customer interactions, your employees will face many moments where they need to make quick, confident decisions.

They need to know when to ask a follow-up question, when to suggest an alternative, and when to recommend a complementary product without coming across as pushy.

These are high-stakes moments, and in competitive retail, each one matters. 

, which is typically around $80,000, directly shows how well your staff turns those moments into revenue.

Standard training gives staff information, but it does not prepare them for moments when a well-informed customer challenges a recommendation or when a hesitant browser needs help making a confident purchase.

That is where immersive learning makes a difference.

It lets staff practice real situations in a safe environment where mistakes do not cost anything, so by the time they are on the floor, they are ready.

Why the customer meeting should be the focus of your training

Great marketing and strong campaigns can bring customers in, but what happens next depends entirely on your staff.

The goal of a great customer meeting is not just to make a sale. It is to leave the customer feeling informed, confident in their choice, and treated fairly. When you deliver that experience every time, it leads to more sales, repeat visits, and word of mouth.

It also helps justify your prices, even if a competitor offers something similar for less.

To help staff deliver that experience every time, you need more than instructions. You need to train them in practice situations until the right habits come naturally.

How to greet a customer who is already browsing,

How to ask open questions to find out what they really need,

How to handle objections from someone who has read every review, and

How to upsell in a way that feels like real advice, not just a sales pitch.

In fashion, it means always helping customers in the fitting room. In electronics, it means knowing when to step back and let customers decide for themselves.

You do not learn these skills from a slide deck. You learn them by practicing.

 will leave a brand if the staff does not show enough knowledge and skill. 

 after just one or two bad experiences, often because of the interaction, not the product.

 can become brand advocates after just one good experience. The difference between these outcomes is mostly due to training.

What immersive training for the customer meeting looks like

With an immersive learning solution like We Are Learning, you can train your staff for real customer meetings.

Realistic scenarios put staff into the situations they will actually face: the informed shopper who wants more than specs, the undecided customer who needs a confident recommendation, or the complaint that needs careful handling to keep the relationship.

Importantly, you can build training around what is happening in your business right now.

Launching a new collection? Running a seasonal campaign?

You can create interactive scenarios for those specific products, including upsell options, common objections, and key messages, all built right into the training. Staff practice the campaign before it launches, so by the time the customer walks in, the conversation has already happened once.

Nearly 80% of consumers say knowledgeable help and friendly service are the most important parts of a good customer experience. Both come from your people.

That means your training program is, in a very real way, your customer experience strategy.

Retail leaders in 2026 won’t be defined by the size of their training budgets. They’ll be defined by whether their staff can walk onto the floor and have the right conversation with any customer, on any day, for any product.

Many customers walk into your store already knowing a lot about your products and having specific questions to ask. Others come in looking for advice from your staff to help them pick the right product. Your staff needs to be ready to help both kinds of customers.


How immersive learning prepares your staff for better customer experience

Imagine you’re learning how to swim. Now your trainer puts a few books and instruction manuals about different swimming techniques in front of you. You’ll be quizzed at the end of the lesson, and you’ll probably get most answers right away. 

However, the moment you step into the pool, you struggle to actually swim. You might float and, in some cases, manage to paddle with your feet. But you aren’t exactly swimming! 

Instead, if your trainer actually took you to the pool, let you drown a couple of times, and showed you the breathing techniques and strokes, you’ll be swimming in no time. You’ll never forget it, even if you don’t swim for a couple of months or longer. Your muscles will remember how to take you across the pool the moment you enter it.

This is the difference between passive knowledge and embodied learning. Experiential learning leads to much higher retention.

Instructional designers aim for interactivity, but for businesses, ROI comes down to retention: Do learners remember and apply what they've learned?

Why most workplace training falls short on knowledge retention

We tend to assume that when training is well delivered, it has done its job! However, German psychologist Hermann Ebbinghaus proved otherwise. Almost a century ago, he demonstrated, using the

 that without meaningful engagement or real involvement, our memory tends to decline more quickly.


Our brain isn't wired to hold onto information it doesn't find relevant, emotional, or personal. ​

But if you put a learner inside a situation (like the swimming example before) where you give them something to solve, a decision to make, or a consequence to feel, they’re more 

Immersive learning works on the same principle. 

​When learners feel present in a scenario, the brain encodes it more like a real experience than a training exercise. ​

, the publicly owned Norwegian alliance of work-inclusion companies, did to train healthcare staff. They set up a digital learning platform focused on interactive scenarios. It provided training in on-the-ground skills, helping learners become more confident and empathetic in real-world situations. ​

In this way, learners gained experience before interacting with patients in real life, without facing immediate consequences.

That's the difference immersive learning makes. Its often-overlooked ROI lies in its measurable boost to retention.

How do you actually measure the ROI of immersive learning


It is important for organizations to track quantifiable training outcomes, such as operational gains, sales, and cost savings, as well as customer-facing metrics, like customer satisfaction score (CSAT) and net promoter score (NPS).


Most organizations will also evaluate learners' perceptions of the training through real-time feedback and confidence ratings.


However, when safety incidents keep occurring, or new hires take longer than expected to perform independently, it becomes a concern whether learners can recall and apply their training when the moment actually counts.

This is especially critical for high-stakes teams.


In sales, retention directly influences whether a rep can handle an objection confidently six months after training. Similarly, in construction, it can be the difference between a near-miss and a serious incident.

The cost of forgetting in these environments is too real.


Immersive learning addresses this issue by focusing on improving retention.

Retention Rate is the key metric to immersive learning ROI

 is designed precisely to make knowledge stick — to move information from something learners were told, to something they experienced. It prioritizes an experience that emotionally connects the learner to the content rather than relying on numerous templated interactions, such as slide decks or flashcards.

If retention is the core promise, then retention rate is the most effective way to measure immersive learning. This will reflect in business results long after training ends.

Now, you could attribute that to better scripts, more confident staff, or stronger product knowledge. 

But why did this particular method make a difference? 

While other training initiatives had existed before, this time, learners experienced the information. And the brain held onto it long enough to change behavior on the shop floor.

That's exactly what retention rate captures. It's asking "did the training change how employees perform three, six, twelve months later?"

Take a retail scenario. An associate faces an angry customer demanding a refund they aren't entitled to. That's not a situation you can fully prepare someone for. 

Knowing what to say is different from knowing how to say it under pressure, in the moment, with a real person in front of you. Immersive training builds that instinct by letting learners practice the situation before it's real. 

So, we can see that the ROI on immersive learning lives in everyday moments after the training.

We've spent decades evaluating training using metrics that weren't designed to capture lasting impact. 

Completion rates tell you who showed up. Quiz scores tell you who was paying attention that day. Feedback forms tell you who enjoyed the experience. 

But retention rates reveal if your immersive training achieved its purpose: real, lasting business transformation through employees who can instinctively apply new skills. 

Because the swimmer who only ever reads the manual isn't going to figure it out the moment they hit the water. But the one who's already been in the pool? They don't even have to think about it.

Experiencing real-world scenarios firsthand helps your employees retain knowledge longer and apply it confidently on the job. That's the true ROI of immersive learning. Retained knowledge delivering immediate results for your business goals.

Immersive Learning ROI: Why retention is the metric that actually matters

The tools might change, but the goal remains the same: helping people grow, learn, and perform better.

conversation with Stine Snekkenes exploring the evolving role of L&D

, one idea kept coming up again and again: Sometimes there’s a gap between how learning professionals describe their work and how the rest of the business understands it.

We speak in terms like “learning outcomes,” “engagement,” and “instructional design.”

We know those things are essential. But our stakeholders? They’re usually tuned into performance, productivity, and results.

That doesn’t mean they don’t value learning; it means they value what learning enables. And if we want to be seen as strategic partners (not order takers), we have to start speaking their language.

Pedagogy isn’t the problem, but it’s not the whole solution

. Good instructional design, grounded in how people actually learn, is foundational to the work we do. But, too often, we treat pedagogy like the goal when really, it’s the engine that gets us to the goal.

The shift happening in L&D right now isn’t about abandoning learning theory. It’s about connecting it more directly to performance.

If your course is beautifully designed, but no one uses what they learned? That’s not a win. If your simulation is wildly engaging but doesn’t move the needle on behavior or business outcomes? That’s a missed opportunity.

When I speak to organizations about their learning strategies, I often share something that often makes people uncomfortable:

“Most organizations don’t really care about learning. They care about what learning helps people do.”


It sounds harsh, but it’s actually freeing. It clarifies what success looks like.

Different stakeholders define “working” in different ways:

A compliance officer wants to know: “Did everyone complete it?”

A manager wants to know: “Did it help my team perform better?”

A business leader wants to know: “Did it drive results?”

None of them are asking if the instructional strategy was sound or if the learning objectives were aligned to Bloom’s Taxonomy.

Our job isn’t just to design effective learning experiences. It’s also to translate those experiences into a language the business understands and values.

Reframing a learning solution as a performance improvement initiative

Describing learner engagement as a readiness metric

Talking less about “skills” and more about capabilities

Reporting not just completions, but behavior change or time to proficiency

Here’s a quick shift in vocabulary that can help:

One of the biggest mindset shifts we can make is to see ourselves not as service providers, but as strategic enablers.

That shift happens in small, intentional ways:

Asking better questions in intake meetings

Understanding the KPIs that matter to stakeholders

Designing learning experiences around behavior and performance, not just content delivery

This is at the core of what being a learning leader looks like. Being a learning leader doesn’t require a fancy title; it requires a mindset that sees learning not as the end product, but as the means to drive something bigger.

Our roots in learning theory and instructional design are what make us effective. But the impact we make is only fully realized when we connect those roots to the outcomes our organizations care about.

This idea sparked a lot of energy during 

, and for good reason; it’s one of the most important shifts L&D professionals can make.

So let’s not abandon pedagogy. Let’s connect it more deliberately to performance.

Let’s not water down our expertise. Let’s translate it into something others see the value in.

Learning isn’t the goal. Performance is.
Learning is how we get there.

 constantly explores the convergence of learning and tech, demonstrating a profound commitment to transforming workplaces and enriching lives through innovative learning strategies. With 20+ years of experience in L&D leadership and consulting, he brings his passion to life in his daily work as a dynamic strategist, speaker, and writer, inspiring others to view their work through a fresh, tech-enhanced lens. He is the former Chairman and CEO of the Learning Guild.

Missed the webinar? This was just one part from a conversation that touched on strategy, design, and even quick-fire questions (like what David would be doing if he wasn’t in L&D). If this sparked your curiosity, you can watch the full recording 

Performance. Productivity. Results. That’s the language business leaders care about. But is everyone in L&D fluent… or do we sometimes get stuck in “learning-speak”?

In this guest piece, David Kelly, with over 2 decades in L&D leadership, makes the case for going bilingual — helping learning professionals connect great instructional design with business performance. David breaks it all down for you here.

Pedagogy meets performance: Speaking the language of the business

OSLO, September 2, 2025 - We Are Learning, a Norwegian EdTech company, has raised €2.3M to accelerate international growth. The round was led by Andenes Ventures, DNV, and MP Pensjon, alongside existing investors. The lead investors also have the option to increase their investment as the company scales internationally — making this round a strong foundation for global growth.

Used by instructional designers and trainers across industries, We Are is a next-generation course authoring tool that makes it easy to create high-quality, interactive learning content (Stories) that work in any LMS or platform. With smart AI features, 3D animated characters, and an intuitive design, We Are empowers learning designers to create like a full creative team. Since launching the product in 2023, We Are Learning has grown rapidly, with users in over 50 countries, a large community of learning designers, 15+ partners, and strong momentum in the US. The company has already earned multiple accolades, including 

Top Training Magazine's Choice Award 2025

EdTech Breakthrough’s Course Authoring Solution of the Year

Enterprises like Tapestry, Southeastern Railways, REMA 1000, Elkjøp, and many more have already jumped on board as customers.

This funding is a major milestone — not just for us as a company, but for anyone who believes learning should be faster to build, more engaging to consume, and easier to scale. We’re proud to see We Are used in over 50 countries already, and this investment gives us the fuel to go even further. Our mission is simple: empower anyone, anywhere to create immersive learning content that truly works.


Founded in 2022 by serial entrepreneurs Rolf Risnes and Lars-Petter W. Kjos — the duo behind Motimate, acquired by Kahoot! — the company brings 25+ years of experience in learning, gaming, and communication. Co-founders Atle Myhrer Knudtzon and Markus Tallaksen add deep expertise in technology and design.


“Our vision is to build a tool that instructional designers love — because it enables them to unleash their creativity and bring ideas to life they could only imagine before. With the smart use of AI, we take care of the repetitive parts, while unlocking possibilities they never imagined: like animating 3D characters with the ease of a Pixar studio. AI should not replace learning designers, but empower them to focus on creativity, pedagogy, and impact.”

Andenes Ventures, a private investment company backing proven teams in high-growth markets, sees major global potential in We Are.

“We’re backing an experienced group of founders with a clear vision and track record. The technology is outstanding, the product is easy to love, and the market for smarter, more scalable learning is only getting bigger,” says Geir Langfeldt Olsen, Chair of Andenes Ventures.

DNV isn’t just investing. They’re using We Are to transform their internal training. “We’re excited to combine our capabilities with We Are to scale and enhance our digital courses. It will make our training more attractive and support the growth of our business,” says Barbara Frencia, CEO of Business Assurance at DNV.

“Learning is crucial at DNV, and We Are Learning aligns perfectly with our goal of contributing to better learning outcomes, enhancing knowledge transfer to employees. We are excited to join esteemed Nordic investors Skyfall, Sondo, and Dreamcraft, and invest alongside Andenes Ventures and MP Pensjon. This collaboration provides the company with the resilience, knowledge, and strategic value needed to accelerate its promising international scaling, where We Are is already off to a great start,” added Kaare Helle, Venture Director of DNV Ventures.

MP Pensjon, the pension fund for TINE SA (the Norwegian dairy cooperative) and its Norwegian subsidiaries, also joined the round, recognizing We Are’s potential across industries that rely on scalable, effective training.

And belief in the mission runs deep. We Are Learning employees are shareholders, active participants in building what’s next. Because learning deserves better… and with the right tools, anyone can create it. “We’re just getting started,” shares Rolf, their CEO.

We Are is a next-generation course authoring tool powered by AI. From 3D animations and interactive experiences to games and scenario-based learning, We Are helps teams deliver high-impact training content without technical complexity. Built in Norway and now scaling globally, We Are Learning is on a mission to make anyone a content creation hero.

The company is backed by leading venture firms, including Sondo Capital, Skyfall Ventures, Dreamcraft Ventures, and now Andenes Ventures, DNV, and MP Pensjon.

Backed by experienced founders, used in 50+ countries, and supported by forward-thinking investors, We Are Learning says: We Are ready. 

Built in Norway, scaling globally: We Are Learning raises €2.3M to grow in the US and beyond

as a 2025 Training Magazine Network Choice Awards Winner in the Authoring Tools Category. The Choice Awards is the industry’s only crowd-sourced solution provider awards program.

“This year’s voting was our most vigorous to date, with more than 13,300 votes for nearly 250 providers. The best-of-the-best were clearly identified by their high rankings based on the effectiveness of their tools, platforms, and services,” notes Training magazine Editor/Publisher Lorri Freifeld. “These provider organizations are standouts for their customer care, innovation, and training solutions that truly optimize, engage, and prepare learners. We’re excited to recognize their stellar accomplishments and dedication to fostering training excellence.”

Today’s authoring tools continue to evolve as software applications and technologies become increasingly sophisticated. They empower educators, instructional designers, and content creators to develop multimedia-rich learning materials - including user-friendly interfaces, pre-built templates, and interactive elements - that play a starring role in crafting immersive learning experiences.

This is a tremendous recognition from those who matter most: our users and customers. We’re passionate about giving instructional designers the tools to create content that engages, inspires, and builds skills; and this award proves our innovation is making a real difference.

interactive social learning community and platform for the exchange of ideas and resources among our global learning professionals and thought leaders.

An alphabetical list in this category was compiled based on 

and TMN’s industry data and research, which was irrelevant of having any respective business affiliation, along with voters having the opportunity to enter their own preferred provider.

 is the industry standard for professional development and news for training, human resources, and business management professionals in all industries through its print and digital magazine, two annual conferences, online courses, webinars, and multiple awards programs.

 is the company behind We Are — the next-generation course authoring tool for immersive learning. Made for instructional designers and L&D teams, it’s ideal for creating scenario-based training with rich interactivity and high-quality 3D animation. With We Are, you can bring immersive learning content (called Stories) to life in minutes and share anywhere, including your LMS. Organizations across industries use We Are to create engaging, effective learning experiences that inspire, build skills, and deliver results.

Sharon Stelley, Director, Marketing & Business Development at Training Magazine

We Are Learning wins a 2025 Training Magazine Network Choice Award, honored for innovation in immersive learning and course creation.


We Are Learning is recognized as a 2025 Training Magazine Network Choice Awards winner in the Authoring Tools category

Making training impossible to ignore is the dream. Yet, one of the biggest challenges in instructional design is keeping learners engaged. People might sign up for a course or start an e-learning module — but how do you keep them interested enough to continue?

Many are struggling to crack the code. But, the award-winning instructional designer, international keynote speaker, author, and CEO behind 

 knows better and goes beyond the basics. In a recent We Are webinar, expert Hadiya Nuriddin, shared 3 strategies to captivate and motivate learners:

 And here’s a summary of how these 3 learning engagement strategies can turn training from a passive experience into something learners want to be part of.

Episodic learning keeps learners wanting more


Think about what keeps you hooked on a great TV series. It’s not just the information. It’s the suspense, the structure, and the feeling that you need to know what happens next.

“Can we steal from what serial television does and apply it to learning? Absolutely.”​

That’s the idea behind episodic learning: instead of presenting everything at once, break training into smaller, connected lessons that unfold over time.

To apply episodic learning in instructional design, consider these best practices as described by Hadiya:

 Each module should naturally lead into the next.

End sections with a challenge, an open question, or a problem to solve next time.

Keep it digestible and thereby easier to retain.

When training content is designed like an unfolding story, learners want to return because they’re invested in what happens next.

Rhetoric makes training leave a lasting impression

“A rhetorical appeal is a persuasive strategy used in communication to inform the public by targeting their emotions, their logic, and their ethics,” describes Hadiya.​

How information is framed can make the difference between a forgettable lesson and a powerful one. Hadiya explains that rhetorical appeals enhance engagement because they help learners see the relevance of their learning​.

Unlock the secrets to truly engaging learning experiences with insights from Hadiya Nuriddin, MA, MEd. Discover practical strategies that keep learners invested, motivated, and coming back for more.

Resources

Articles

How immersive learning prepares your staff for better customer experience

Immersive Learning ROI: Why retention is the metric that actually matters

Pedagogy meets performance: Speaking the language of the business

Built in Norway, scaling globally: We Are Learning raises €2.3M to grow in the US and beyond

We Are Learning is recognized as a 2025 Training Magazine Network Choice Awards winner in the Authoring Tools category

Captivate and motivate learners like a pro: Expert engagement strategies

5 webinars to empower instructional designers in 2025

Unlocking the future of learning: How AI is empowering instructional designers

Becoming a next-generation instructional designer

Immersive learning: What is it and how to bring it to life

We Are Learning recognized for educational technology innovation in 2024 - EdTech Breakthrough Awards Program

EdTech company We Are Learning joins forces with Dreamcraft Ventures, and gears up for international expansion