'Elephants Don't Forget Pilot' Pilot Martyn Adams, Richmond Fellowship CLC Members' Seminar 5 March 2015 MARTYN ADAMS Blended Learning Development Manager, Richmond Fellowship Martyn’s professional background is Mental Health Nursing. He has worked in the sector for 30 years in various guises and locations. He joined Richmond Fellowship (RF) in 2002 and worked as a manager in a Care Home with Nursing for 3 years. He joined the RF Learning & Development team in 2005 and he is currently employed in the role of Blended Learning Development Manager.

1. How we ran our ‘Elephants don’t
forget’ pilot!
Martyn Adams
Blended Learning Development Manager

2. Background information
• Clever Nelly is the knowledge retention tool from Elephants don’t
forget.
• Nelly ensures that what you train your people they genuinely learn,
helps with retention of knowledge & helps you target your future
training more precisely.
• Nelly massively increases ROI on all your training activities and
drives better business performance .
• Elephants don’t forget actively supports genuine charitable
organisations CLC members have a highly preferential offer
• Pilot scheme usually £1000 for 50 employees
• £250 for CLC members

3. Questions Results

4. Why we Embarked on the Pilot
• Richmond Fellowship is currently investing in
alternative approaches to traditional learning
methods with the following aims:-
• To increase knowledge of all employees,
• To improve knowledge retention of all employees,
• To reduce the current high cost of delivering learning
to a large employee group whilst increasing overall
standards.
Nelly seemed to fit the bill!

5. How We Did it
• ‘Nelly’ was given access to our induction/
mandatory learning materials (inc. eLearning) so
that they could produce the question bank.
• The questions were then sent to me to check –
some changes were made.
• A master copy of guidance and eMails for
managers & participants were provided by ‘Nelly’
for us to edit to suit our target audience.
• Support provided was timely and excellent.

6. How We Did it
After identifying the pilot group we took the following steps;
• Meetings with the Locality Managers and Team Leaders to
explain the system - Face to face or by telephone.
• Emails introducing Nelly, which included a link to a
promotional video on You Tube were sent out to managers
• The information about the pilot was cascaded down through
team meetings & locality meetings.
• All participants were able to contact either ‘Nelly’ or
myself at anytime to discuss preliminary concerns.

7. Countdown to Pilot
Build up excitement & anticipation
• Emails - 1st round - two weeks prior to commencement
with guidance for participants….
• 2nd round - 1 week prior to commencement…
• 3rd round - 2 days before …

8. Some Observations …….
• Feedback so far is that people enjoy using Nelly and it has
become an integral part of their work day.
• One complaint sent to Nelly very early on in the pilot. No
other complaints. Speaks volumes!!
• Some issues with timings of questions for people with
dyslexia were resolved immediately – time allowed
increased

9. Some more observations …
• Having done a preliminary analysis the overall feeling is that Nelly
will provide a big return on investment.
• Learning interventions can be individually designed and targeted.
• Induction & compliance learning (or any other learning) can
commence from day one ……
• Unnecessary, one size fits all cost heavy training can be avoided.

10. Cold Hard Facts!

11. Cold Hard Facts!

12. Nelly’s Observations
• This has worked so well because RF took my advice to heart and was
very thorough in positively engaging the end users
• Engagement & utilisation was spot on the global average of 83%
• Some users with lower scores experiencing “selective participation”
• Knowledge levels 57% and starting to dip which is just above the
average at 90 days.
• Over the next few months users that remain 80% + engaged will
significantly improve their knowledge scores.
• RF will know who needs remedial training interventions and in what
subject matter and can ensure that they spend training budget where
there is a proven need.