Designing Training That Sticks in a Digital World

Jim van Hulst has held several senior leadership roles at EY, ING Bank, ABN AMRO Bank and Johnson Controls International. His previous positions include Director Talent Management, Global Head of Professional Development and Global Learning Technology Leader.

Jim holds an MSc in Learning Technology from the University of Sheffield and a Bachelor of Education from the University of Arnhem and Nijmegen. He also completed a diploma in Business Management and Leadership at Rotterdam School of Management and earned his MBA from Maastricht School of Management in 2020. He is a regular speaker and the author of numerous articles on learning, leadership, digital transformation and organisational change.

Jim founded Jignite in 2021 to help organisations strengthen learning, leadership and digital transformation.

Introduction

We have all seen it. A new CRM or ERP system goes live. Employees attend a two-hour demo that clicks through every screen. They receive an 80-page manual. Three weeks later, half of them are back to their old spreadsheets.

The problem is rarely the people. It is the design of the learning. In this blog I want to share two models that, in my experience, explain why so much training fails and how to fix it: Merrill’s First Principles of Instruction and Cognitive Load Theory by John Sweller. Merrill tells us what good learning needs. Sweller tells us why it so often goes wrong.

What Are Merrill’s First Principles of Instruction?

In 2002, David Merrill compared a wide range of instructional design models and theories. He looked for what they had in common. The result was five principles. His conclusion: learning improves as more of these principles are present.
1. Task-centred: Learning starts with a real, recognisable task from daily work, not with abstract theory. Tasks are offered in a progression, from simple to complex, but always as a whole task.
2. Activation: Prior knowledge and experience are brought to the surface, so new knowledge has something to connect to. A simple question works: “How do you handle this today?”
3. Demonstration: Show, don’t just tell. Use worked examples, modelling, and good-versus-bad examples.
4. Application: Learners practise with the new knowledge and receive feedback. Guidance is reduced step by step, from coaching to working independently.
5. Integration: Learners transfer what they learned to their own work. They reflect on it, explain it to colleagues, or show it in practice.
In short: real task → connect → show → do → own it.

Merrill was critical of “tell-and-test” training, where information is broadcast and then tested. Many system trainings still work exactly that way.

What Is Cognitive Load Theory?

Cognitive Load Theory (CLT), developed by John Sweller from 1988 onwards, starts from how our memory works:
1. Working memory is small. We can only process a few new elements at once, and they fade quickly.
2. Long-term memory is practically unlimited. Knowledge is stored there as schemas: organised patterns of knowledge.
3. Expertise means rich schemas. An expert sees one pattern where a novice sees ten separate things. That leaves the expert with working memory to spare.
Learning, therefore, is building and automating schemas. That only works when working memory does not overflow.

Three Types of Cognitive Load

Five Effects Every L&D Professional Should Know.

Five Effects Every L&D Professional Should Know.
1. Worked example effect: Novices learn more from worked-out examples than from solving problems on their own.
2. Split-attention effect: Explanation and visual on separate screens cost extra working memory. Integrate them.
3. Redundancy effect: Offering the same information twice, such as a voice-over reading the slide text aloud, harms learning.
4. Modality effect: Visuals combined with spoken explanation often work better than visuals with written text.
5. Expertise reversal effect: What helps novices, such as lots of structure, can hinder experienced learners. Support must grow with the learner.

Where Merrill and Sweller Meet.

At first sight, the two models seem to clash. Merrill wants to start with whole, real-life tasks. CLT warns that complex tasks overload novices. The solution is already built into both models:

The model that brings both together best is 4C/ID (Four-Component Instructional Design) by the Dutch scientist Jeroen van Merriënboer, who worked closely with Sweller. 4C/ID uses whole learning tasks, from simple to complex, with support that fades as learners grow. For complex skills in a digital workplace, it is one of the most practical frameworks I know. This model is close to my heart: I have worked with Jeroen van Merriënboer, and my MSc dissertation in Learning Technology at the University of Sheffield was about the 4C/ID model.

In Practice: Rolling Out a New CRM System.

Let’s return to the CRM rollout from the introduction. The classic approach overloads people: the content is too complex at once (intrinsic), switching between manual and system adds noise (extraneous), and there is no real task. Here is how the two models change the design:
1. Start with the task: Build the training around real work processes, such as “handling a customer request”, not around the menu structure.
2. Activate: Ask how people do this in the old system today, and where it hurts.
3. Demonstrate: Give a short walkthrough of that one process. Keep explanation inside the screen and use spoken guidance instead of text blocks.
4. Apply: Let people practise in a sandbox with their own cases. Start with half-completed tasks, then move to full ones, with feedback along the way.
5. Support at the moment of need: In-app guidance and job aids keep extraneous load low after go-live.
6. Integrate: Let super users and floor coaches support colleagues, and let teams share what they now do differently. This is where learning and change management meet.
7. Grow with the learner: Experienced users get less hand-holding and more complex exceptions.

Moving Forward Together.

Merrill gives us the building blocks of effective learning. Sweller gives us the boundary condition: everything has to fit into a small working memory. Together, they turn training from an event into a journey that people can actually follow.
Digital transformation is not about the tools. It is about the people who use them. When we design learning that respects how the brain works, adoption follows.
Are you preparing a system implementation or digital transformation, and do you want learning that really sticks? Contact me and let’s explore how Jignite can help.