Context.
For a telecom retailer, a code of conduct of more than 60 pages was translated into two digital learning programmes: one for office staff and one for retail staff.
The assignment focused on instructional design and coordination. The aim was not to convert the document directly into screens, but to make the content workable for different audiences, situations and working environments.
The brief.
The client wanted to make the code of conduct available digitally through the employee portal. The content needed to be clearer, shorter and easier to apply for employees with little time to read lengthy policy documents.
Two audiences had to be considered: office employees and store employees. Both needed the same foundation, but different examples, emphasis and context.
Why this was challenging.
A code of conduct contains a great deal of formal information. Converting it directly into e-learning can easily produce a digital PDF: lots of text, little active processing and little connection to practice.
The solution also needed to work across the organisation. Retail employees work in a different context from office employees. The content therefore had to remain concise while explaining behaviour, decisions and responsibilities clearly enough.
Approach.
This section shows how Didacs approaches a challenge: first clarify the question, then substantiate decisions and turn them into a workable approach.
1. Reduced the content to its essentials
The code of conduct was first broken down into key themes. The analysis considered which parts were truly relevant to employees and which information was mainly supporting or legal in nature.
2. Developed separate audience approaches
Office and retail staff were treated as distinct audiences. For each group, the work considered recognisable situations, suitable examples and the appropriate emphasis.
3. Turned formal text into learnable content
The policy text was converted into short explanations, practical examples and questions. Its substance remained unchanged, while it became more accessible for everyday use.
4. Connected scenarios to work situations
Recognisable situations were used wherever behaviour and decisions were central. The module therefore covered not just rules, but their application: what do you do in this situation, and why?
5. Structured the modules
The learning programmes were built in modules. Employees could work through manageable sections rather than having to read a long document.
6. Coordinated review and alignment
Throughout the project, the content was kept accurate without reverting to lengthy policy text. Feedback was incorporated with attention to content, tone and user experience.
Result.
The code of conduct was translated into two audience-specific digital learning programmes of around twenty minutes each. Instead of a long PDF, employees received a concise learning experience with recognisable situations, short explanations and focused questions. The modules were suitable for broad rollout through the employee portal.
Impact:
- More than 60 pages of policy reduced to two concise learning programmes.
- Separate versions for office and retail staff.
- A closer connection to retail employees’ day-to-day work.
- A consistent explanation of the code of conduct and expected behaviour.
- Less reliance on a lengthy document that employees must interpret themselves.
