Example scenario. A refund policy changes two weeks before launch. Advisers need to listen well and follow a new approval chain. There is a budget for one programme. Where can the team reuse material and where does it need to design something new?
Which objectives call for ready-made or custom content?
Anzera’s custom content materials place scenarios in a work context, while Docebo’s coverage discusses strategic use of off-the-shelf content. Plan both approaches by choosing a format for each learning objective.
A workplace example
Start with ready-made active listening and empathy content. Build a company-specific example showing which refund exceptions require escalation and to whom. Ask employees to apply both elements in a single conversation.
Which part is specific to the organisation?
A new adviser needs to learn how to ask an open question and which approvals apply to a refund. The first skill is broadly transferable. The second depends on company policy. Building everything from scratch can slow the rollout. Using only ready-made materials may leave out a critical rule.
Content decision matrix
| Objective | Approach | Decision criterion |
|---|---|---|
| Active listening | Ready-made e-learning | Does the behaviour apply across industries? |
| Refund exception | Custom learning | Does the decision depend on company policy? |
| Handling an objection | Fictional simulation | Must the employee respond under pressure? |
- Define the target behaviour
- Choose ready-made and custom content
- Combine them in a scenario
- Refine after the pilot
Maintain the learning after launch
Decide who monitors updates to ready-made content. For custom material, name the process owner who requests changes and the expert who approves them. If refund policy changes, review the video, the example and the simulation criteria together.
Ask pilot learners for two pieces of evidence. Have them explain which rule applies and then express it in a fictional conversation. If they know the rule but struggle to apply it, plan another short practice attempt with targeted feedback. If they misunderstand the rule itself, clarify the example and the decision path.
Where should production effort go?
Consider frequency and the cost of mistakes for each objective. Give more examples to a frequently used company process where errors are costly. For a general skill that changes little, try suitable catalogue content first. If custom production is needed, prototype one decision point to gather feedback before building the full programme.
Ask the process owner to check that the pilot reflects real procedures. Ask the learning team to check clarity and whether the exercise matches the objective. A case that seems obvious to an experienced reviewer may omit an important cue for a new starter.
Separate the modules where policy may change
A general listening exercise may stay useful for years. A custom refund example can become outdated when the screen, deadline or approval owner changes. Keep those two pieces in separate modules. A policy change then calls for updating the relevant example and question instead of rebuilding the whole programme.
Run the sample programme with two advisers using the same fictional refund case. An adviser who listens well but chooses the wrong approver may need clearer company information. If both know who approves a refund but struggle in the conversation, revisit practice and feedback.
How to apply it with COBIDU
Review COBIDU Library for general skills and use COBIDU Content for organisation-specific processes. Add practice with a fictional customer case in AI Simulation. At the end of the pilot, separate errors in general skills from gaps in company knowledge and unclear instructions.
The same decision matters when a new product reaches a dealer network. At what point should shared content split into sales and service paths?
