November 7, 2013

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2
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• Understand leading practice training concepts
• Familiarize yourself training process management and development
• Understand how to apply this material to your training initiatives

Agenda
• The Value of Training
• Planning Training
• Training Channels
• Training Administration
• Develop Training
• Training Delivery
• Training Continuous Improvement

• Knowledgeable employees make fewer mistakes and this helps reduce operating costs.
• Training programs demonstrate that agencies are interested in their employees' professional development or skill enhancement.
• Employees reciprocate with loyalty. It creates the reputation of a great place to work and results in less absenteeism.
• Reduce employee turnover as trained employees can grow within the agency.
• Increase motivation, job satisfaction and morale among employees.
• Training instills pride in the agency’s work.

According to the society for Training & Development:
• 41% of employees at companies with inadequate training programs plan to leave within a year versus 12% of employees at companies who provide excellent training and professional development programs.
• A company will lose 10 to 30% of its capabilities per year without a consistent skills development plan.
• By year three, an organization has retained only 41% of its original capabilities, dwindling to 24% by year six.
• This is mostly due to employee movement, process changes, technology changes.

More than 60% of Companies believe that the skill of their teams is the most important success criterion for critical operation functions. Companies in the top quarter in training expenditure per employee per year ($1,500 or more) average
24% higher profit margins than companies that spend less than that (According to HR Magazine).
Key success factors for critical operations functions:
12,00%
Skill of the Team
18,80%
8,50%
60,70%
Effort of the Team
Support of
Management
Other

Learning chains are designed to make learning more actionable with your organization’s processes and individual job roles.
• Content, be it in the form of a formal class or a piece of information, must be simultaneously available and appropriate to a set of potential problems.
• If the solution is believed to be available and appropriate, it is more likely to be accessed.
• If it is accessed, it is more likely to be absorbed.
• If it is absorbed, it is more likely to be applied.
• If it is applied, it is more likely to drive individual performance and execution of business processes.
Benefit to Organization
Available Appropriate Accessed Absorbed Applied
Benefit to Individual

• Agencies are having to do more with less, increasing effectiveness is key.
• Skill development and training programs can impact effectiveness through:
– Increased productivity and performance improvement.
– Improved organization satisfaction.
– Increased employee morale and retention.
• A skill development and training program can be developed using cost effective methods.
• There are negative impacts and cost incurred due to a poorly implemented skill development and training program.

Agenda
• The Value of Training
• Planning Training
• Training Channels
• Training Administration
• Develop Training
• Training Delivery
• Training Continuous Improvement

• To fully capture the value of training, agencies should develop a training plan that matches employee preferences to training modalities and training needs.
• The training plan should include an instrument to measure the return on investment in categories such as productivity gains, improved customer service, compliance and increased employee morale/retention.
• Trainers and training development teams must be well trained to ensure support.
• Executive mandate may be required to ensure a successful training deployment.

• Training Objective
– Highlights program activities and provides executive summary.
• Training Goals
– Documents key goals of the training plan.
• Training Team
– Identifies training team and defines role and responsibilities.
• Training Schedule
– Provides high level training schedule. Detail tracking will take place in the training & registration tracker.
• Training Development
– Defines any training development or updates to material required.
– Highlights key dependencies and provides high-level timelines.

• Training Management
– Assess training needs.
– Develop training plan.
– Manage training effort, development & delivery.
• The Trainers
– Function as subject matter experts.
– Assist in training development and planning efforts.
– Deliver training.
• Key Stakeholders
– Participate in training planning sessions, providing input on program area needs.
– Contribute to effort by working with training management to collect process improvement data.

The training approach aims to provide comprehensive and targeted training to organization resources while at the same time minimizing the need to develop or participate in unnecessary training.
Define Roles and
Responsibilities
Develop
Competency
Model
Align Training
Plan
Deliver and
Monitor
Learning
Provides a bucket of roles, responsibilities and functions around which the training plan is built.
Identifies the capabilities and attributes to be demonstrated by competency level.
Links Roles and
Responsibilities to competency levels and outlines a map for delivering training.
Looks at the effectiveness of the learning initiative during delivery and can improve the training approach.

A competency model identifies the core skill and the expectations for each skill per level. Below is an example for competency expectations regarding procurement tools.
Procure to Pay – Procurement Tools
Basic
 Makes effective use of procurement solutions
 Acknowledges the need to utilize procurement tools in efficient manner
 Utilizes procurement tools for requisitions, receiving, change orders and invoicing
Advanced
 Knows the various transactions types and how they work with the financial solutions
 Use reporting and search capabilities own work easier and structured
 Looks actively to utilize new functionalities and applications that may make work easier and/or help colleagues grow
 Supervises and encourages colleagues to adopt procurement solutions

Mapping Competencies to Groups
With the user groups and the competency definitions identified, the next step is to map them together. For each user group and competency the Training Plan Team should identify what level a user needs to achieve.

After the competency model is completed the training plan can be aligned to learning assets.
Example Learning
Assets
In-Person Training
Job Aids
Office Hours

Metrics should be derived to determine training effectiveness.
The metrics will assist the Training Team in adjusting training during the year and planning for the next training cycle.
Training Completion by Group
Purchasing Agent
Approver
Requestor
0 100 200 300
Advanced Completion
Basic Completion
Total in Group
Utilization by Learning Asset
Webinar
20%
Office Hours
20%
In-Person
20%
Job Aid
40%

• If you have regional offices, look to include local resources as part of the training team to minimize travel costs.
• Ensure you have an adequate number of trainers for the number of users and competency gaps you have identified.
• Make sure training plan focuses on training related to your
Agency’s identified procurement priorities.
• Utilized MyFloridaMarketPlace provided training channels as part of the training plan to minimize development and training delivery on Agency resources.

• Break class up into groups
– Each group will be given a “role” and a competency (i.e.
Purchasing Agent, Contract Administrator, Invoice
Reconciliation).
– Have each group define a set of expectations for basic and advanced resources.
– Have a spokesperson share with the group.

Agenda
• The Value of Training
• Planning Training
• Training Channels
• Training Administration
• Develop Training
• Training Delivery
• Training Continuous Improvement

(Workshops & Seminars)
Online Self-
Paced
Webinars
One on One
Coaching
Office
Hours
Job Aids

What It Is
Best suited for
Typically delivered by experts in classrooms. The course may be supported by a training environment for demonstration and practice.
Learning cognitive content, specifically conceptual, process based, and application-level content.
Advantages
• Integrates business rules, processes and system transactions.
• Creates an interactive environment that promotes questions and discussion around training topics.
• Easily adaptable based upon instructor observation of participants.
• Recommended for covering complex subject matter.
Disadvantages
• Highly trainer dependent.
• Requires the availability of subjectmatter experts to deliver.
• Must be delivered multiple times and at various locations.
• Requires prerequisites that ensure that all participants are at the same level and a pace can be set for the delivery of the course.
• Sustainability of the training is highly people dependent.

What It Is
Best suited for
A self paced or instructor led method delivered via a Learning
Management System (LMS). learning cognitive content related to learning new tools, conceptual and application-level content.
Advantages
• Highly efficient method of training for web-based applications
• Can be taken at point-of-need, wherever users are located
• Maintenance is streamlined; content is updated easily
• Flexible navigation and strong search capability allows users to access specific information
• Decreased reliance on trainers
Disadvantages
• Requires users to have access to updated PC, modem, web access, etc.
• Higher development ratios than ILT
(more detail needs to be built-in)
• Requires more robust technical architecture & infrastructure
• Requires users to have web proficiency
• Users need to be self-motivated and proactive to complete learning

What It Is
Best suited for
Typically delivered by experts virtually. The course may be supported by a training environment for demonstration.
Learning cognitive content, specifically conceptual, process based, and application-level content.
Advantages
• Integrates business rules, processes and system transactions.
• Allows instructor led training across a broad geographic area.
• Leveraging In-Person seminar training material reduces development and update time.
• Can be recorded and distributed to additional users.
Disadvantages
• Highly trainer dependent.
• Requires the availability of subjectmatter experts to deliver.
• Must be delivered multiple times and at various locations.
• Reduced interaction with participants.
• Sustainability of the training is highly people dependent.

What It Is
Best suited for
Informal training conducted one-on-one or with a small group of participants. Emphasizes interactive discussion and hands-on practice of certain tasks.
Performance support, specific issue resolution.
Advantages
• Creates an interactive environment that promotes questions and discussion around training topics.
• Allows for rapid and thorough knowledge transfer.
• Supports the building of relationships and trust.
• Ideal for small audiences.
• Very personable.
Disadvantages
• Requires more time to deliver.
• Requires the coach to have knowledge and expertise.
• Not consistent (no training data in the system to structure the discussion).

What It Is
Best suited for
An environment in which participants can bring specific examples, questions and issues practice the skills and content learned. Practice environments can contain actual converted data to increase realism.
Discovery learning and/or, meaningful reception learning, and/or repetition and practice of learned content.
Advantages
• Allows unlimited practice.
• Allows users to use a production-like system without fear of the consequences of errors.
• Great to set up fake error scenarios that participants need to troubleshoot.
• Great for review after initial training.
Disadvantages
• Not always consistent (no guides or training data set up for a specific purpose).
• Users may have varying levels of proficiency before using.
• Desired data may not be available.
• May not be suitable for large numbers of users simultaneously .
• Refreshes may not be possible.
• Can be expensive to set-up a separate environment.

What It Is
Best suited for
A quick reference for simple tasks and information to minimize effort in performing tasks on the job.
Learning cognitive content, specifically conceptual, process based, and application-level content.
Advantages
• Simple, quick and easy to use.
• High accessible for referencing at point of need.
• Flexible approach to cover wide range of needs.
• Leverages knowledge of the experts and reduces the reliance on their support.
• Very user friendly.
Disadvantages
• Does not provide a platform for
Questions & Answers.
• Not appropriate for complex tasks.
• Requires reproduction and distribution and is more difficult to maintain.

• What would be an appropriate channel for:
– Rolling out new purchasing policy and procedures regarding Purchasing Cards across an agency in several locations?
– A refresher on agency specific fields and values for requisitions for all users?
– On-boarding new employees in
MyFloridaMarketPlace?
– Providing assistance on managing agency specific contracts?

Agenda
• The Value of Training
• Planning Training
• Training Channels
• Training Administration
• Develop Training
• Training Delivery
• Training Continuous Improvement

• At the beginning of each month arrange and confirm the next month’s (or quarter’s) training according to the plan.
• Consider room reservations far in advance.
• Reserve conference rooms for seminars
• Ensure a computer lab is available for workshops
• Reserve a quiet space for webinars
• Office hours may require a different type of room depending on goals
• Consider the days. Mondays and Fridays may not be the best days.
• Training times – mornings are often better with less distractions.

The MyFloridaMarketPlace team uses an Excel spreadsheet to track courses and attendance metrics.
Course
Target
Date
Status Time Channel Location
Staff
Lead
Available
Slots
#
Registrants
#
Attended
Contracts 4/7 Completed
8:30-9:30 a.m.
Webinar
Buyer eQuote 4/7 Canceled 2-3 p.m. Seminar
Receiving
Catalogs
4/15 Open
4/20 Open
8:30-9 a.m.
10-11 a.m.
Webinar
Seminar
MFMP Buyer 4/20 Open eQuote Clinic
Buyer eQuote
4/21 Open
4/30 Open
Online Trainer 1
Training Room 1 Trainer 2
Online Trainer 1
Training Room 1 Trainer 2
100
20
100
20
2-3 p.m. Office Hours Conf. Rm. 183 Trainer 1
8:30-9:30 a.m.
Workshop
8:30-10 a.m.
Seminar
Computer Lab 2 Trainer 3
Training Room 1 Trainer 1
_
_
20
30
_
2
5
8
_
10
25

• There are several tools you have access to that can be used to support registration and tracking for your training.
• Free online tools like survey monkey can be used to manage registrations.
• Excel can track scheduling, locations, and registration information.
• Place the document where it can be accessed by the training team to make coordination simple.
• Use outlook to send calendar appointments to registrants.
• Communicate trainings via email and internal agency messaging solutions.
• Use a shared email for training registration replies and confirmations.

• Survey Monkey can provide free, self-service registration management
– Once created, easy copy of past registration reduces setup time.
– Agency users can register themselves, reducing training management overhead.
– Cancellations have to be managed by the training registration owner.

• Develop training process and procedures to make training management easy.
• Define monthly/quarterly procedures
• Define activities per training
• Build communication templates
• Determine a cancelation threshold based on registrants vs. maximum course participants. Send reminders or cancelations notices at least 24 hours in advance. Develop a process and procedures document.

• Training course checklist
• Communications
• Things to consider

Agenda
• The Value of Training
• Planning Training
• Training Channels
• Training Administration
• Develop Training
• Training Delivery
• Training Continuous Improvement

To ensure that the training course aligns with your agency’s vision and expectations, include frequent reviews of all developed materials from the training plan to the final build of the course modules.
Training
Design Plan
Internal
Review
Training
Outline
Internal
Review
Material
Designs
Internal
Review
Material
Development
Internal
Review
Delivery

To ensure that the training course aligns with your agency’s vision and expectations, include frequent review of all developed materials from the training plan to the final build of the course modules.
Training
Design Plan
Internal
Review
Training
Outline
Internal
Review
Material
Designs
Internal
Review
Material
Development
Internal
Review
Delivery
A training plan design document will define the approach, timeline, and overview of the new material or update.

To ensure that the training course aligns with your agency’s vision and expectations, include frequent review of all developed materials from the training plan to the final build of the course modules.
Training
Design Plan
Internal
Review
Training
Outline
Internal
Review
Material
Designs
Internal
Review
Material
Development
Internal
Review
Delivery
The Training outline helps organize the training and directly translates into the training material development. This is key for new material.

To ensure that the training course aligns with your agency’s vision and expectations, include frequent review of all developed materials from the training plan to the final build of the course modules.
Training
Design Plan
Internal
Review
Training
Outline
Internal
Review
Material
Designs
Internal
Review
Material
Development
Internal
Review
Delivery
Before beginning course material development; build or update training templates. Be sure to refer to agency design standards.

To ensure that the training course aligns with your agency’s vision and expectations, include frequent review of all developed materials from the training plan to the final build of the course modules.
Training
Design Plan
Internal
Review
Training
Outline
Internal
Review
Material
Designs
Internal
Review
Material
Development
Internal
Review
Delivery
Take checkpoints with overall training development team to ensure material is developing in accordance with training vision and goals.

Training content should be organized into three phases of learning.
Tell the audience what they are going to learn. Show them what they need to know. And finally, let them try it themselves.
Tell
• Introduction
Show
• Demonstration
Do
• Activity

Tell the audience “what” they need to know.
Tell
• Introduction
Show
• Demonstration
Do
• Activity

Show the audience “what” they should be able to “do”
Tell
• Introduction
Show
• Demonstration
Do
• Activity

Let the audience “try” what they need to “do”
Tell
• Introduction
Show
• Demonstration
Do
• Activity
In this activity, you will use the eQuote templates to launch a quick event for special marketing campaign
• Create a new eQuote project
• Enter the details of your event (per the exercise worksheet)
• Launch the event (this event will be used in a follow on exercise)

Training Slides
• Each slide should illustrate a single point or idea.
• Use large, legible fonts.
• Avoid “overcrowding” on the slide, to keep message from being lost.
• Think about what the slides will look like if printed.
Creating Visuals
• Keep the design of visuals simple.
• Ensure legibility to the person sitting the farthest from the screen.
• Use color with purpose, not for decoration.
• Keep special effects to a minimum.
• Provide reasonable production deadlines.

State of Florida Training Development
• Utilize existing MFMP training materials where possible to jumpstart agency specific training development.
– IE: Tailor the Purchasing 101 training to your agency’s requesters and to reflect your agency’s policies.
• Set up example orders, invoices, or contracts so your customers in training can practice on them.

• Review of MFMP U Training Materials
– Training materials are available for most workshops, seminars and webinars.
– Material can be applied to agency templates.
– Material can be updated with agency specific information or screen shots.

Agenda
• The Value of Training
• Planning Training
• Training Channels
• Training Administration
• Develop Training
• Training Delivery
• Training Continuous Improvement

• Rehearse, rehearse, rehearse before the presentation.
• Arrive extra early at the presentation site and work closely with the technical professional.
• Bring backup visuals.
• Project a blank screen during lengthy transition, while entering into discussion.

While individuals may move between learning styles depending on the situation and level of experience, they tend to prefer one style over another.
Activist
Having an experience
Pragmatist
Planning the next steps
Reflector
Reviewing the experience
Theorist
Concluding from the experience

Activists are willing to execute quick tasks in the present. They enjoy presentations, reading, and activities in which they don’t have to lead.
Strengths
 Like to have a go

Involve themselves fully in new experiences

Are open-minded and enthusiastic about anything new
Weaknesses
 Tend to act first and consider the consequences afterwards

Often take unnecessary risks

Tendency to do too much themselves

Rush into action without sufficient planning

Get bored with implementation/ consolidation

Reflectors do not enjoy participating during learning. Instead they prefer to watch first and absorb the information. They then like to plan their own course of action and then implement what they have learned.
Strengths
 Careful

Thorough and methodical

Thoughtful

Good at listening to others and assimilating information

Rarely jump to conclusions
Weaknesses
 Tendency to hold back from direct participation

Slow to make up their minds and reach a decision

Tendency to be too cautious and not to take enough risks

Not assertive – not forthcoming with their point-of-view

Theorists prefer theories and like to have ideas presented in an organized fashion. The examples need to be real world as long as they make the point.
Strengths
 Think problems through step-by-step

Rational and objective

Good at asking probing questions

Disciplined approach
Weaknesses
 Restricted in lateral thinking

Low tolerance for uncertainty, disorder and ambiguity

Intolerant of anything subjective or intuitive

Full of “should, oughts, musts”

Pragmatists prefer realistic examples that relate directly to their roles. They would rather learn how to apply the concept to their job rather than review hypothetical.
Strengths
 Like to try out ideas, theories and techniques to see if they work in practice

Practical, down to earth, realistic

Businesslike – gets straight to the point

Technique oriented
Weaknesses
 Tendency to reject anything without an obvious application

Not very interested in theory or basic principles

Tendency to seize on the first expedient solution to a problem

On balance, task oriented rather than people oriented

As parting of a skill development program, learners should be encouraged to participate with an open mind.
Behaviors that increase learning: Behaviors that decrease learning

Asking questions

Suggesting ideas

Exploring options

Taking risks and experimenting

Being open about the way it is

Admitting inadequacies and mistakes

Converting mistakes into learning

Reflecting and reviewing

Discussing what has been learned

Taking responsibility for your own learning

Acquiescing

Rubbishing ideas

Going for expedient, quick fixes

Being cautious

Telling people what they want to hear/ filtering bad news

Not admitting mistakes

Repeating the same mistakes

Rushing around being active all the time

Discussing only what happened

Waiting for others to do it for you

• Break class up into groups
– Each group will be given a “channel” and a set of Lego.
– Each group will build a prototype with a minimum of 15 pieces.
– Each group will build training based on the channel in order to have the other groups build their design.
– Deliver the training.

Agenda
• The Value of Training
• Planning Training
• Training Channels
• Training Administration
• Develop Training
• Training Delivery
• Training Continuous Improvement

• Attendance lists
– Create sign in sheet from registration process.
– Have last minute attendees manually enter their information.
– Reconcile registrants vs. attendees to ensure compliance and tracking against training goals.
• Course Surveys
– Develop a course survey that allows you to compare each course against others.
– Strongly encourage attendees to complete survey’s.
– Analyze and store results in a central location for easy annual review.
• Performance Metrics
– Set measurable performance metrics and take before & after picture to see improvements .

• The following questions can be measured on a five point scale:
(Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree)
– The Training was well organized
– Training materials were helpful to my learning.
– The information presented will be of value to me in my current and / or expected job responsibilities.
– Training leader was knowledgeable about the MFMP system.
– Training was easy to understand.
– Training leader answered my questions clearly
– The pace of the instruction was appropriate.
• This question is measured on a five point scale: (Excellent, Good,
Average, Fair, Poor)
– Overall I found the MyFloridaMarketPlace Training to be:
• It is a good idea to have an open entry section where users can fill in additional comments.

– www.surveymonkey.com
– Free accounts
– Online survey’s
– Survey result analysis and export

The training development approach requires annual feedback, ensuring that the next training plan advances the skills and knowledge gains obtained during the current cycle.
• On an annual basis conduct a training review session with training team and key stakeholders.
• Utilize collected training feedback and metrics to determine prior year training effectiveness.
• Review competency model and adjust based on agency organization and process and procedure changes.
• Develop new training plan based upon feedback and metrics.