Developing Training and Measurement
Strategies to Align with Business Goals
By Jay Kasdan, Project/Account Manager
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Warm-up: Factors that Influence the Ability of
Training to Increase Productivity
•
Three minutes to complete the question on page two
•
Seven minutes to discuss your rankings as a group.
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Agenda
•
Training Challenges
– Business alignment and success
– Our Language
– Training is part of the equation
– Business results happen after training
– Our opportunity
•
Business Initiative Questionnaire
– Review each section of the questionnaire
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Training Success Metrics
Source Robert Brinkerhoff – Corporate University Journal
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Training Department Challenges
•
Aligning with HR
•
Allocating budget based on business impact
•
Accurate measurement
…as areas where they are least effective.
Source: Bersin & Associates
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What are Learning and Development Challenges?
Increasing Program
Effectiveness
37%
Integration with Performance
and Talent Management
32%
27%
Measuring Impact
Improving Efficiency,
Reducing Costs
26%
Improving Technology
Infrastructure
21%
19%
Increasing Learner Usage
17%
Deploying Programs Faster
Increasing Training Revenue
9%
Source: Bersin & Associates
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Seven Words that are Bad for Business
•
Learning or Learner
•
Social
•
Informal
•
Knowledge Management (two words – one
concept)
•
Training
•
ROI
•
Web 3.0
Source: Jay Cross
Chief Learning Officer Magazine
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Getting a Seat at the Table
• Speaking the language of executives is one of the
biggest skill gaps in the learning profession
• Amended - Speaking and thinking like business people
is one of the biggest skill gaps in the learning
profession
Source: Kevin Oakes
ASTD Regional Presentation
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Importance of Follow-up: Change In
Leadership Effectiveness
My co-worker did no follow-up
Table 1
40
Company A
Company B
Company C
Company D
20
Company E
Percent
Avg Leader
0
-3
-2
-1
0
1
2
3
Perceived Change
Source: Marshall Goldsmith, Ph.D
Marshall@MarshallGoldsmith.com
Importance of Follow-up: Change In
Leadership Effectiveness
My co-worker did some follow-up
Table 3
40
Company A
Company B
Company C
Company D
20
Company E
Percent
Avg Leader
0
-3
-2
-1
0
1
2
3
Perceived Change
Source: Marshall Goldsmith, Ph.D
Marshall@MarshallGoldsmith.com
Importance of Follow-up: Change In
Leadership Effectiveness
My co-worker did consistent or periodic follow-up
Table 5
Company A
Company B
40
Company C
Company D
Percent
Company E
Avg Leader
20
0
-3
-2
-1
Perceived Change
0
1
2
3
Source: Marshall Goldsmith, Ph.D
Marshall@MarshallGoldsmith.com
70/20/10 Rule
• 70% of learning comes from direct experience.
• 20% of learning comes from our interactions with
others.
• 10% of learning comes from formal educational
events.
Source: Morgan McCall, Robert W. Eichinger, and
Michael M. Lombardo at the Center for Creative
Leadership
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Five Moments of Need
• When learning for the first time.
• When trying to learn more.
• When trying to remember/apply.
• When things change.
• When something goes wrong.
Source: Copyright Conduit TecKnowledgy 2007 –
Conrad Gottfrenson and Bob Mosher
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Williams and Rosenbaum – Learning Paths
•
Stresses the difference between trained and proficient
•
Focuses on developing learning paths or a series of
planned activities to align “graduation day” with
“independence day.”
•
Question: How long does it take a worker to be
proficient?
– At their job?
– A specific task?
– A new skill?
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Evaluation as Part of Work
•
“…learning is on the job, for the job, and very often is
the job.
•
Methods for judging worth and planning subsequent
efforts belong when and where the action is.
•
Questions about value and improvement should be
baked into the work system, not collected separately.”
Source: Allison Rossett, 2007
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Connor - Commitment to Change Model
Source: Connor (ODR inc) www.connerpartners.com
US Army Enterprise Solutions Center www.army.mil/ESCC/cm/model2_i1.htm
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Our Opportunity: Q x A = E
• Quality x Acceptance = Effectiveness
• George Eckes introduced the equation for change
• The Power of Acceptance
–
–
–
–
–
7 x 4 = 28
8 x 3 = 24
5 x 7 = 35
8 x 5 = 40
7 x 7 = 49
Source: Making Six Sigma Last – George Eckes
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Fredrickson Communications Business
Initiative Questionnaire
•
•
•
•
Business Goals
Processes, Tasks, and Skills
Proficiency
Implementation, Accountability, and Measurement
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Fredrickson Communications Business
Initiative Questionnaire
Purpose and Goals
•
•
•
•
A consultative dialogue for alignment and success
Business goal identification and measurement strategy
Alignment of process, skills, and tasks to business goals
Development of an implementation and measurement
strategy to support the business
• Development of a review checklist to support the
implementation
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The Most Important Question
What is the business goal?
•
•
•
•
First five questions of the business initiative questionnaire
Provides the rationale for the change
Sets the goal for alignment
Defines the reason for training in our partners/clients
terms
• Determines how the business will or won’t measure?
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Initiative Outcomes: Processes, Tasks,
and Skills
This section helps to
• Identify the processes, tasks, and skills to support the
initiative
• Align the business goals to the associated processes,
tasks, and skills
• Define who will complete the processes, tasks, and skills
• Assess business confidence
• Highlight training objectives, content, and participants
• Processes, tasks, and skills can all be defined through
review checklists
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Proficiency
Highlight a common flaw in learning design
• One-time training rarely if ever produces proficiency
• Think proficient not trained – expand instructional design
to support the employee on-the-job (after training)
• Develop support tools to supplement training
• Think “findability” and “moment of need”
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What Employees Want
•
•
•
•
•
What do I really need to know
Less what do I know already
Less what can I look up
Less what I will never use
Less what the person next to me can tell me
Source Elliot Masie – Joint ASTD TCC and PACT Meeting
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Implementation, Accountability and
Measurement
• Question 15 and 16 focus on accountability and
measurement.
• How will you know if employees are completing the
appropriate processes and tasks and using new skills
on the job?
 We won’t know
• Who is accountable to ensure the new processes,
tasks, and skills take place on the job?
 Nobody
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Success Happens After Initiative Completion
• Many initiatives require a
change in daily work activities
• Few initiatives have a plan to
integrate “new work activities”
into daily work activities
• Integration of the “new work
activities” is critical to achieve
business goals
• Benefits start at the Adoption
phase
Adapted from: Connor (ODR inc) www.connerpartners.com
Source: Army Business Transformation Knowledge Center
www.army.mil/ArmyBTKC/enablers/cm/model2.htm
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Our Opportunity
•
Lead or guide implementation efforts on the job
•
Develop blended learning strategies that support
proficiency
•
Define processes, tasks, and skills in measureable
actions (think objectives SMO)
•
Align actions measurement with business
measurement (align level three and four)
•
Lead or get actively involved in the 70/20/10 and Web
2.0 strategies to support proficiency and business
results
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Group Exercise
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Business Goal
– Reduce month-end close process from ten days to three
days
•
Process or Policy
– Month end close process
•
Tasks or Skills
– 21 steps of close process
– Numerous system tasks related to 21 steps
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Group Exercise
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Responsible
– Staff of shared service and finance managers
•
Accountable
– CFO
– Shared Services Manager
– Finance Managers
•
Review Checklist
– 21 steps of close process in order with responsible and
accountable
– Individual task lists for each of the 21 steps
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Thank You
Contact information
• jkasdan@fredcomm.com
• 612-746-1730
Comments
• Using Level Three Measurement to Drive Business
Results – Blog Posting www.fredcomm.com/blog
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