kepner tregoe training the means to an end

8/2/2019 Kepner Tregoe Training the Means to an End

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Copyright 2010 Kepner-Tregoe, Inc. All Rights Reserved 1

Training, the means to an end...

Four Principles to Maximize the Valueof the Training you Provide


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Session Objectives

Review strategies to make the most of given training toaddress given issues.

See how to make skills acquired in training an everydaybusiness practice

Understand how to overcome barriers to successfulimplementation of training


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Questions

What kind of training does your company provide(technical, people skills, etc.) and for who (functionalareas)?

Why does your company provide training?

What does your company invest in training, in terms of timeand cost?

What results does your company get from training, andhow is it measured?

What can be done to provide a greater return?


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Barriers to Effective Implementation

Training not tied to strategic goals

New skills are not tied into the business process

New skills are in conflict with existing measures andprocesses

Participants learn the skills, not sure how to apply them tothe job

Participants are not encouraged to use new skills on the job

Participants perceive that new skills are difficult to use

Participants are not coached on use of new skills

Management does not support or reinforce use of new skills


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The Four Principles

Structured Training

To ensure the skill-set istransferred and access tocoaching support is successfulafter the workshop.

Process Integration

To ensure that there areclear links between thetraining and the businessprocesses and improvementobjectives

Performance System

Integration

To ensure that the workenvironment (expectations,measures, tools/resources,consequences andfeedback) is conducive tousing the new skills

Coaching On-the-Job

To ensure that real timeguidance is available throughcontent and process experts;results measured andappropriate behavior isreinforced

Strategic

& operational resultsthrough improved

human performance


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The Four Principles

Structured Training

Everyone understands their role in achieving the Strategic andOperational Results we need to improve

Provide Coaching

The target audience has access to coaching support to besuccessful using the training

Process Integration

There are clear links between business processes, improvementobjectives and the training being deployed

Performance System Integration

The work environment is conducive to using the new skills


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The Four Principles

Structured Training


Process Integration


Performance System

Integration


Coaching On-the-Job


Strategic


human performance


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Structure the Training

Set expectations before training begins

To communicate how the training will be used and itsrelevance to participants and organization

What do people need to know prior to attending training?

Why is the training is being offered?

What should the participants expect?

What should people do differently after the training?


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Why is the training is being offered?

Which business results are driving the need for thetraining?

What is the gap that needs to be closed?

How will using the skills presented in the trainingcontribute to achieving those results?


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What should the participants expect?

How should they prepare?

What will happen during the training?

What issues will be addressed during the training? How is the learning relevant to their work?


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What should people do differently after the training?

What are the processes/situations where new skillsshould be applied Who/What/Why/When/How?

How much of what is learned will they need to

use? What evidence will they be asked to provide to

verify application of the new skills?

What will be the consequences of using the skillslearned in the training?


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Examples of triggers for use

CapEx -> $xx,xxx -> Use formal decision making forrecommendations

Tool down +12 hours -> Use a systematictroubleshooting method

Open a tool down ticket -> Apply predeterminedportions of trouble shooting methods

Costs of repair > $xxx -> Validate fix using a systematic

troubleshooting method

Not solved after one week -> Group process with

Facilitator


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The Four Principles

Structured Training


Process Integration


Performance System

Integration


Coaching On-the-Job


Strategic


human performance


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130-20-P348508C Copyright 2008 Kepner-Tregoe, Inc. All Rights Reserved 14

Integrating the skills with the business process

To remove barriers that impede the desired behaviors

Build the use of process into exisiting procedures (embed thelearning)

Enhance existing practices and ensure that a new standard orway of working becomes routine as soon as possible

Prepare and assign coaches

Provide an environment for using process

Integrate Training into Processes


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130-20-P348508C Copyright 2008 Kepner-Tregoe, Inc. All Rights Reserved 15

Prepare a supportive environment

Provide cleanroom notepads

Modify your software systems to reflect the use of the skills

Ensure a feedback process is included in order to facilitateincreased learning

Create website (intranet) with info, case materials, anectdotes,etc.

Create a War room for solid thinking in groups

Put posters on the wall, stickers on machines, etc.



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Examples: After two guesses -> Apply method formally

Define clear process description for handlingproblems / malfunctions in practice

Who / What / Why / When / How

Define triggers to use (parts of)troubleshooting method

Example of troubleshooting process (printed on cards / posters)Probleem

(object met afwijkingvan de norm)

Situatiebeoordeling- ontleden/verduidelijken- formuleren Object + Afwijking

Procesaan-passingen mogelijk?

Ja

Nee

Procesaanpassing- aanpassing doen- rapportage actie en effect

Probleemopgelost?

Kies/implementeer maatregel

(Beperkt)# mogelijke oorzaken?

Probleemopgelost?

Ja

Rapportage

Nee

Evalueer MOn- Toets MOn- Bepaal MWO

Bewijs de juiste oorzaak- Bewijs aannames- Probeer onder controle

Formuleer mogelijke oorzaken.. op basis van kenmerken

en v eranderingen

Produkt/klantwisselmogelijk?

Nee

Nee

Betrek specialisten

Wissel!

Ja

Excellente oplossingproduktieproblemen

Ploegchef (en eventuele specialisten)

Storingsmonteur

Assistent ploegchef

Operator

Formuleer mogelijke oorzakenop basis van kennis en

ervaring/historie/PIMS

Ja

Beschrijf het probleem- Geef probleemomschrijving- Specificeer het probleem

Nee

Einde

Ja

Excellente oplossingproduktieproblemen

Probleemomschrijving: Wat is het object en de afwijking?Wees precies! Weet je waarom? Ken je de norm? Wat staat er in PIMS?

Is Is niet

Wat

Waar

Wanneer

Omvang

Welk object, groep van objecten, ding,product, etc. heeft een probleem?

Wat is er mis mee? Wat is de afwijking?

Waar / op welke plaats was het objecttoen het probleem werd gezien?

Waar op het object bevindt zich deafwijking?

Wanneer werd het probleem voor heteerst opgemerkt (datum/tijd)?

Wanneer werd het probleem sindsdien

waargenomen (datum / tijd / patroon)?

Wanneer in de levensloop of het proceswerd het probleem voor het eerstopgemerkt?

Welk object, groep van objecten, ding,product, etc. had dit probleem ookkunnen hebben, maar heeft het nu niet?

Welke andere afwijkingen had kunnenworden waargenomen maar blijken nuniet op te treden?

Wanneer had het probleem ook voor heteerst opgemerkt kunnen worden, maarwerd het niet geconstateerd?

Wanneer had het probleem sindsdien

waargenomen kunnen worden, maarwerd het niet geconstateerd? Wanneer in de levensloop of het proceshad het probleem opgemerkt kunnenworden, maar werd het nietgeconstateerd?

Hoeveel objecten hadden de afwijkingkunnen vertonen, maar doen dat niet?

Hoe groot had n afwijking kunnen zijn,maar is dat niet?

Hoeveel afwijkingen hadden er op nobject kunnen zitten, maar zijn er niet?

Wat had de trend kunnen zijn, maar ishet niet?

Hoeveel objecten vertonen de afwijking?

Hoe groot / wat is de afmeting van nafwijking?

Hoeveel afwijkingen zitten er op nobject?

Wat is de trend? Meer, minder of gelijk-blijvend aantal objecten of afwijkingen?

Waar / op welke plaats had het objectmet de afwijking kunnen zijn, maar is hetniet?

Waar op het object had de afwijking zichkunnen bevinden, maar bevindt het zichniet?

Beschrijven vanhet probleem

Copyright 2004, Kepner-Tregoe, Inc. All rights reserved.20-2-2004



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The Four Principles

Structured Training


Process Integration


Performance System

Integration


Coaching On-the-Job


Strategic


human performance


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Provide Coaching to Support Success

Working with performers back on the job after the training

To continuously improve performers performance

Identify Opportunity to Coach

Agree on the SituationAgree on a Plan of Action

Follow up and Recognize Accomplishment


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Recognize Opportunity to Coach

To identify opportunities to support performers

Observe the Performer and pinpoint the behavior thatneeds improving

Clarify expectations when initiating a coachingdiscussion

Pick a convenient time and place for the personbeing coached

Determine coaching actions



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Agree on the Situation

To establish the need for action

Confirm a mutual understanding of the issue to bediscussed

Provide the opportunity to share varying perspectives

Listen to what the other person has to say

Reach consensus about the impact of the behavior



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Agree on a Plan of Action

To get the results you both want

To change behavior and get the desired results

Identify and agree on action steps

Agree on how results will be measured

Identify what support will be needed

Schedule a follow-up discussion



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Follow up and Recognize Accomplishment

To keep track of how the person is doing and to rewardresults

Schedule periodic reviews

Give specific, performance-based feedbackProvide consequences to encourage the desired behavior



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The Four Principles

Structured Training


Process Integration


Performance System

Alignment


Coaching On-the-Job


Strategic


human performance


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Align the Performance System with the Training

Set expectations before training begins for application of new skills

To align the work environment to stimulate the new behaviors

Define (in advance) issues/projects to work on

Provide pre-work for personal preparation

Be present during (part of) training

Set tasks for post-training to overcome on-the-job barriers

Adjust job descriptions to reflect the desired behavior

Evaluate use of methods/behaviors daily and provide instant feedback

Part of regular job performance reviews

Make sure group leaders / line managers use the methods in the waythey ask about the status of problems


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Performance System Alignment

Provide consistent, immediate consequences that are significant for the

performerProvide extra tools and support

Ensure managers receive and give support to implementing new ideaslearned during training.

Monitor ongoing application of new skills

Ask participants to document the use of their new skills and feed backtheir use of initiatives to managers.

Provide specific, objective, measurable, frequent, timely feedback, aimedat maintaining or adjusting the desired behaviour

Evaluate training with individual participants

Let participants maintain a log of application of skills

Let participants present about the training to their colleagues

Provide additional opportunities to practice


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Performance System Alignment

Provide consistent, immediate consequences that are significant for the

performerShort term

Reinforce value of progress made using ideas

Manage the emphasis on action, not questions

Provide T-Shirts, dinner coupons, etc.

Publicize successes and war stories

Allow next person in line to throw issue back

Long termShow connections to potential bonus or promotion

Emphasize value of organizational results


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Performance Environment Benchmark


Manager Coach TSE/Service Desk

Objective Support the adoption of Kepner-Tregoein the Technical SupportOrganization

Support the adoption of Kepner-Tregoe in the Technical SupportOrganization

Adoption of KT Methodology*

Metric Train 100% of staff by year end.For each trained employee,demonstrated usage of KTmethodology* on 80% of customerreported problems and customerinquiries. KT Results are recorded

using the KT tools available inCTS. Set KT competency goal for eachtrained employee.

Frequent coaching as recordedusing KT Coaching log in CTS.Competency level of assignedcoachees regularly assessed inKT Coaching log in CTS.

Once trained, demonstrated usageof KT methodology* on 80% ofcustomer reported problems andcustomer inquiries. KT Results arerecorded using the KT tools availablein CTS. Achieve the KT competency

goal as set forth by manager.

Meets 100% of staff trained by year end.80%usage of KT on customer reportedproblems and customer inquiries. Setcompetency goals for 100% of trainedemployees.

At least one weekly coachinginteraction with every assignedcoachee (except during vacations,emergencies, or other agreed onbusiness reasons) and assessmentrecorded in KT Coaching log inCTS. Coachees achieving

competency goal.

80% usage of KT on customerreported problems and customerinquiries logged in CTS KT Tools.Achievement of KT competency goalas set forth by manager.

Exceeds Meets + 90% usage of KT on customerreported problems and customerinquiries + evidence that manager hasextended the use of KT methodology*into other areas of the organization orin collaboration with customers.

Meets + coachees surpass the KTcompetency goals as set forth bymanager.

90% usage of KT on customerreported problems and customerinquiries logged in CTS KT Tools +surpasses the KT competency goalas set forth by manager.


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Requirements for Success

Active Senior Management sponsor in each management chain

Results expected clearly defined and understood

Two-stage implementation - core then others

Agreed performance system from Senior Management

Results-oriented role models

Immediate on-job relevance

Clear triggers for when to use process

Information systems to support use

Rewards to those who use the process

Follow-on activity to reinforce use

Continued monitoring and evaluation

Time commitment given to support process


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Results Based Skill Development

Creating measurable results and lasting value by:

Starting with the end in mind: If training is the answer,what is the question?

Integrating the skills with the business process(embedding the learning)

Removing barriers that impede the desired behaviors(effective work environment)

B S


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Results Based Skill Development

Factors to consider for Performance System Solutions

Cost of solution

Ease of implementation

Disruptions

Permanence

The individual performers

Fit with organizational strategy

Fit with organizational culture


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Contact Details

John AgerSenior Consultant, Lifescience

[email protected]+1/609-252-2451

+1/609-731-4330(Cell)

Lisa Olenski

mailto:[email protected]:[email protected]


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Auxiliary


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History and Overview

Founded in 1958, by Drs. Charles Kepner and BenjaminTregoe

Thought leaders in rational process and critical thinkingtechniques

Authored numerous books including:New Rational Manager, The Art & Discipline of StrategicLeadership, Implementation, How Organizations Work

Circa 7 million individuals developed from Senior Execsthrough line management to direct employees.

Headquartered in Princeton, New Jersey

Global footprint, with multi-language capability andpresence in 25 countries, ca. 250 full-time employees

Copyright 2010 Kepner-Tregoe, Inc. All Rights Reserved


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Why Kepner-Tregoe?

Process approach - How to think vs. What to think

Implementation targeted at specific organizationalobjectives and measures

Robust, proven methods

Facilitative approach (client owns the solution)

Skills transferred to clients (teach to fish)

Common language across departments and at all levels

Global reach - conducts business in 40 countries and in14 languages


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The KT WAY

T H E

W A Y

RATIONAL PROCESS Since 1958 Kepner-Tregoe has been developingrational process ideas and building business applications for our clients with

the goal of achieving Rapid Results and Lasting Value

COLLABORATION Kepner-Tregoes approach is based on building acohesive KT-client team, we work along side our clients to jointly develop andimplement customized solutions. This ensures that we are addressing theissues in the most effective manner and that our clients keep ownership of

journey and the outcome.

CAPABILITY TRANSFER Sustainability comes from enabling theorganization to resolve its issues on its own. Kepner-Tregoes philosophy isdeeply grounded in the belief to transfer its management capabilities to ourclients, allowing for continuous improvement long after the completion of the

initial engagement

VALUE CREATION Kepner-Tregoes solutions address key strategic andoperational needs. We create value through Rapid Resultsby applying ourManagement Tools to key issues right from the beginning of the engagement.We generate Lasting Valueby supporting the implementation of those toolsfor greatest sustainability

C i ht 2010 K T I All Ri ht R d

kepner tregoe training the means to an end

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