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We make information useful!

Developing Training and Measurement Strategies to Align

with Business Goals

By Jay Kasdan, Project/Account Manager


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.


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


Training Success Metrics

Source Robert Brinkerhoff – Corporate University Journal


Training Department Challenges

• Aligning with HR

• Allocating budget based on business impact

• Accurate measurement

Source: Bersin & Associates

…as areas where they are least effective.


What are Learning and Development Challenges?

Source: Bersin & Associates


Seven Words that are Bad for Business

• Learning or Learner

• Social

• Informal

• Knowledge Management (two words – one concept)

• Training

• ROI

• Web 3.0Source: Jay CrossChief Learning Officer Magazine


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

Table 1My co-worker did no follow-up

Company A

Company B

Company C

Company D

Company E

Avg Leader

Importance of Follow-up: Change In Leadership Effectiveness

-3 -2 -1 0 1 2 3

Per

cent

0

20

40

Source: Marshall Goldsmith, [email protected]

Perceived Change

Company A

Company B

Company C

Company D

Company E

Avg Leader

My co-worker did some follow-upTable 3


-3 -2 -1 0 1 2 3

Per

cent

0

20

40

Source: Marshall Goldsmith, [email protected]

Perceived Change


My co-worker did consistent or periodic follow-upTable 5

Company A

Company B

Company C

Company D

Company E

Avg Leader

-3 -2 -1 0 1 2 3

Per

cent

0

20

40

Perceived Change Source: Marshall Goldsmith, [email protected]


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


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


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?


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


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


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


Fredrickson Communications Business Initiative Questionnaire

• Business Goals• Processes, Tasks, and Skills• Proficiency• Implementation, Accountability, and Measurement


Fredrickson Communications Business Initiative QuestionnairePurpose 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


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?


Initiative Outcomes: Processes, Tasks, and SkillsThis 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


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”


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


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


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.comSource: Army Business Transformation Knowledge Center www.army.mil/ArmyBTKC/enablers/cm/model2.htm


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


Group Exercise

• 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


Group Exercise

• 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


Thank You

Contact information• [email protected]• 612-746-1730

Comments• Using Level Three Measurement to Drive Business

Results – Blog Posting www.fredcomm.com/blog

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Documents

information useful

marshall goldsmith

equality x acceptance

business goals development

developing learning

moments of needwhen

initiative outcomes

leadership effectivenesssource