Benefits to the Organization & Helping Managers and Employees Get the Most Out of Training TRAINING TRANSFER: A STRATEGY FOR MAXIMIZING PROJECT EFFORTS.

Benefits to the Organization&Helping Managers and Employees Get the Most Out of Training

TRAINING TRANSFER: A STRATEGY FOR

MAXIMIZING PROJECT EFFORTS

MARCH 8, 2012

Three approaches:

What can an organization/manager do?What can the employee do?What can the trainers do?

OVERVIEW

Training TransferApplication of:

KnowledgeSkillsBehaviorsAttitudes

BACKGROUND:DEFINITIONS

Training Is:• Conferences• Webinars• Retreats• Seminars

• In-house trainings• Programs• Classes• And more…

BACKGROUND:DEFINITIONS

BACKGROUND: THE PROBLEM

$134.39 billion invested annually

Investment Return0

20

40

60

80

100

120

140

160

BACKGROUND: THE PROBLEM

Lack of time

WHY?

Enthusiasm fades

Lack of buy–inLimited technology or materials

Training participant’s status

Magnitude of change

Learning is a process

Lack of organizational structure

IMPORTANCE:TRAINING TRANSFER

For Employees:Performance and accountabilityGrowth and innovationGreater job satisfactionImprove quality outcomes

For Organizations:Strategic planning EfficiencyFlatter organizations Continuous quality improvementTechnology changes

Work Smarter, Not Harder

Why is Professional Development Important?

IMPORTANCE:TRAINING AS A PROJECT

Project Steps:

1. Initiation – PCTS

2. Planning – resources, roles

3. Execution – training, implement skills

4. Closure – evaluate results

9

IMPORTANCE:TRAINING AS A PROJECT

ProductTraining Transfer

TimeAllocated Training

Time

Scope

CostBudget for Training

Knowledge Management DefinitionA growing discipline that helps project

managers capture insight and experience to make them available and usable by the entire project team.

INITIATION:MANAGER

Initiation | Planning | Execution | Closure

Perform a Needs AssessmentIf training is appropriate:

INITIATION:MANAGER

Initiation | Planning | Execution | Closure

Develop a timeline Determine all aspects of cost as they relate to:

TimeExpenses

DetermineObjectives Who should attendHow you will “advertise” the training

Consider:The TrainerClear ObjectivesSchedule (frequency and duration)Case for Investment

Your Role: Self-Starter

INITIATION:EMPLOYEE

Initiation | Planning | Execution | Closure

Limited Say…but -May Influence ScopeDo Your Research

Make Recommendations

Advocate for What You Need

Your Role: Advisor

PLANNING:MANAGER

Initiation | Planning | Execution | Closure

Need direction, clarity, and boundariesWork with the trainer Training

PaybacksEmpowerment

Motivation

Self-Esteem Involvement

Commitment

Interest

Engage EmployeesEmpower DecisionsOffer Support

With the Employee:

PLANNING:MANAGER

Initiation | Planning | Execution | Closure

Discuss:What Training InvolvesApplication PlansExpectation AlignmentWork EnvironmentBarriers and Mitigation

Communicate Benefits and ObjectivesAddress SpecificsUse Needs AssessmentTie with organizational goalsDevelop a plan

Your Role: Dot-Connector

PLANNING:EMPLOYEE

Initiation | Planning | Execution | Closure

Research and prepare

Get Buy-in

Link training to organization’s goals

Set learning goals

Set implementation schedule

Technology procurement

Your Role: CoachFollow upFollow through Integrate and applyReinforce

Recognize the learning curve Establish a “norm”

EXECUTION:MANAGER

Initiation | Planning | Execution | Closure

Your Role: Do-er

EXECUTION:EMPLOYEE

Initiation | Planning | Execution | Closure

• At Training:• Be in the moment

• Gather materials

• Make a plan

• Arrange support

• Check learning goals and questions

Your Role: Do-er

EXECUTION:EMPLOYEE

Initiation | Planning | Execution | Closure

Back in the Office:• Start with yourself

• Make a presentation (or two or three)

• Weave in ideas

• Be convincing

• Make it easy

Your Role: Appraiser

CLOSURE:MANAGER

Initiation | Planning | Execution | Closure

Evaluate performanceAppreciate, reinforce

Key indicators for evaluationExtentPerceptionsResults

Communicate RegularlyStaffUpper Management

Additional MethodsObtain Feedback Improve AccessibilityMonitor Results

Shortcomings of Knowledge Management

CLOSURE:MANAGER

Initiation | Planning | Execution | Closure

Cultural Shift

Technology Investment

Your Role: The CloserAfter a pre-determined period of time:

• Follow up

• Evaluate Yourself

• Re-present

• Get evaluated

• Document Results

CLOSURE:EMPLOYEE

Initiation | Planning | Execution | Closure

L e h a n e y , B r i a n e t a l . “ B e y o n d K n o w l e d g e M a n a g e m e n t ” 2 0 0 4 . I d e a G r o u p P u b l i s h i n g .L e w i s , J a m e s P. “ P r o j e c t L a n n i n g , S c h e d u l i n g & C o n t r o l , ” 2 0 11 . M c G r a w H i l l B o o k s .A l b u , E m a n u e l . “ E m b e d d i n g Q u a l i t y S y s t e m s i n t o t h e T r a i n i n g C y c l e . ” A m e r i c a n S o c i e t y f o r T r a i n i n g

a n d D e v e l o p m e n t . T r a i n i n g & D e v e l o p m e n t , A u g . 2 0 1 0 . P a g e s 7 6 - 7 7 .B e n s o n , S u z a n n e G . & D u n d i s , S t e p h e n P. ( 2 0 0 3 ) . “ U n d e r s t a n d i n g a n d M o t i v a t i n g H e a l t h C a r e

E m p l o y e e s : I n t e g r a t i n g M a s l o w ’ s H i e r a r c h y o f N e e d s , T r a i n i n g a n d Te c h n o l o g y . ” J o u r n a l o f N u r s i n g M a n a g e m e n t ( 11 ) 3 1 5 - 3 2 0 .

H u m a n R e s o u r c e s a n d S k i l l s D e v e l o p m e n t C a n a d a . ( 2 0 0 9 ) . “ Ta k i n g A c t i o n : A G u i d e . I n t e g r a t i n g E s s e n t i a l S k i l l s T r a i n i n g i n t o t h e W o r k p l a c e . ” O f f i c e o f L i t e r a c y a n d E s s e n t i a l S k i l l s .

B a n a j i , M a h z a h r i n R . ; B a z e r m a n , M a x H . ; & C h u g h , D o l l y . “ H o w ( U n ) E t h i c a l A r e Yo u ? ” H a r v a r d B u s i n e s s R e v i e w . D e c . , 2 0 0 3 . P a g e s 5 6 - 6 4 .

H e a t h f i e l d , S u s a n M . “ To p Te n W a y s t o M a k e E m p l o y e e E m p o w e r m e n t F a i l . ” A c c e s s e d F e b . , 2 0 1 2 . h t t p : / / h u m a n r e s o u r c e s . a b o u t . c o m / o d / i n v o l v e m e n t t e a m s / a / e m p o w e r m e n t . h t m

I b i d . “ Te n T i p s t o M a k i n g T r a i n i n g a n d D e v e l o p m e n t W o r k . ” A c c e s s e d F e b . , 2 0 1 2 . h t t p : / / h u m a n r e s o u r c e s . a b o u t . c o m / o d / t r a i n i n g t r a n s f e r / a / t r a i n i n g _ w o r k . h t m

I b i d . “ T r a i n i n g C a n M a k e a D i f f e r e n c e . ” A c c e s s e d F e b r u a r y , 2 0 1 2 . h t t p : / / h u m a n r e s o u r c e s . a b o u t . c o m / o d / t r a i n i n g t r a n s f e r / a / t r n i n g t r a s n f e r . h t m

I b i d . “ E v e r y o n e W i n s : T i p s f o r E m p l o y e e T r a i n i n g T r a n s f e r . ” A c c e s s e d , F e b . , 2 0 1 2 . h t t p : / / h u m a n r e s o u r c e s . a b o u t . c o m / o d / t r a i n i n g t r a n s f e r / a / t r a i n i n g _ p o s t . h t m

H e r z b e r g , F r e d e r i c k . ( 1 9 6 8 ) “ O n e M o r e T i m e : H o w d o y o u M o t i v a t e E m p l o y e e s ? ” M o t i v a t i n g P e o p l e . B e s t o f H B R . J a n . 2 0 0 3 . P a g e s 8 7 - 9 6 .

L a w s o n , K a r e n . “ 4 K e y s t o E m p l o y e e E m p o w e r m e n t . ” G r o w i n g G r e a t n e s s : S e r i e s o f A r t i c l e s t o C u l t i v a t e T r u l y O u t s t a n d i n g L e a d e r s . L a w s o n C o n s u l t i n g G r o u p . 2 0 0 6 .

L e w i s , J a m e s P. ( 2 0 1 0 ) . P r o j e c t P l a n n i n g , S c h e d u l i n g & C o n t r o l : T h e U l t i m a t e H a n d s - O n G u i d e t o B r i n g i n g P r o j e c t s i n O n T i m e a n d O n B u d g e t ( F i f t h E d i t i o n ) . M c G r a w - H i l l P u b l i s h i n g C o m p a n y .

U n i v e r s i t y o f C a l i f o r n i a , S a n F r a n c i s c o . “ C h a p t e r 11 : E m p l o y e e D e v e l o p m e n t & T r a i n i n g . ” G u i d e t o M a n a g i n g H u m a n R e s o u r c e s . A c c e s s e d F e b . , 2 0 1 2 . h t t p : / / u c s f h r . u c s f . e d u / i n d e x . p h p / p u b s / h r g u i d e a r t i c l e / c h a p t e r - 11 - e m p l o y e e - d e v e l o p m e n t - t r a i n i n g /

WORKS CITED

QUESTIONS?

THANK YOU