BARRIERS TO EFFECTIVE TRAINING PROGRAMS AND HOW TO CRUSH THEM.
Jan 22, 2015
BARRIERS TO
EFFECTIVE TRAINING
PROGRAMS AND
HOW TO CRUSH THEM.
4,000+ Courses. 25 Topic Areas. Unlimited Access.
POLL QUESTION
What are the biggest
barriers YOU have
faced related to
learning and
development on the
job?
A. Lack of resources
and times.
B. Lack of motivation to
change or improve.
C. Training doesn’t
make an impact.
D. Performance isn’t
improved.
E. Lack of support from
senior leaders.
What you’ll
learn:
The strategic framework
for effective learning and
development programs.
The 5 barriers
organizations often face.
Best practices about how
you can overcome the
barriers.
In 2012 - 25% of the workforce
was comprised of Millennials.
By 2015 Millennials are
expected to be the
majority.
U.S. Bureau of Labor Statistics
Executives Want to See More Impact and Value
Ranked Importance to Exec’s
Measure Learning Evaluation Level
Example Currently Measured
1 Impact 4 “The Accel project contributed 20% to our reduction in error rates this fiscal.”
8%
2 Value 5 “Within one year, the East program will achieve a 2:1 benefit-cost ratio.”
4%
3 Awards 0 “Our learning program won an award from Chief Learning Officer magazine.”
40%
4 Application 3 “78% are applying their new skills to their jobs”
11%
5 Learning 2 “92% of participants increased their skills”
32%
6 Activity 0 “Last year 7,800 employees participated in our learning programs”
94%
7 Efficiency 0 “Formal learning costs $2.15 per hour” 78%
8 Reaction 1 “Employees rated our training very high with an average of 4.5 on a 5 point scale”
53%
Source: How Executives View Learning Metrics by Patti and
Jack Phillips, CLO Magazine, Dec 2010
If we just put a great employee
training program together, the
employees will love it!
complexity is
the enemy.
1. Efficiency
2. Status Quo
3. Convenience
4. “Training” Mindset
5. Manager Support
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EFFICIENCY
• Focus on outputs rather
than inputs.
• Effectively using
technology.
• Build, buy and borrow.
• Complex systems and
structures.
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Top 4 Learning Solutions for 2014
• Off-the-shelf content
• Video training
• Learning management
systems
• Mobile learning
Cox eLearning Consultants,
Learning Solutions Forecast:
2014 Edition
Online Training Works Better
Than Classroom
60% faster
56%
greater gains
in learning
40% higher
consistency in
presentation
Source: Prokopeak, M. Special Report: Learning Delivery
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Start thinking about employee learning as…
• Access to knowledge
• Job assistance
• On demand
• Anytime, anywhere, any device
• User generated content
• Connecting employees to each other
• Asking and answering questions
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4 Tips for Harnessing Informal Learning
• Accountability
• Work smarter
• Model behavior
• Get the right people
and tools in place
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STATUS QUO
• Inertia and risk
aversion.
• Processes and systems
are hard to change.
• Training and
development
laggards.
ASTD Competencies 2013
BUSINESS SKILLS GLOBAL MINDSET INDUSTRY
KNOWLEDGE
INTERPERSONAL
SKILLS PERSONAL SKILLS
TECHNOLOGY
LITERACY
• KNOWLEDGE MANAGEMENT
• COACHING
• INTEGRATED TALENT MANAGEMENT
• MANAGING LEARNING PROGRAMS
• EVALUATING LEARNING IMPACT
• LEARNING TECHNOLOGIES
• TRAINING DELIVERY
• INSTRUCTIONAL DESIGN
• PERFORMANCE IMPROVEMENT
• CHANGE MANAGEMENT
AREAS OF EXPERTISE
It takes all the running you can do, to
keep in the same place.
If you want to get somewhere else,
you must run at least twice as fast as
that.
The Red Queen Lewis Carroll
Through the Looking Glass
Organizations with a strong learning culture significantly
outperform their peers…
Innovation
46%
More likely
to be first to
market
Productivity
37%
Greater
employee
productivity
Time to
Market
34%
Better
response to
customer
needs
Quality
26%
Greater
ability to
deliver
“quality
products”
Skills for the
future
58%
More
prepared to
meet future
demand
Profitability
17%
More likely
to be
market
share
leaders
BERSIN BY DELOITTE
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Change Management
• L&D must take leadership role.
• 70% of change initiatives fail (John Kotter – Harvard School of Business).
• Holistic view and commitment to follow-through.
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CONVENIENCE
• A “conspiracy of
convenience.”
• Throwing training at a
challenge or problem.
• Alignment with the
organizations strategic
goals.
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Root Cause Analysis
• Systematic approach.
• Relentless and
objective pursuit of
objective truth.
• Ask “why?”
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“TRAINING” MINDSET
• Change focus from input
to performance.
• Are the right things being
measured? Activity or
performance.
• Kirkpatrick levels.
Executives Want to See More Impact and Value
Ranked Importance to Exec’s
Measure Learning Evaluation Level
Example Currently Measured
1 Impact 4 “The Accel project contributed 20% to our reduction in error rates this fiscal.”
8%
2 Value 5 “Within one year, the East program will achieve a 2:1 benefit-cost ratio.”
4%
3 Awards 0 “Our learning program won an award from Chief Learning Officer magazine.”
40%
4 Application 3 “78% are applying their new skills to their jobs”
11%
5 Learning 2 “92% of participants increased their skills”
32%
6 Activity 0 “Last year 7,800 employees participated in our learning programs”
94%
7 Efficiency 0 “Formal learning costs $2.15 per hour” 78%
8 Reaction 1 “Employees rated our training very high with an average of 4.5 on a 5 point scale”
53%
Source: How Executives View Learning Metrics by Patti and
Jack Phillips, CLO Magazine, Dec 2010
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TTRAINING NEEDED TO: TRAINING ACTIVITIES
Increase revenue Sales training
Improve quality Attention to detail courses
Reduce turnover Manager communication skills
Improve morale Open access to online courses
Satisfy customers Customer service courses
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BUSINESS NEED QUANTIFYING QUESTIONS
Increased revenue Buy how much? In which areas?
Improved quality Improved how?
Reduction in turnover What percentage reduction?
Improved morale Improved how?
More satisfied customers In what way?
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MANAGER SUPPORT
• No other relationship has
more impact.
• Manager support and
involvement at every
stage is crucial.
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Make the Employees Stakeholders (Psst . . . They are already learning on their own anyway!)
• Organizational mission
• Engagement
• Tools and resources
• Continuous feedback
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WHAT IS LEARNING AGILITY?
• Set of behaviors.
• Prepares people to
perform well in novel or
unfamiliar situations.
• Can be developed and
learned to an extent.
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BUILDING AGILE LEARNERS
Learning agility as a
key competency.
What’s next?
How do we prepare leaders,
employees and organizations?
A NIMBLE LEARNING STRATEGY
CONTEXTUAL
role
location
plan
CONCISE
short videos
updates
INFORMAL
everyday
ad hoc
TIMELY
just in time
moment of
need
SOCIAL
discussions
observed
behaviors
MOBILE
anywhere
anytime
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In a world of learning and development where
complexity is the enemy, BizLibrary has developed a
simple and nimble approach to delivering high
quality learning, anywhere, anytime.
MICHAEL ROCHELLE
Chief Strategy Officer
Brandon-Hall Group
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Some recommended resources…
Videos:
Employee Awareness Series: Open to Change
Cutting Edge Communication: Accepting Change
Check Your Six – Practical Measures of Workplace
Success
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