We make information useful! Developing Training and Measurement Strategies to Align with Business Goals By Jay Kasdan, Project/Account Manager

We make information useful! 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.

We make information useful! 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

We make information useful! Training Success Metrics Source Robert Brinkerhoff – Corporate University Journal

We make information useful! Training Department Challenges Aligning with HR Allocating budget based on business impact Accurate measurement Source: Bersin & Associates …as areas where they are least effective.

We make information useful! What are Learning and Development Challenges? Source: Bersin & Associates

We make information useful! 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

We make information useful! 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 1 My 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 Source: Marshall Goldsmith, Ph.D Perceived Change

Company A Company B Company C Company D Company E Avg Leader My co-worker did some follow-up Table 3 Importance of Follow-up: Change In Leadership Effectiveness Source: Marshall Goldsmith, Ph.D Perceived Change

Importance of Follow-up: Change In Leadership Effectiveness My co-worker did consistent or periodic follow-up Table 5 Company A Company B Company C Company D Company E Avg Leader Perceived Change Source: Marshall Goldsmith, Ph.D

We make information useful! 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

We make information useful! 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

We make information useful! 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?

We make information useful! 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

We make information useful! Connor - Commitment to Change Model Source: Connor (ODR inc) US Army Enterprise Solutions Center

We make information useful! 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

We make information useful! Fredrickson Communications Business Initiative Questionnaire Business Goals Processes, Tasks, and Skills Proficiency Implementation, Accountability, and Measurement

We make information useful! 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

We make information useful! 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?

We make information useful! 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

We make information useful! 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”

We make information useful! 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

We make information useful! 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

We make information useful! 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) Source: Army Business Transformation Knowledge Center

We make information useful! 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

We make information useful! 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

We make information useful! 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

We make information useful! Thank You Contact information Comments Using Level Three Measurement to Drive Business Results – Blog Posting