1. It’s Not What They Learn, It’s What They Use: Integrated Solutions for Sustained Results Presented by: Ed Emde, President Wendy Mack, Director of Consulting Services Wilson Learning Corporation Session TU21EXD

2.  My organization counts on me and my team to drive behavior change and performance results.  We struggle to get our leaders and managers to take a more active role in learning.  We are finding it a challenge to get learning to stick.  We need to elevate the impact of our learning initiatives. 2

3. Ensure that your learning initiatives deliver sustained business results Purpose Discuss the challenge of learning usage Introduce an organizing model Share approaches, best practices, and tools Q&A Process Ideas, tools, and techniques to help you architect comprehensive learning solutions Payoff 3

4. 4 © Wilson Learning Worldwide Inc. It’s not just what they learn...

5. ... it’s what they use.

6. Performance Traditional Approach 35% RETENTION OR LESS 12 Months WORKSHOP 6

7. What would you say are the 1–2 most important factors that must be in place in order for learning to be used? 7

8. Performance Results Implementation Best Practices Extended Learning Evaluation Needs Analysis 8

9. Extending the Learning 9

10. 10 An extended learning system lays a foundation for the learner, establishes the why and the how for learning, and provides application support to make sure newly acquired skills and knowledge are used.

11. 12 Months Performance Extended Learning Approach Pre-Work 11

12. 12 Learner Readiness Manager Involvement Learning as a Continuous System Extending the Learning

14. Elevating the Implementation 14

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18. Driving Coaching & Reinforcement Develop a concrete coaching and reinforcement plan. Push out refreshers and reminders. Encourage managers to lead group best practice meetings. Follow up and ensure managers are actively coaching. 18

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21. Ensuring Manager Preparation Equip managers with coaching skills. Enlighten managers with knowledge of what participants will learn. Enable managers with accessible, timely coaching tips and tools. 21

22. 2 ½ times more effective Increasing the Impact of Coaching

23. 2 ½ times more effective Coaching Skills Plus Content

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26. Integrating Skills, Expectations, and Tools Build skills and tools into work processes. Ensure managers communicate clear expectations for using skills and tools. Provide a portal for accessing performance support tools. Prepare trainers to introduce the tools in the session. Hold learners and managers accountable for using skills and tools back on the job. 26

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29. 29 Planning Ongoing Communication

30. Sample Communication Plan 30 Phase 1: Preparation PurposeActivityMethodOwner/ Responsible AudienceTiming Awareness Review of Communication Plan In personProject Manager Site Leader3 weeks prior to launch AwarenessLetter to Site StaffEmailSite Leader sends after PM drafts All Staff3 weeks prior to launch EducateManager/Supervisor Preparation Meetings WebcastL&D TeamManagers/ Supervisors 2 weeks prior to launch CommitmentOne-on-OnesIn person SupervisorsAgents1 week prior to launch

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33. Showing Executive Sponsorship Executive team establishes and articulates specific expectations for participants, managers, and senior leaders. Executive sponsor sends a letter to participants, linking learning objectives with the strategy. A senior leader kicks off each session and addresses business drivers and expectations. 33

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36. Linking to Business Strategy Create a clear “line of sight” between the initiative and the business strategy. – What is driving the need for this initiative? – What are the desired business results? – What are the consequences if we do nothing? – How will we know the training was successful? 36

37. 37 Link to Business Strategy Show Executive Sponsorship Plan Ongoing Communication Integrate Skills, Expectations & Tools Ensure Manager Preparation Drive Coaching & Reinforcement Provide best practice session guides and co-lead first best practices session with each manager Invite senior leader from each function to kick off sessions for his/her group Create job aids and post on SharePoint Partner with internal communications on plan and deliverables Hold manager preparation webcasts Connect to our 2025 Strategic Plan

38. Application 38

39. What Barriers Do You Run Into? 39

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41. In addition to asking: “What do people need to learn?” Ask: “What can we do to help ensure that people use what they learn?” 41

42. 42 Extended Learning Checklist Check how closely current learning initiatives reflect the best, most effective extended learning practices. Ask yourself: Do we know that the learners are motivated and confident? If not, what can we do to enhance their readiness? Are we making it easy for managers to be fully involved in an effective way? Are we optimizing technology to take the burden off of training staff as well as managers?

43. 43 Implementation Best Practices Checklist Work with your implementation team to answer the following: How will we link learning to the business strategy? How will we show executive sponsorship? How will we plan ongoing communication? How will we integrate skills, expectations, and tools? How will we ensure managers are prepared for their role? How will we drive coaching and reinforcement?

44. What’s one step you will take right away? © Wilson Learning Worldwide Inc. All rights reserved.

45. Download our articles: Building Extended Learning Systems That Deliver The Impact of Manager Coaching on Learning Transfer Beyond the Training Event Wilson Learning Worldwide 50 Years of Driving Human Performance Improvement More information: WilsonLearning.com 800.328.7937

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