Even in organizations where training and development priorities are closely aligned with business goals there’s plenty of room for improvement. So, the question is what barriers do we need to be overcome if training and development departments are to increase the value they add to workforce performance and productivity, and remain relevant? In this webinar we'll outline the 5 barriers to effective training and development programs and best practices for overcoming those barriers. 1. Efficiency - 2. Status Quo - inertia and risk aversion. 3. Convenience - throwing training at the problem and hoping it works. 4. Training Mindset - moving from a focus on training to performance. 5. Manager Support - managers are the single most important factor in improving employee performance. www.bizlibrary.com/webinars

1. BARRIERS TO
EFFECTIVE TRAINING
PROGRAMS AND
HOW TO CRUSH THEM.

2. 7,000+ Courses. 25 Topic Areas.
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3. 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.

4. WHAT WE HOPE YOU’LL LEARN:
The strategic framework for effective
learning and development programs.
The 5 barriers organizations face.
Best practices about how
you can overcome the
barriers.

5. Everyday we create
bytes of data…
So much that 90% of the data in
the world has been created in
the last two years alone.
SOURCE: IBM Understanding Big Data: Analytics for
Enterprise Class Hadoop and Streaming Data
2.5 QUINTILLION

7. Over 6 billion hours of
….video are watched each
month on YouTube…
that's almost an hour for
every person on Earth.

8. 9 out of 10 Americans
already use their
smartphones for work.
Cisco BYOD Insights Report 2013

10. THE % OF KNOWLEDGE IN YOUR
BRAIN NEEDED TO DO YOUR JOB
1986 1997 2006
Source: Robert Kelly, Carnegie-Mellon University

11. 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

12. If we just put a great employee
training program together, the
employees will love it….

13. In a world of learning and
development where complexity is
the enemy, [organizations need a]
simple and nimble approach to
delivering high quality learning,
anywhere, anytime.
MICHAEL ROCHELLE
Chief Strategy Officer
Brandon-Hall Group

14. complexity is
the enemy.

15. EFFECTIVE
TRAINING
PROGRAMS
COMMON BARRIERS
X
XX
EFFICIENCY
STATUS QUOMANAGER
SUPPORT
X CONVENIENCEX
TRAINING MINDSET

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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

18. WHY VIDEO AND ELEARNING?
COST
Reduce training budget without
sacrificing effectiveness
REACH
More employees, at lower
cost
TRAVEL
Reduce or eliminate travel costs
PRODUCTIVITY
Ensure productivity and
minimize away from work

19. FEATURE BENEFIT
EFFICIENT Capable of teaching the same material in less time and reducing the
duration of class time
ADAPTABLE Addresses both formal and informal learning needs
AVAILABLE No need to schedule learning with a 24x7x365 solution
SCALABLE Reaches more employees faster and with greater consistency
EFFECTIVE Found to be as effective as face-to-face learning*
ECONOMICAL Cost -effective for any size audience
*U.S. Department of Education, Office of Planning, Evaluation, and Policy Development, Evaluation of
Evidence-Based Practices in Online Learning: A Meta-Analysis and Review of Online Learning Studies,
Washington, D.C., 2009, revised 2010.
ONLINE LEARNING MAKES SENSE

20. COLLABORATIVE
Network-based and driven
Content curators and creators
Smaller and decentralized
FLAT – fewer managers more SPECIALISTS
TECHNOLOGY dependent

21. BIZLIBRARY.COM
4 Tips for Harnessing Informal
Learning
• Accountability
• Work smarter
• Model behavior
• Get the right people
and tools in place

22. BIZLIBRARY.COM
STATUS QUO
• Inertia and risk
aversion
• Processes and systems
are hard to change
• Training and
development
laggards

23. ASTD COMPETENCIES 2013
BUSINESS SKILLS GLOBAL MINDSET INDUSTRY
KNOWLEDGE
INTERPERSONAL
SKILLS
PERSONAL SKILLS
TECHNOLOGY
LITERACY

24. ALTERNATE COMPETENCIES
NETWORKINGCOLLABORATION
PRESENTATION SKILLS DIGITAL LITERACY
LEADERSHIP SKILLS

25. 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
Through the Looking Glass by Lewis
Carroll

26. ORGANIZATIONS WITH A STRONG LEARNING CULTURE
SIGNIFICANTLY OUTPERFORM THEIR PEERS…
46%
37%
33%
26%
58%
17%
INNOVATION: more likely to be
first to market
PRODUCTIVITY: greater productivity
CUSTOMER SERVICE: Better response to
customer needs
QUALITY: Greater ability to deliver “quality
products”
SKILLS: More prepared to
meet future demand
PROFITABILITY: More likely to be market share leaders
SOURCE: BERSIN BY DELOITTE

28. BIZLIBRARY.COM
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

29. BIZLIBRARY.COM
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?”

31. BIZLIBRARY.COM
“TRAINING” MINDSET
• Change focus from input
to performance
• Are the right things being
measured? Activity or
performance
• Kirkpatrick levels

32. 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

33. BIZLIBRARY.COM
TRAINING 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

34. BIZLIBRARY.COM
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?

35. BIZLIBRARY.COM
MANAGER SUPPORT
• No other relationship has
more impact
• Manager support and
involvement at every
stage is crucial

36. BIZLIBRARY.COM
Make the Employees Stakeholders
(Psst . . . They are already learning on their own anyway!)
• Organizational mission
• Engagement
• Tools and resources
• Continuous feedback

37. BIZLIBRARY.COM
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

38. KEY TAKE-AWAYS
We need a different approach to learning and
development. Focus on performance.
What are the barriers my organization
faces? Start with manager support – it’s
the single most important factor.
Sometimes it’s a change in culture.
Change isn’t always easy.

39. LEADERSHIP LESSON VIDEOS
Targeted videos that are 2-5
minutes long.
CEOs, business authors and
experts share an action-
oriented key takeaway on very
specific topics.
Global business leaders share
lessons learned through
reflective story telling -
engaging and memorable.

40. SOFT SKILLS VIDEOS
Targeted to the development of
skills in key competencies,
including:
- communication
- time management
- sales
- customer service
Variety of formats, including:
- scenario-based
- action-oriented
- Inspirational
- motivational

41. INTERACTIVE ELEARNING
COURSES
Most courses include video to
increase engagement and
context.
Tools and templates are
designed to be used on the job
to help apply knowledge and
use of new skills.
Blended Learning Resources
help present, engage and
reinforce the learning
objectives.

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Free trial of the BizLibrary Collection
Courses.
Topic Areas.
Unlimited Access.
7,000+
25

43. BIZLIBRARY.COM
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
Jessica Petry
Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary