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

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3. ?
WHAT IS THE BIGGEST BARRIER YOU HAVE FACED RELATED TO LEARNING AND DEVELOPMENT ON THE JOB?
a.Lack of resources and time.
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

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

10. 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

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

12. 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

13. complexity is the enemy.

14. EFFECTIVE TRAINING PROGRAMS
COMMON BARRIERS
X
X
X
EFFICIENCY
STATUS QUO
MANAGER SUPPORT
X
CONVENIENCE
X
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

17. 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

18. 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

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

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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

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

23. ALTERNATE COMPETENCIES
NETWORKING
COLLABORATION
PRESENTATION SKILLS
DIGITAL LITERACY
LEADERSHIP SKILLS

24. 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

25. 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

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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

31. 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

32. 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

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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

37. 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.

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QUESTIONS
Use the Q&A box in the lower right hand portion of your screen.

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Course Series: How to Know What We Know
Short videos each less than 10 min.
Course Title:
QuickTalks: Rob Kaplan: Leadership Lesson: You Must Ask the Right Questions to Adapt
Target: Leaders at All Levels

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