BUSINESS LEARNING SYSTEM LECTURE

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COPYRIGHT OWNER
HONEST VALUE MEDIA DESIGN
©2015
1/24/2016 Honest Value Media Design (c)2015
Author Joel Drotts Esq.
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How to design and deploy
Business Learning System:
What Human Resources doesn’t know,
and what management needs!
Honest Value Media Design
© 2015
Author and Designer
Joel Drotts Juris Doctorate
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Welcome all HR Experts, Managers,
Corporate Officers, and Business
Owners.
This course and lecture is designed to teach you:
What a Business Learning System is
How to design one
How to deploy one
How to maintain and operate one
How to gain insight from your BLS
Honest Value Media Design
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Overview:
1. Goals of course
2. Vocabulary
3. Why invest in a Business Learning System
4. Steps to deploy a BLS
5. Utilizing your BLS
6. Wrap up
7. Final thoughts and Finish
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Basic Vocabulary:
Business Learning: A type of learning that is “on the job centric,” instituted
and measured by an employer, and having the specific purpose and intent
of increasing productivity, increasing employee position intelligence,
improving employee performance, reducing on the job errors, and
increasing employee satisfaction.
Business Learning System
A human management system which is enterprise wide, designed to
maximize and achieve optimum levels of Business Learning, and deployed
as strategic goal, which is measured and capable of being calculated, as an
actual value added financial gain. In short, it is continuous corporate
education on steroids, enterprise wide, and measured so it can be
improved, actually calculated, and translated into financial gain.
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ALL LEADING TO????
$INCREASED PROFITS$!!!!
Why should I invest in deploying a learning management system through-
out my enterprise or company?
• Increased productivity.
• Reduced on the job employee error and accident.
• Improved worker satisfaction and increased vertical intercompany communication and team work.
• Better succession planning and more accurate promotions from with-in the enterprise.
• Over all improved inter-enterprise communication and coherency.
• Increased employee talent retention.
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Why look at the importance of measuring learning for business?
To what extent should management concern itself with whether or not it has
a Business Learning System embedded into the stated corporate governance
and policy decisions?
If I implemented a Business Learning System, what realistic goals should I
set, and how can I calculate my ROI?
How does Management deploy a Business Learning System as a component
of the Human Capital Management (Hereinafter HCM) strategy?
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If human capital and production is an actual capital asset, then how can
corporate leadership best ensure the growth of that asset and do so without
having to make new hires?
*Education fosters better employer and employee relationships.
*Education and knowledge sharing fosters team building.
*Educating and training employees as efficiently as possible improves retention and creates a pool
of qualified inter-office talent available for succession planning needs and position fulfillment.
* Employees grow in value to the company, as their on the job knowledge and skill increase.
Reason: Better trained/educated employees have higher rates of output and less errors.
*Deploying the BLS creates greater job satisfaction as employees feel more valued by the
enterprise, as they are called on to impart and bestow their enterprise knowledge to subordinates.
*The Business Learning System Index is an invaluable tool to management and HR Departments
to aid them in HCM, succession planning, and documenting profit
increases to employee learning and output increases.
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Step one of BLS Deployment
• The dissecting and defining of positions, expectations,
and responsibilities of every position through-out the
enterprise.
• Identify the required bare minimum standard
aptitudes, abilities, knowledge, and understanding
required for each position in the company, as well as
the expected efficiency, quality, and speed of output
for any given position. The aforementioned
parameters set and define the first benchmark by
which the matrix for business learning is measured.
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What are the things to consider while dissecting and defining each
positions role? What are you looking for?
(List of position traits and possible roles originally printed in: Advancing Your Cause Through the People You
Manage. Management Assistance Group. Lead Authors: Susan Gross, Inca Mohamed, Robin Katcher, Neel
Master
MAG Editorial Team: Dorothy Betts, Mark Leach, Robbie Ross Tisch
Copy Editor: Neil F. Carlson)
• Responsibilities they are expected to assume.
• Tasks they are expected to perform.
Results and outcomes for which they are responsible.
• Goals they should be working toward.
• What their focus and priorities should be.
• The basis upon which their performance will be appraised and what the
performance standards are.
• Expectations for specific assignments.
Whom they report to, who supervises and evaluates their work.
• Which decisions they can make on their own, and which require sign-off – and who
will provide it.
• When they can initiate and produce on their own, or when they must get
directions, review, or approval.
• At what point they should bring matters to their supervisor for a review or sign-off.
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Continued:
 • If and when they can speak for or bind the organization.
 • Matters about which they need to keep their supervisors informed – and how
they should do it.
 • Who reports to them. What the mission, goals, and priorities of the organization
are, and how
 their job advances them.
 • How their job fits/connects with other jobs.
 • What the responsibilities are of other people in the organization.
 • With whom they need to coordinate, and why.
 • Whose work they need to integrate their work with, and why.
 • Who else they need to involve to get their jobs done.
 • What organizational rules and policies people are expected to follow.
 • What the organization’s ethics, norms, and values are that they are expected to
honor.
1/24/2016 Honest Value Media Design (c)2015 Author Joel Drotts Esq. 11

Step Two: State and make known to all employees the learning goals for each position.
Adopt a corporate learning agenda by making the identified standards from step one
actual stated personal goals for each employee and each position. Just as you have a stated
profit goal, so to should your company have a stated learning goal for every quarter.
Example: 1. Employee: Frank Frankenfrank
2. Rank: Mid-Level Manager
3. Title: Department Head Sales Manager
4. Duties:
Point A: Understand corporate mission statement.
Point B: Able to define department duties
Point C: Able to explain how their department affects the greater outcome and profits.
Point D: Which other departments rely immediately on managers department.
Point E: What is the significance of managers department in over-all corporate structure?
Point F: What is highest levels of output of department, what is expected.
Point G: Historic lowest output of department in companies history, what was output?
Point H: Does manager have the technical knowledge require (Ex: parts, offerings, clients, whatever
manager is expected to know by employer.)
Point I: Department task understanding.
Point J: Able to manage 3-20 people.
Point K: Complete tasks.
Point L: Work within corporate structure.
Point M: Develop plans for improvements with-in the department.
Point N: Begin and finish the improvements.
Point O: Note the costs and savings for company by making those improvements.
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Step Three: Assign senior staff and management their designated subordinates to teach.
Having identified the standards in step one, and announcing those standards as a goal for each
employee in step two deploy step three. Step three is the actual assigning of superiors to
subordinates.
Literally tell Employee A that he is to teach Employees X and Y, along with Employee B and
Employee C, and teach them the defined goals from steps one and two. At the same time, tell
Employee A that he is to be taught by Employees M and N, and so on through-out the entire
enterprise, from top to bottom. By actually partnering in this fashion you will instill team work, as
these teams work towards incentive goals.
Once you’ve assigned the learning tree and stated the expected direction of information flow from
teachers to learners, task those superiors with the job of teaching and explaining the not only what
to do and how to do it, but why it is done in relation to the larger operations of the company as a
whole.
It is with the why where actual creative input and trouble shooting does occur inside the human
brain. Don’t allow employees to be mindless drones at work, and challenge them to think about why
they’re doing a task as it applies and contributes to the larger goals of the company. Remember it is
also the why where employees will derive meaning found through the knowledge of the actual
purpose of the tasks they are asked to perform. Therefore, understanding of company operations
taught by superiors is key.
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Step three is the actual assigning of superiors to subordinates, and tasking
those superiors with the job of teaching and explaining the not only what to do and
how to do it, but why it is done in relation to the larger operations of the company as
a whole.
Set the Corporate Culture and incorporate that culture into the over-all strategy for
profit generation through the business learning system!
As the manager deploying a BLS, it is imperative that it is explained that through-out
the work flow and authority chain assigned superiors/teachers/coaches are expected
to teach and train their designated underling/subordinate/student. That imparting
knowledge on the subordinates is an aspect and duty of each employee from top to
bottom, and is a job function and duty that is every bit as important as every other
responsibility of every position through-out the enterprise.
Why?
Why is it that the employee does what he does, and how does it help advance the
short and long term goals of the enterprise?
How does the employee help achieve the mission statement?
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Step Four: Incentive to learn and to teach.
(Step one) Having identified standards, (step two) setting those learning standards as a stated
goal, and (step three) deployed a senior employee or manager to subordinate employee teaching
structure from top to bottom, where every employee has at least two personal mentors who are
actually tasked with teaching , just as subordinate are tasked with learning, then deploy
(step four) and incentivize the entire program.
This is done by tying at least a portion of employee pay or possible bonuses to not only learning
the stated knowledge, skills, and standards, but teaching them as well.
In this way, accountability and obligation to fellow employee is also a natural byproduct.
*Possible gamification.
*Quarterly inter-office recognition of reaching learning benchmarks.
*Tied to bonuses (Learning Bonus System)
*The key feature is that reaching the learning metrics and goals rewards both teacher and learner
employee.
*It is suggested that at least small bonuses or rewards of some sort be tied to reward both learner
and coach when a learning metric goal is achieved.
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*Management must communicate the importance of learning and teaching. Managers
set the tone, not just the policy.
*It is important that whatever incentives you create for both teacher and student that
you truly incorporate the learning into the corporate culture. By tying learning and
coaching to employee pay, you guarantee the business culture rises to a strategic level.
*Treat employee teaching as an after-thought, and you’ll find that employee learning
will be treated as an after-thought!
*Teaching and learning with incentive goals will also foster teamwork and
communication that is departmentally vertical.
*Employee knowledge of the enterprise prevents costly mistakes, repeats of work,
unaddressed work, fouled orders, shipping errors, account suspensions, data loss, and
anything else you can think of. When your entire enterprise knows what it is doing,
who is doing what, when, how, and why it is getting done, with the added
communication, teamwork, and sense of purpose that is fostered through knowledge
sharing, teaching, learning then you have put your entire enterprise at peak
performance.
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Step Five: Set a time horizon for benchmarking
measurements and expected goal completion!
Once you have stated what you expect employees to know, who is teaching
what knowledge to whom, and given every one a vested interest or incentives
to participate, then you are ready to set your time horizons on when they
should know that knowledge and how well they know that knowledge.
Set your timing benchmarks, where you will measure employee learning
progress, and expected knowledge mastery end goals.
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Step Six
At each stated benchmark, which marks the beginning and
end of each learning evaluation period, each employee will
receive a score of one to ten based on that employees
demonstrated levels of improvement, output, knowledge,
and performance as it relates to the knowledge they are
responsible for.
These scores will be taken and recorded by each employees
coach, and at the end of every learning period.
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Step Seven: Creating a Business Learning Time Index
Creating your chart!
*Vertical axis line:
Your stated benchmark learning goals from steps one and two.
*Horizontal axis line:
Your stated time horizon benchmark and progress measurement dates, from step
number five.
*Field data and scores
Your employee evaluation scores taken at each benchmark step five by the
teachers for their students assigned in step three at each
Example Next Slide for Employee: Frank Frankenfrank
Rank: Mid-Level Manager
Title: Department Head Sales Manager
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1. Human Capital Management: by drilling down the components of each position,
management can determine adjustments to workflows for more efficiency.
Example: Employees A-D are all in the same position. All employees are scoring 10’s, and have
been early on and continuously. From this sort of early and continuous displays of high scores
management can safely add an added set of responsibilities to the workflow of the positions
held by A-D. This can improve inefficiencies, as it may be possible to shift workflow and
responsibilities from a department with very low scores.
Example: A-D same as above. The scores also indicate that maybe only three employees are
required at that specific position, and the fourth employee can be moved else where in the
organization.
2. Change Management and Succession Planning: The Index can help reduce the risks
associated with change management and succession planning, as the Index gives a measured
and documented accounting of which employees are most qualified by knowing who is most
ready for promotion enterprise wide.
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Example: Senior VP of a company is moving on, and the company wants to hire from
with-in. Employees A and X are both well qualified regional managers, able to
relocate to the same state and city as the home office headquarters, and for all
intensive purposes are both seemingly matched as far as qualifications, experience,
and time with the company. The President and Board are not sure who to give the
position to. Then they go to the Index. Ouch… Looks like Employee X, while having
outwardly the same and equal qualifications has consistently scored low on his BLS
Index, and shows a lack of proper Human Capital Management or how to effectively
lead his subordinates.
3. Reducing liabilities in the event of litigation: As the BLS Index is a documented
business document which is continuous and on going, it can be used by the enterprise
to counter-act claims of unfair promoting or advancements.
Example: A disgruntled employee quits the company and brings a litigation claiming
to be unfairly passed over for promotions due to discriminatory practices. In court or
beforehand the company offers into evidence the former employees BLS Index
scores, which were consistently lower than those of the employees whom were
promoted ahead of the disgruntled former employee.
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1. Regularly update the goals and expected outputs for each position every six
months to ensure you are asking employees to learn relevant tasks and knowledge
for each position.
2. When an employee has routinely scored 10’s for all aspects of their position,
begin to task them with the learning of other positions. In so doing, you can always
be assured of employee promotions or inter-enterprise successions and position
filling.
3. Regularly hold employee staff meetings to explain the deployment and
operations of the BLS System. This will help foster employee emotional buy-in, as
well as help set the corporate culture by communicating managements importance
of learning and teaching.
4. Have at least one manager or HR professional on staff whose duty is to oversee
and operate the BLS and maintain the Index full time.
5. Be creative and be sure your BLS reflects your company personally and is a part
of your companies strategy, policy, and corporate culture.
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Recognizing Your Return On Investment!
Different organizations keep various forms of data, and document that data in different
formats. However, if you’re asked to justify the costs associated with deploying a BLS System,
here are suggested target areas where you will be able to find savings and increased profits and
be able to directly tie those savings and profits to the deployment of a BLS System:
A. Savings in manpower hours.
B. Redundant work elimination.
C. Lack of industrial accidents or length of days between company accidents.
D. Lack of errors, and increased levels of profits earned from the point that a corporate learning
program/system/product is deployed, when compared to previous numbers taken at regular benchmarks
already utilized by a company.
E. Employee retention rates.
F. HCM allowing for less employees tasked with the same duties, as those now preforming those duties are
better trained and qualified.
G. Greater levels of customer loyalty, created by increased quality of customer service.
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WRAP IT ALL UP!
STEP ONE: Identify each position and its required duties and skills.
STEP TWO: State those learning goals and requirements to all employees.
STEP THREE: Create and assign learning teams of teachers and learners from top to bottom.
STEP FOUR: Create real employee buy in and incentive to teach and learn.
STEP FIVE: Create time horizons for learning goals and stated benchmark measurement dates.
STEP SIX: Create scoring mechanism or report-card grading system to be taken at stated benchmarks.
STEP SEVEN: Utilize all recorded data to create your BLS Index Tool, which can then be utilized by
management and HR for various value added purposes!
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BUSINESS LEARNING SYSTEM DEPLOYMENT
STEPS:

THEEND!
Congratulations, you have completed the Business Learning Professional
Understanding and Deployment Course from Honest Value Corporate Learning!
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Sendyourquestionsto:
Professor Joel Drotts at honestvalu@gmail.com
Write in all capital letters in subject line!:
BUSINESS LEARNING SYSTEM STUDENT QUESTION!
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BUSINESS LEARNING SYSTEM LECTURE

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