Transform Organisational Culture - Defining, Communicating and Measuring Core Values

By
Raed S. Haddad
Managing Director
ESI International
Determining Value of Investment—
A pragmatic ROI for Measuring Learning
Investments

© 2014 - All information in this document is copyright protected and the property of ESI International, Inc.
© 2014, All rights reserves
The leading global provider of
PERFORMANCE IMPROVEMENT programs in:
What We Do
31
YEARS
OF EXPERIENCE
PARENT COMPANY
The world's leading private equity firm
focused on media, communications,
education and information investments
Project &
Program
Management
IT Project
Management
AgileContracting
Business
Analysis
Business
Skills
Portfolio
Management
PARTNERS

Where We Are
US Offices
• Arlington/Washington DC
• Chicago
• New York
• San Francisco
ESI Partners
• Japan
• Poland
Global Offices
• Australia
• Brazil
• Canada
• China
• Germany
• India
• New Zealand
• Singapore
• South Africa
• Spain
• Sweden
• United Arab Emirates
• United Kingdom

Among Our Clients

1. Mismanaging change
2. Not listening to customers
3. Tolerating low performance
4. Not facing reality
Why CEO’s Get Fired?
6
Turning Strategy into Results
Source: Leadership IQ

Agenda
Current State of
Affairs
Adding Value Putting it Together

Current State of Practice
Current State
of Affairs

L&D—Focus on Productivity & Impact
What do CxO’s think?
What does Middle Management think?
How much “Scrap Learning” exists?

ESI’s Global
Learning
Application
Survey

Do you have a Formal Process to
Ensure OTJ Application?
___% ___%67 33

How Much (%) is Applied?
BUT….

How Do You Know That?

Who determines value?
Target Audience
YOU

Thinking about a NEW Paradigm
Build on Existing Data
Collection Points
ROI VOI

What is Your Definition of Value
Improve performance:
• Improve business operations
performance end-to-end
across the enterprise
• Increase customer and
employee satisfaction
Minimise risk:
• Ensure continuity of internal
business operations, while
minimising exposure to risk factors
Maximise return:
• Improve business results;
grow revenue and earnings,
cash flow, and reduced
cost of operations
Increase agility:
• Enable the business organisation and
operations to adapt to changing
business needs

Value—in the Language of Business
– Effective and profitable management of
complex projects
– Global consistency and capability
– Effective use of resources
– Higher customer satisfaction
– Increased employee satisfaction
– Significant competitive advantage

21
Make the Case for Change
Change Identification Change Engagement Change Implementation
AS IS TO BE
Roles
Individual
Contributors
DivisionCorporation
ManagersExecutivesSr.Managers
Discover AS-IS Individual
Skill Development
Management Development
Executive Development
Discover AS-IS Managers
Discover AS-IS Organisation
Articulating the Problem
Articulating the Vision
Alignment to Strategy
Reinforcement Interventions
Coaching and Reinforcement WS
Performance Support Systems

Address the Manager Problem
New Program Maturing Program Established Program
Individual&OrganisationalMaturity
Behavior Change Over Time
Improved
Business
Success

Measure
Increasing quality
Increasing productivity
Increasing employee engagement
Decreasing costs
Increasing revenue
Increasing customer satisfaction
Decreasing cycle time
Decreasing risk
Increasing effective communication

From Smile Sheets to . . .
Level 1 Reaction
Did you enjoy class?
Facility & Food!

Smart Sheets. . .

Game Changing Conversation
Results and Metrics for ESI Learning Investments
across 6 Levels of Measurement
1. Quality – How satisfied were students with the quality of the ESI learning experience, as
measured by feedback on instructor, courseware and environment?
2. Learning Effectiveness – To what extent did students report learning new knowledge and
skills?
3. Job Impact – What did students report about predicted and then reported success in
applying ESI knowledge and skills on the job?
4. Business Results – To what extent did students say their performance would improve as
a result of ESI training? What specific business results did they say they would impact
following training?
5. Return on Investment – Was the training worthwhile for them and their employer? And
what evidence exists of financial ROI for the learning investment
6. Net Promoter Score

The Lens Through Which we Can Tell
This Story
– Entire Portfolio (all courses, all clients, globally)
– Individual Client
– Region
– Modality (ILT and vILT)
– Curriculum
– Course or Course Groups
(i.e. a certification path)
– Individual Class session
– Instructor

Tools We Use To Support the
Conversation
Standard Reports
Insights from ESI
– Before the course—setting expectations
– Immediately after
– Maximising response rates
– 60-90 days follow up
– The managers involvement
– The case against predictive analytics
– Client Program Review Deck

Online course end evaluations:
a) Level 1 & 2
b) Predictive Level 3
c) Predictive Business Impact
Online follow-up
60-90 days—with
participant and with
their manager about b
& c above
Setting Expectations

Make Decisions With Impact Data
6.38
6.26
6.25
6.18
5.50
5.36
5.33
Requirements Management: A Key to Project
Success
Project Leadership, Management and
Communications
Managing IT Projects
Taking Charge of Organisational Change
Budget and Financial Management
Project Management Essentials
PMP® Exam Preparation
Average – 5.81

Job Impact
Training impact on performance
improvement, adjusted for bias:
18% training impact on
performance
improvement
84.4% x
59.1% x
56.7% x
65% =
Item
Given all factors, including this training, estimate
how much your job performance related to the
course subject matter will improve.
Based on your response to the prior question,
estimate how much of the improvement will be a
Direct result of this training.
What percent of your total work time requires
the knowledge/skills presented in this training?
Bias, confidence, conservatism
Amount
84.4%
56.7%
59.1%
65%

Business Results
Increasing quality
Post
Event Follow Up
41.37% 42.21%
52.69% 56.18%
21.80% 23.71%
65% 65%
14% 15%
Decreasing costs
Post
Event
Follow
Up
32.22% 32.17%
46.80% 53.70%
15.08% 17.28%
65% 65%
10% 11%
Increasing
productivity
Post
Event
Follow
Up
38.94% 40.78%
51.90% 51.25%
20.21% 20.90%
65% 65%
13% 14%
Total percent improvement, including
training
Training's contribution to improved
business result
Percent improvement due to training
Adjustment factor for confidence in
estimations
Adjusted percent improvement due to
training

Other Metrics
1. Learning Effectiveness
2. VOI
3. Support Tools
Support Tools
1+ 2+ 3+ 4+ 5+ 6+ 7+
Post-training manager
discussion 15.25% 6.78% 10.17% 20.34% 24.29% 15.25% 7.91%
Adequate resources 3.72% 7.98% 9.57% 24.47% 25.00% 20.21% 9.04%
Pre-training manager
expectations 15.25% 6.78% 10.17% 20.34% 24.29% 15.25% 7.91%
On the job materials 15.25% 6.78% 10.17% 20.34% 24.29% 15.25% 7.91%
After training, my
manager and I will
discuss
how I will use the
learning on my job.
I will be provided
adequate resources
(time, money,
equipment) to
successfully apply this
training on my job.
My manager and I set
expectations for this
learning prior to
attending this training.
The participant materials
(manual, presentation
handouts, job aids, etc.)
will be useful on the job.

Client Program Review Presentation

Client Results Flyer

What Did Our Stakeholders Say?
“I am GA-GA over this stuff! I will stalk you for the data!”
Rockwell Collins
“This will streamline the type of information I have to share with our sponsors.”
MTM reports will save me so much time!”
KBR
“We have to be thinking about this type of learning evaluation data
for all of our training.”
McCormick
“MTM data will help me have a management discussion about the value of the classes.”
General Dynamics
“MTM Reports provided us with evidence that supported recommendations
to improve the program following the very first delivery.”
Hospira
“In the absence of
proof, let evidence be
enough.”

38

It Does Not End Here
For further information, contact:
Raed S. Haddad
Managing Director
+65 6505-2047
rhaddad@esi-intl.com

Transform Organisational Culture - Defining, Communicating and Measuring Core Values

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