Increasing Training Success: Best Practices for ......(eLearning, vILT, ILT…) Learning includes...

Increasing Training Success:Best Practices for Implementation & Sustainment

Facilitated by:Betsy Hansen, Solution ArchitectAchieveGlobal

Our Time Together

Purpose • Learn how you can strengthen the results of your current or upcoming

learning initiatives

Process • Introductions & Identification of Challenges

• The Evolution of Implementation

• Using a Sustainment Roadmap

• Practices and Tools for Each Phase

Payoff • Leave with 12 actionable steps to help make learning in your

organization more successful

• Learn how to get your leaders involved in training in a way that has impact and yet acknowledges the capacity crunch facing leaders today

Scrap Learning

60% of learning is not applied to the job…

That’s Scrap. Scrap learning is learning not applied on

the job. It is the amount of training that is wasted.

Source: KnowledgeAdvisors, Metrics that Matter

Discussion

Underestimating what it takes to get a learner

truly excited about learning

Skipping the phase all together or trying to

control it

• What are the top challenges you have experienced in getting training to “stick”?

Industry Evolutions

Training was ILTBlends of multi-modality

(eLearning, vILT, ILT…)Learning includes

formal and informal

Events Before/During/After (bookends to events)

It’s not over until objectives are achieved

Focus = learners…and managers, and

trainers…and peers, field coaches

and execs

Implementation = a roll out schedule

Communications, LMS admin, evals and more!

Strategic approach to sustainment

Key Findings: Part 1

The industry has relied on the same Before/During/After model for more than two decades

Learners and organizations are demanding shorter and more complex solutions (i.e. bite-size learning, blended

and informal)

It is time for an approach that works with 21st century learning realities

The Before/During/After model stops at Transfer

An Approach for the 21st Century

Underestimating what it takes to get a learner

truly excited about learning

© 2013 AchieveGlobal, Inc.

Discussion

Underestimating what it takes to get a learner

truly excited about learning

Skipping the phase all together or trying to

control it

• Which phases are strengths for your organization?

• Which phases need improvement or more concentrated focus?

Key Findings: Part 2

There are consistent and overarching principles that explain what leads to

behavior change over time

There are specific practices that are statistically proven to increase training

transfer and sustainment

Despite the above, there is still a Knowing vs. Doing gap

Organizations need clear direction on what they needto do to increase sustainment

The Sustainment Roadmap

© 2013 AchieveGlobal, Inc.

The Sustainment Roadmap

© 2013 AchieveGlobal, Inc.

Expectation Setting

75% of companies indicate that managers set performance expectations with learners prior to training less than 25% of the time.

14%

61%

16%

9%

0%

10%

20%

30%

40%

50%

60%

70%

0% 1 to 25% 51 to 75% 76% to 100%

How often do you set expectations prior

to training?

Discussion

Underestimating what it takes to get a learner

truly excited about learning

Skipping the phase all together or trying to

control it

• What kinds of things have you done in order to get the organization READY to learn?

• Tool to Use: Communication Planner

The Sustainment Roadmap

© 2013 AchieveGlobal, Inc.

Discussion

Underestimating what it takes to get a learner

truly excited about learning

Skipping the phase all together or trying to

control it

• How has the way you deploy training changed to create a better learner experience?

• Tool to Use: 3x4 Action Plan

The Sustainment Roadmap

© 2013 AchieveGlobal, Inc.

Causal Factors of Scrap

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

content notpractical

prevented ordiscouragedfrom using

no opportunity other highpriorities

other

Data from thousands of evaluations shows the major barriers to impact occur on-the-job.

This is where the power of training leaks out of the organizationSource: KnowledgeAdvisors, Metrics that Matter

The Sustainment Roadmap

© 2013 AchieveGlobal, Inc.

The Sustainment Roadmap

© 2013 AchieveGlobal, Inc.

Over-relying on

managers. We know

they don’t have time!

Resource Provisions

Fewer than 25% of managers devote time and resources to support learners application of training on the job.

9%

16%

21%

22%

25%

43%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Money is allocated by managers to learners to fund new ideas implemented on the job

Time is specifically set aside by managers to allow learners to try new concepts learned

Managers re-prioritize a learner’s daily tasks after learning to emphasize use of training

Managers formally observe and provide feedback to learners within 90 days after training

Managers publicly recognize and celebrate successful application of training on the job

Other

Discussion

Underestimating what it takes to get a learner

truly excited about learning

Skipping the phase all together or trying to

control it

• What practices require manager involvement for the greatest impact?

• Tool to Use: Post-Training Discussion Template

The Sustainment Roadmap

© 2013 AchieveGlobal, Inc.

Discussion

Underestimating what it takes to get a learner

truly excited about learning

Skipping the phase all together or trying to

control it

• What experiences have you had with the sustain practices?

• Tool to Use: Identifying Points of Integration

The Sustainment Roadmap

© 2013 AchieveGlobal, Inc.

Diagnostic Tool

Underestimating what it takes to get a learner

truly excited about learning

Expecting managers to do reinforcement all on

their own

Skipping the phase all together or trying to

control it

Discussion

Underestimating what it takes to get a learner

truly excited about learning

Skipping the phase all together or trying to

control it

• What are you going to take away from today?

Building a Sustainment Strategy

• The more practices you use the better.

• Keep it simple!

• Activities can serve dual purposes.

• Focus on those areas where you know

there are gaps or cultural challenges.

• Calibrate the effort to the desired

outcomes.

• It’s all about progress – not perfection!

Tips

Questions?Thank You!