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Jay Orlin and Ron Sacchi present their topic at SBODN, Monday, February 7th, 2011.
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So You Want to Build a Curriculum…
Jay Orlin Ron Sacchi
What drew you to this topic?
IcebreakerIf you have ever been involved in building an
employee development curriculum, what role were you in?
A. Learning and Development LeaderB. Org Development/Org Effectiveness
ConsultantC. Talent Management ConsultantD. Training Developer E. HRBP F. None of the Above
What Will Be CoveredDiscuss employee development initiatives:
How they usually originateHow to effectively respond to requestsUsing a real case study, identify common
pitfallsProvide a reference tool for working with
Stakeholder teams
The CaseWorldwide company3700+ employeesCorporate competencies already defined$200k in fundingData from Employee Engagement showed
“Development” was a critical needMission: “Create an employee development
curriculum”If you were consulting this process: what else would you WANT to know?
Business ReasonsWhat the textbook would prescribe…
Curriculum must be aligned to business talent needsWhat capabilities are required to achieve business goals –next
year, the year after? Measure the effectiveness of your new capabilities in terms of:
Improved Quality Decreased Cost Innovation/”Time to Money” Improved Service or Revenue
Stakeholder Management Overcoming the “Just do it” mentality Overcoming the “We can’t afford it” excuse“Whatever you do, will be better than having nothing in place”Development CAN be quantified in monetary terms
Key Capabilities/Competencies Required for the BusinessTextbook says:
Clear Performance Specifications? Necessary Supports? Clear Consequences?Prompt Feedback? Necessary skills and knowledge?Individual capabilities
Stakeholder Management Seldom is the hierarchy perfect—using Inquiry
rather than Advocacy Rummler, 2004
Gap AnalysisTextbook says
Current State v. Future State analysis How do you know the “right” set of skills to build for?
Stakeholder managementTechnical skill sets are:
The easiest to plan for and ea$iest to quantify Biggest time sink –due to customization
Fundamental skills (“soft skills”) are Easy to buy (soft skills vendors are plentiful) Hard to get “buy-in” Universal questions– “So don’t we hire for these skills when
people come in the door? Why would we need to teach these?
Design/Develop—prioritize areas of focus and build out course/wareTextbook says
Check in with Steering Committee team to prioritize
Document decisions made by the teamCheck in with Senior Leadership on progress
Stakeholder ManagementOriginal goals may shift—rework, abort some
pieces “Organizational Amnesia”: Document all
agreements, rationale and decisions
Implement, pilot and measureTextbook says
Communicate, communicate, communicateInvite/Select your pilot audienceMeasure to stated objectivesMeasure response to the medium and content
Stakeholder Management Lead with data from pilots as measured against
needs is VISIBLE and intuitiveEnsure your stakeholders view/participate in
pilotsMake BUZZ!
“The Rest of the Story” Lessons Learned:
Document and report on progress early, often and in a consistent format
Contract specific Stakeholder role as “Ambassador” for the work being done
Make messaging simple and consistent
Case for
Change
Common Vision
Communica-tion
Assess
BarriersProgress
Reinforce-ment
RESULT:CHANGE
WHAT HAPPENS IF ONE OF THE STEPS IS MISSING?
MissingCommon Vision
Communication Barriers Progress ReinforcementRESULT:
COMPLACENCY
Case for
Change Missing Communication Barriers Progress Reinforcement
RESULT:
FALSE STARTS/CONFUSION/
MISALIGNMENT
Case for
Change
Common Vision Missing Barriers Progress Reinforcement
RESULT: INACTION/CONFUSION
RESISTANCE
Case for Change
Common Vision
Communication Missing Progress ReinforcementRESULT:
FRUSTRATION
Case for Change
Common Vision
Communication Barriers Missing Reinforcement
RESULT:
CYNICISM/LOSS
OF MOMENTUM
Case for Change
Common Vision
Communication Barriers Progress MissingRESULT:
WASTED EFFORT
STEPS for CHANGE
Purpose:• Increase accuracy of targeting objectives• Increase relevance and validity of test questions• Minimize unnecessary rework • Increase likelihood of acceptance
Benefits of Review Team:• It helps to “sell the value” of participating on your team• Greater learning efficiency for Module Participants
• More precision in module content• Time saved by eliminating non-essential content• Greater emphasis on prioritization of business
needs
Learner Centered: All training and evaluation must be directly relevant to Learner’s job
Review Team Candidate:• Representative of Stakeholder organizations• Well informed about business needs of organization• Sufficient understanding of subject matter• Reliable in terms of keeping commitments
Roles and Responsibilities of Team Members:• Provide timely response to Developer’s input requests.• Champion the needs of the organization they represent• Provide guidance on module objectives and evaluation
methods• Review modules in draft stage and guide direction
Tips for Facilitating the Review Team:• Provide an Orientation
• Short email explaining the team’s goals• Follow-up call to ensure their understanding• Specify the role they will play and what your role
will be• Get a commitment for turn-around time for input
• Edit out unnecessary information before communicating
• Be very specific about the kind of feedback you want• Make it as easy as possible for them to respond
• Offer templates or fill-ins when possible• Use open-ended questions to uncover additional details• Take an active approach when needed input is late• Use best meeting practices
Recognize Participation:• Participation on your team is voluntary/ beyond usual
job• Everyone should be acknowledged for their
contribution• Thank members personally• Ensure their management knows of their efforts• Acknowledge people who really go the extra mile for
you• These practices will help you re-recruit Review Teams
Training Need Identified
ObjectivesEvaluationCriteria
Module Development
Evaluate Results
Feedback Audience Perspective
Expertise
Suggestions
Q&A