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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!