Creating a Talent Development Culture: How "Chunked" Learning Can Boost Performance
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Creating a Talent Development Culture: How "Chunked" Learning Can Boost Performance

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This is a slideshow version of a free webinar presented by Stephen Meyer, President of The Rapid Learning Institute. You can view the full webinar with audio......

This is a slideshow version of a free webinar presented by Stephen Meyer, President of The Rapid Learning Institute. You can view the full webinar with audio here:http://rapidlearninginstitute.com/recorded-hr-webinars/creating-talent-development-culture/

Get more information and a free trial to the Rapid Learning Institute at: www.rapidlearninginstitute.com

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  • GO TO YOU HANDOUT[ASK] How do you know that training works or doesn’t work?” [USE THE FLIP CHART – WRITE DOWN THE FOUR LEVELS AS THE AUDIENCE BRINGS THEM UP]The technical term for what we just described is “training evaluation.” The model that everybody uses was created by Donald Kirkpatrick back in the 1950s. He did his Ph.D. thesis on it. It’s extremely simple, without being simplistic, and totally intuitive. When evaluating a trainingyou look at it from four levels. Let’s say you sent a salesperson named Jane to a two-day training session. You invested a lot of money in this training, so you naturally want to know whether you got a payoff. Here, according to Kirkpatrick’s model, is what you’d look at:1. Reaction: what did Jane think of the program. She loved it. She’s fired up.2. What did Jane learn – let’s say she learned a technique called High-Probability Selling method for prospecting. It taught specific behaviors for dis-qualifying non-buyers and identifying real ones.3. Behavior – you want to know if Jane is actually implementing the techniques she learned4. Results – Did her sales results improve.GO TO HANDOUT AND LOOK AT SKIM THROUGH THE RESPONSES.
  • Here’s some bad news for anybody who’s spending money on training.ASTD Benchmarking Forum survey to determine what percentage each of Kirkpatrick's four levels are used in organizations: These stats tell an awful story. The only reason to do training is to get results. But most people aren’t tracking them. The 3% and 13% numbers are shocking, but you can sort of see why they’re so low. It’s pretty hard to observe behavior changes and it’s really hard to map training directly to results. I’m most intrigued by the 37% for learning because it’s relatively simple to determine if somebody learned something at training. You could ask them, what did you learn? You could give a quiz? Have them write a one-page summary. But 60%+ of the time that’s not happening. [WHAT ASSUMPTIONS IS A MANAGER MAKING IF HE/SHE DOESN’T EVEN ASK “WHAT DID YO LEARN?”That many managers do “feel good” training. They know they’re supposed to train their people. They’ve got some budget for it. So they pay $20k or whatever and bring in an outside consultant. And they figure, “Okay, I’m done.” They believe training is an event, not a process.
  • Here’s some bad news for anybody who’s spending money on training.ASTD Benchmarking Forum survey to determine what percentage each of Kirkpatrick's four levels are used in organizations: These stats tell an awful story. The only reason to do training is to get results. But most people aren’t tracking them. The 3% and 13% numbers are shocking, but you can sort of see why they’re so low. It’s pretty hard to observe behavior changes and it’s really hard to map training directly to results. I’m most intrigued by the 37% for learning because it’s relatively simple to determine if somebody learned something at training. You could ask them, what did you learn? You could give a quiz? Have them write a one-page summary. But 60%+ of the time that’s not happening. [WHAT ASSUMPTIONS IS A MANAGER MAKING IF HE/SHE DOESN’T EVEN ASK “WHAT DID YO LEARN?”That many managers do “feel good” training. They know they’re supposed to train their people. They’ve got some budget for it. So they pay $20k or whatever and bring in an outside consultant. And they figure, “Okay, I’m done.” They believe training is an event, not a process.
  • This is kind of what he was saying about his client
  • Interesting tidbit. Even the Vatican has caught on to chunking. Isn’t the Vatican the most conservative organization on earth? The last one to embrace change?

Transcript

  • 1. Creating a Talent Development Culture:
    How Managers Can Make Training Stick and Boost Performance
    1
  • 2. 2
    Stephen Meyer
    CEO and Director of Learning and Development at Rapid Learning Institute
    SMeyer@rapidlearninginstitute.com
  • 3. 3
    Why it all stays in Vegas
  • 4. Sure you got some value
    But why is knowledge retention so poor?
    And what’s the cost?
    4
    No big deal?
  • 5. The science behind forgetting
    Why the problem goes way beyond that conference in Vegas
    What if all the training in your organization doesn’t stick?
    5
    What we’ll discuss
  • 6. Your training isn’t achieving ROI
    There’s another way that changes everything
    6
    Re-framing training
  • 7. This approach addresses the one killer factor in the talent development dilemma:
    Managers are accountable for training
    It’s not their fault
    But we can’t run from the problem
    7
    The core problem
  • 8. Training fails because managers fail to:
    Assess needs
    Build curricula
    Deliver curricula
    Follow up
    Why? Because we never trained them
    8
    Why training fails
  • 9. Great leaders? No
    Great trainers? No
    Either seniority or technical skill
    Company placed a bet
    “You’ll be able to get results through others”
    9
    Why managers get promoted
  • 10. Great leaders have two qualities:
    Strong technical skills
    The ability to develop people
    But new managers quickly discover:
    “I don’t know how to do this”
    “Even if I can do it, I don’t have time”
    10
    The second core competency
  • 11. Managers know talent development is crucial
    But urgent matters take precedence
    Training either:
    Doesn’t get done
    Gets done half-heartedly
    11
    Bottom of the list
  • 12. The Four Levels
    Reaction
    Learning
    Behaviors
    Results
    12
    Kirkpatrick on ‘Training Evaluation’
  • 13. How often do organizations actually use the four levels:
    Reaction – 96%
    Learning – 37%
    Behaviors – 13%
    Results – 3%
    Source: McMurrer et al. (2000) surveyed the ASTD Benchmarking Forum
    13
    ASTD Study: The bad news
  • 14. We don’t know whether we’re getting an ROI
    Why training so often fails
    14
    What the survey tells us
  • 15. How often do organizations actually use the four levels:
    Reaction – 96%
    Learning – 37%
    Behaviors – 13%
    Results – 3%
    Source: McMurrer et al. (2000) surveyed the ASTD Benchmarking Forum
    15
    Study: The bad news
  • 16. It’s that training is just an event
    “I sent Jane to training, so I’ll automatically get some benefit”
    That makes me feel good about myself
    16
    The deadly assumption
  • 17. Training is a PROCESS, not an event!
    That’s why the ASTD survey is so troubling
    Without follow-up, training events fail
    17
    You shouldn’t feel good
  • 18. 18
    Killer Sales Trainer
  • 19. I asked the sales manager, “How will you make it stick?”
    His voice said: “I’ll follow up”
    His body language said: “I haven’t a clue”
    19
    An uncomfortable question
  • 20. 20
    Killer Sales Trainer
  • 21. 21
  • 22. Have you heard of the “learning curve?”
    Term coined by HermannEbbinghaus in 1880s
    He coined a less well-known term …
    22
    Studies on knowledge retention
    Hermann Ebbinghaus
    1850-1909
  • 23. 23
    The Ebbinghaus ‘Forgetting Curve’
    Retention (percent)
    immediate recall
    20 minutes
    1 hour
    9 hours
    20% retention
    2
    4
    6
    8
    10
    15
    20
    25
    31
    Elapsed Time (days)
    Source: Hermann Ebbinghaus, Memory: A Contribution to Experimental Psychology, 1885/1913
  • 24. 24
    Follow up is the key
  • 25. 25
    Time spent in each Phase
    Follow Up:
    5%
    Planning:
    10%
    Training
    Event:
    85%
    Source: “The Promise of Phase 3, TD Magazine”, Jan. 2005
  • 28. Follow up ain’thappenin’
    Everyone believes the ROI is automatic
    Companies are losing lots of money
    26
    Wasted money and effort
  • 29. 27
    Follow up
    Highest skill level
    Permanent mastery of skills
    Skill improves
    Skill improves
    Follow-up occurs
    Skill improves
    Follow-up occurs
    Most employees
    Training occurs
    Lowest skill level
    Source: The Ultimate Sales Machine by Chet Holmes
  • 30. Bersin & Associates study: Which of 22 management processes has highest impact?
    Answer: Performance coaching
    Coaching is follow up – revisiting fundamentals
    28
    Coaching study
  • 31. The most-cited study on the value of post-training follow-up
    31 people got management training
    Result: 22% increase in performance
    Same group got performance coaching
    Result: 88% increase in performance
    Coaching increased ROI 4x
    29
    The Baruch study
  • 32. 30
    It’s all about follow up
    If follow up works so well, why isn’t anybody doing it?
    If we’re uncomfortable doing something, we put it off
  • 33. Isolating a learning concept
    31
    The answer: Chunking
  • 34. Short examples
    “Nail the first 20 seconds of a cold call”
    “How to terminate an insubordinate employee”
    “How to smoke out an imposter in a job interview”
    Breaking it down
    32
  • 35. 33
    Why employees benefit
    Adult learners are different
    They quickly succumb to “cognitive overload”
  • 36. J
    34
    Exercise
    FKFB
    INAT
    OUP
    SNA
    SAI
    RS
  • 37. JFK FBI NATO UPS NASA IRS
    35
    Exercise
  • 38. Chunking delivers:
    Higher engagement
    Higher knowledge retention
    Killer Sales Trainer did too much:
    Created cognitive overload
    36
    Shut off the fire hose
  • 39. The brain isn’t immutable
    It changes based on what we do
    Lately, we’ve been doing a lot of Googling
    37
    Neuroplasticity
  • 40. 38
    Digital natives
  • 41. 39
    Boomers and GenXers
  • 42. “The homily in general should not go over eight, minutes – the average amount of time for a listener to concentrate.”
    L'Osservatore Romano (Vatican newspaper) 3/10/2008
    40
    Vatican endorsement
  • 43. Remember: Most managers lack the “Second Core Competency”
    Chunking helps them “reframe” their talent development role
    41
    Breakthrough for managers
  • 44. Most manager view TD through a wide lens
    I need to teach sales reps “to sell”
    I need to teach managers “to manage”
    The result: TD seems overwhelming
    42
    The wide lens
  • 45. I’ll teach my sales reps to make cold calls
    I’ll teach my managers how to delegate
    The narrow lens makestraining seem doable
    43
    The narrow lens
  • 46. Common sales challenge is price objections:
    “I don’t have the budget for that”
    “My boss will blow a gasket”
    Concept: buyers who say that are making THEIR problem YOUR problem
    They’re throwing you a hot potato
    Action step: Throw the hot potato back
    Make THEIR problem, THEIR problem
    44
    Example: The hot potato
  • 47. What sales manager Connie does:
    Kicks off meeting with “chunked” module
    45 minutes of discussion and role play
    Her confidence as a talent developer was low
    But …
    45
    Chunked learning in action
  • 48. She got good REACTION – “Connie, that session was great”
    She got evidence of LEARNING – “I’d never looked at price objections that way before”
    She saw BEHAVIOR change – “Connie, I held firm on price with a prospect today”
    She got RESULTS: “Connie, the buyer agreed my price was fair”
    46
    Kirkpatrick revisited
  • 49. 47
    A Small Victory
  • 50. Spent three weeks on price objections
    Continually reinforced the concept
    Moved on to new topics on three-week cycles
    In a year she achieved 17 small victories
    She also become a very competent trainer
    48
    What Connie did
  • 51. For learners: Decreases cognitive overload
    For managers: It’s transformational
    Chunks of learning don’t seem overwhelming
    Training gets done
    Managers build a newcore competency
    49
    Game changer
  • 52. 50
    Example of chunked learning
    QUICK TAKE MODULE:
    How To Deliver High-Impact
    Employee Praise
  • 53. Key points:
    Praise can backfire
    Common praise missteps
    The proper way to give praise
    Do you feel inspired to act?
    Give praise today
    Example of chunked learning
  • 54. The Offer
    For a free tour of the Compliance & Management Rapid Learning Center
    Call 877-792-2172