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Align learning and development efforts to the business initiative
Anatomy of an Initiative It is just not that easy. The black arrow represents significant effort. Objective Business Results
Performance Model But there are actually three primary drivers of high performance We typically approach performance as the presence of, or gaps in, skills & knowledge Source: Corporate Leadership Council research Clarity Know what matters most Commitment Want to do it Capability Able to do it
Anatomy of an Initiative The first step is to prepare the people and infrastructure. Business Results People Ready Critical Behaviors Infrastructure Ready Objective
Obstacles to Sustained Performance Adapted from Vision Deployment Matrix – developed by Daniel Kim Efforts to prepare people that originate from the bottom are more costly and less likely to achieve sustained change. Efforts cascading from the top are more cost effective and produce better more sustainable results Events: Critical Behaviors Patterns: Critical Behaviors Mental Models Organizational Forces (Systems and Structures) Vision
Organizational Forces The processes used to recruit and develop associates and leaders The processes used to reward associate and leader performance The explicit articulation of desired business outcomes and the approach that is being taken to achieve those outcomes The number of organizational levels, span of control and decision making procedures The processes and procedures used to get work done (designing, developing and delivering products & services) The values, style, mindset and norms which underlie how people work together and think about their work; commonly held beliefs about how the organization is and should be operating The processes and procedures used to comply with industry regulations and conduct business ethically Structure Rewards Culture Talent Processes Business Process Strategy Compliance Individual and group performance is impacted by a set of organizational forces
Business Alignment Process Business Results Structure People Ready Critical Behaviors Infrastructure Ready Rewards Culture Talent Processes Business Process Strategy Compliance Objective
Organizational Forces Identified (supporting and detracting)
Current State Desired State How can we close the gap? What is the value of closing the gap? What is the cost of closing the gap?
Strategic Alignment Lower Lower Higher Higher Degree of behavior change needed Investment of resources
More learning options
Transformational Change Change behavior, shift thinking or assumptions, adopt new perspectives Preventative/Corrective Skill Building Learn new skill, modify or refine something we are already doing Awareness Creation Focus attention, share new information
Strategic Learning Program Pilot Phase (repeat until desired change occurs) Step 1: Business Alignment Process Step 2: Program Planning and Development Step 3: Implementation Step 5: Full Scale Implementation: Ongoing Monitoring and Evaluation Step 4: Evaluate and Adjust Attempted Behaviors On-the-Job Environment 1 2 3 4 5 Business Alignment Process Plan & Develop Implement Organizational Alignment L&D Solutions Infrastructure Alignment Sustained Behaviors Business Results
High Performance Organization Organizational Forces Aligned Structure Rewards Culture Talent Processes Business Processes Strategy Compliance Learning & Development ILT E-learning VILT Special Projects Role Modeling Many others Knowledge Management Intranet Books Reference Videos Communities Social Networking Performance Support Phone Support Online Help Job Aids Performance FdBk Coaching Mentoring Efforts to drive performance from L&D efforts alone are not as effective as those interconnected to the rest of the organization.
Maximizing the impact of L&D programs while maximizing the ROI of measurement and evaluation resources.
Evaluating Behavior Change Organization prepared for change supported with quality L&D solutions Lower Training Intervention Higher Degree of behavior change Time away from training Hawthorne effect Organization not prepared
Program Evaluation Methodologies Attempted Behaviors On-the-Job Environment Level 1 Evaluations – Reactions Online Surveys Paper-based Surveys Focus Groups Group Discussions Pulse Checks Level 2 Evaluations – Learning Pre/Post Tests Performance Based Tests Peer to Peer Feedback One-on-one Interviews Group Assessments Level 3 Evaluations – Behavior Change Observations Self-Assessments Leader Evaluations Tracking Tools Interviews Level 4 Evaluations – Business Results Data Analysis Reports Data mining Existing Reports Business Alignment Process Plan & Develop Implementation Organizational Alignment L&D Solutions Infrastructure Alignment Sustained Behaviors Business Results
When/Why to Evaluate Demonstrated Capabilities Training Activities Business Results Level 1 Level 2 Level 3 Level 4 Training Focus (consumption) Business Focus (impact) Demonstrated Capabilities Transformational Change Skill Building Awareness Program Goal: Transformational Change