When Learning Fails: 6 (+1) mistakes and how to avoid them

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Presentation slides from national conference of Canadian Society for Training and Development (CSTD) 2012

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  • Training departments spend too much money and time on training that has little, if any, impact on the performance of the learners. Management is in the constant cycle of allocating ever diminishing budgets which are not adequate to build training that has any return-on-investment.Learners are becoming disillusioned and unmotivated by the boring, lifeless click-through training to which they are subjected.Shareholders are seeing their organizations miss opportunities to improve performance and efficiency, and therefore the bottom line.
  • When Learning Fails: 6 (+1) mistakes and how to avoid them

    1. 1. When Learning FailsSix Classic Mistakes and How to Avoid Them Tom Gram CSTD National Conference November 1, 2012
    2. 2. © 2010 Global Knowledge Training LLC. All rights reserved. Page 2
    3. 3. Is Training Succeeding or Failing?  $60 billion annual expenditure (US)  10-20% successful on the job transfer  5% trainees self report applying skills at work after 6 months  Rapid decline after initial training  5-10% return on investment© 2010 Global Knowledge Training LLC. All rights reserved. Page 3
    4. 4. What Defines a Successful LearningInitiative? Audience Measure Participants Experience, Engagement, motivation, relevance, KSA Training Manager KSA, Cost, Effectiveness Line Managers KSA used on the job, unit performance improvement, sustainment support Executives Business results, ROI© 2010 Global Knowledge Training LLC. All rights reserved. Page 4
    5. 5. What Defines Successful InformalLearning Initiatives? Activities: Results:  Sharing knowledge  Speed  Accessing knowledge  Innovation through personal  Productivity networks  Quality  Creating new and emergent knowledge  Creating greater collective knowledge© 2010 Global Knowledge Training LLC. All rights reserved. Page 5
    6. 6. In My Experience So Far… A. All training initiatives have been successful B. The majority of training initiatives have been successful C. About an equal number have been successful as unsuccessful D. The majority of training initiatives have not been successful E. All training initiatives have failed to achieve their goals© 2010 Global Knowledge Training LLC. All rights reserved. Page 6
    7. 7. How Does Your Organization React toFailed Training Initiatives? A. Failure, What Failure? We don’t know if we are failing or succeeding B. Claim success and move on C. Career limiting consequences for those involved D. Review, analyze causes and learn from mistakes© 2010 Global Knowledge Training LLC. All rights reserved. Page 7
    8. 8. © 2010 Global Knowledge Training LLC. All rights reserved. Page 8
    9. 9. 6 Classic Mistakes (and a bonus mistake)© 2010 Global Knowledge Training LLC. All rights reserved. Page 9
    10. 10. The Front-end Fail No link to business or Mis-identified performance need knowledge and skills  Does the initiative  Are knowledge and skills support a business goal? derived from  Does the initiative performance gaps address a performance  Are the knowledge and problem or opportunity? skills pre-defined topics?© 2010 Global Knowledge Training LLC. All rights reserved. Page 10
    11. 11. Managing “Requests”: The Annual Training Plan Organizational strategy Org performance trends Org Development needs Business Goals Requests for training Employee development needs Training Training campaigns Plans Performance Needs Learning Projects© 2010 Global Knowledge Training LLC. All rights reserved. Page 11
    12. 12. Business goals and their LearningImplications Business Goals Learning Implications  Gain market share  Enterprise systems Business goal  New product roll-outs Business goal  Compliance and Regulation  Quality/productivity Business goal  Channel development  Employee engagement Performance Needs Learning Projects© 2010 Global Knowledge Training LLC. All rights reserved. Page 12
    13. 13. Target competencies that differentiateyour organization Know your business critical processes, knowledge and competencies Identify pivotal processes, jobs, and roles. Target learning initiatives squarely at developing the skills and behaviours that make your organization stand out© 2010 Global Knowledge Training LLC. All rights reserved. Page 13
    14. 14. © 2010 Global Knowledge Training LLC. All rights reserved. Page 14
    15. 15. 6 Classic Mistakes (and a bonus mistake)© 2010 Global Knowledge Training LLC. All rights reserved. Page 15
    16. 16. The Solution Slip-Up Instructor-Led Informal Learning Social e-learning Learning Action Live Virtual Learning Cognitive Performance Apprenticeship Support Communities of Practice Games & Projects and Simulation Assignment s Coaching Knowledge Management© 2010 Global Knowledge Training LLC. All rights reserved. Page 16
    17. 17. Solution Selection Factors  Nature of the work  Authentic work tasks  Audience preferences and characteristics  Work setting  Location  Cost© 2010 Global Knowledge Training LLC. All rights reserved. Page 17
    18. 18. Formal or Informal Learning? Task Variety Routine Technician Craft Knowledge Work Work Work Work Task Standardization 1,000 hrs. 10,000 hrs. Explicit Knowledge Tacit Knowledge Formal Learning Informal learning© 2010 Global Knowledge Training LLC. All rights reserved. Page 18
    19. 19. Long Term Impact Requires InformalLearning T Expert T T T Novice T Time T Formal training event© 2010 Global Knowledge Training LLC. All rights reserved. Page 19
    20. 20. 6 Classic Mistakes (and a bonus mistake)© 2010 Global Knowledge Training LLC. All rights reserved. Page 20
    21. 21. The Design Disaster Information Glut Too little guidance The misunderstood learning objective Not enough relevant practice Strategies not matched to learning type Bound by formal strategies Event based mentality© 2010 Global Knowledge Training LLC. All rights reserved. Page 21
    22. 22. Design Backwards Content Practice Business Behaviour Activities Goal Make content and subject matter your last decision, not your first Custom learning programs too often start with “content” or subject matter–a sure fire way to produce bloated, dull and low value programs© 2010 Global Knowledge Training LLC. All rights reserved. Page 22
    23. 23. Getting Learning Objectives Right Authentic tasks Objectives Assessment Practice Content© 2010 Global Knowledge Training LLC. All rights reserved. Page 23
    24. 24. Information Presentation Strategies Match information presentation strategy to learning objectives or learning type from taxonomies Knowledge/Skill Category Information Presentation Concepts Examples and non- examples Procedures Demonstrations Processes Visualizations Principles Use principles to solve problems Behaviour Behaviour Modeling© 2010 Global Knowledge Training LLC. All rights reserved. Page 24
    25. 25. Common Practice Problems No Wrong Partial Practice Practice Practice Effective Practice must Learners must Learning target the skills be able to requires defined in the practice with practice with learning guidance to feedback objectives competency and confidence© 2010 Global Knowledge Training LLC. All rights reserved. Page 25
    26. 26. GK’s Challenge Driven Learning Layer Purpose Business challenge Business context and goals Scenario Presentation of authentic problem or task Learning Support Concepts, principles, processes, behavior required to resolve scenario Procedural support Tools, aids, process guides© 2010 Global Knowledge Training LLC. All rights reserved. Page 26
    27. 27. 6 Classic Mistakes (and a bonus mistake)© 2010 Global Knowledge Training LLC. All rights reserved. Page 27
    28. 28. The Technology Transgression  LMS can drive activity and volume  E-learning only as cost reduction strategy  Gratuitous media  Ignoring usability  Ignoring existing infrastructure  Technology = eLearning  Social media  Quit in frustration© 2010 Global Knowledge Training LLC. All rights reserved. Page 28
    29. 29. Innovate With Technology Be creative in how you use technology to support learning. It offers more than what comes out of the box. Use technology as a tool to innovate rather than institutionalize processes that don’t create value© 2010 Global Knowledge Training LLC. All rights reserved. Page 29
    30. 30. 6 Classic Mistakes (and a bonus mistake)© 2010 Global Knowledge Training LLC. All rights reserved. Page 30
    31. 31. Project Pressures and Requirements Scope  Complexity  Speed  Low cost Quality  Quality and effectivenessCost Time Faster, better, cheaper© 2010 Global Knowledge Training LLC. All rights reserved. Page 31
    32. 32. The Project Management Mis-step Project Management Cycle Learning Design Cycle© 2010 Global Knowledge Training LLC. All rights reserved. Page 32
    33. 33. Getting Faster, Better and Cheaper Combining analysis and design stages Adopting rapid prototyping and agile development methods Separate practice and information Use technology in the design process Adopt informal learning strategies Adopt “lean” principles© 2010 Global Knowledge Training LLC. All rights reserved. Page 33
    34. 34. 6 Classic Mistakes (and a bonus mistake)© 2010 Global Knowledge Training LLC. All rights reserved. Page 34
    35. 35. Barriers to transfer of learning1. Lack of reinforcement on the job2. Interference form work environment3. Non-supportive organizational culture4. Non-relevant or impractical training content5. Discomfort with change and associated effort6. Poorly designed and delivered training7. Peer pressure to resist changes© 2010 Global Knowledge Training LLC. All rights reserved. Page 35
    36. 36. GK’s Design for Transfer Prepare Participate Perform Trainee Training System Manager© 2010 Global Knowledge Training LLC. All rights reserved. Page 36
    37. 37. 6 Classic Mistakes (and a bonus mistake)© 2010 Global Knowledge Training LLC. All rights reserved. Page 37
    38. 38. The Consulting Crash Do you have a client? Contracting and partnering Managing resistance Building credibility and trust Developing commitment© 2010 Global Knowledge Training LLC. All rights reserved. Page 38
    39. 39. What’s your top cause for learning failures A. The Front end fail B. The Solution slip-ups C. The Design disasters D. The Technology transgression E. The Project management missteps F. The Transfer tragedy G. The Consulting crash© 2010 Global Knowledge Training LLC. All rights reserved. Page 39
    40. 40. 9 Step Prescription for an Epic LearningFail1. Be sure your program is not 5. Hmm, lets use tablets! connected to any business or 6. Leave project management to performance need chance2. Choose “topics” from the 7. Focus on teaching skills. current fashion rather than Boldly assume they will actual job requirements naturally be used on the job.3. Choose a solution that suits 8. Provide no mechanisms to you rather than your learners refine, reinforce and sustain4. Load the training full of skills over time. Not your job! information and assume 9. Develop all programs in a practice will take care of itself client vacuum© 2010 Global Knowledge Training LLC. All rights reserved. Page 40
    41. 41. “An expert is a person who has made all the mistakes which can be made in a very narrow field” Niels Bohr© 2010 Global Knowledge Training LLC. All rights reserved. Page 41
    42. 42. Questions/Comments? tom.gram@globalknowledge.com @tomgram1 performancexdesign.wordpress.com ca.linkedin.com/in/tomgram© 2010 Global Knowledge Training LLC. All rights reserved. Page 42

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