5 Barriers to Effective Employee Training Programs - Webinar 08.21.14

2,081 views

Published on

In this webinar we'll outline the 5 barriers to effective training and development programs and best practices for overcoming those barriers.
www.bizlibrary.com/webinars

Published in: Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,081
On SlideShare
0
From Embeds
0
Number of Embeds
146
Actions
Shares
0
Downloads
27
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

5 Barriers to Effective Employee Training Programs - Webinar 08.21.14

  1. 1. BARRIERS TO EFFECTIVE TRAINING PROGRAMS AND HOW TO CRUSH THEM.
  2. 2. BIZLIBRARY.COM
  3. 3. ? WHAT IS THE BIGGEST BARRIER YOU HAVE FACED RELATED TO LEARNING AND DEVELOPMENT ON THE JOB? a.Lack of resources and time. b.Lack of motivation to change or improve. c.Training doesn’t make an impact. d.Performance isn’t improved. e.Lack of support from senior leaders.
  4. 4. WHAT WE HOPE YOU’LL LEARN: The strategic framework for effective learning and development programs. The 5 barriers organizations face. Best practices about how you can overcome the barriers.
  5. 5. Everyday we create bytes of data… So much that 90% of the data in the world has been created in the last two years alone. SOURCE: IBM Understanding Big Data: Analytics for Enterprise Class Hadoop and Streaming Data 2.5 QUINTILLION
  6. 6. Over 6 billion hours of ….video are watched each month on YouTube… that's almost an hour for every person on Earth.
  7. 7. 9 out of 10 Americans already use their smartphones for work. Cisco BYOD Insights Report 2013
  8. 8. THE % OF KNOWLEDGE IN YOUR BRAIN NEEDED TO DO YOUR JOB 1986 1997 2006 Source: Robert Kelly, Carnegie-Mellon University
  9. 9. Executives Want to See More Impact and Value Ranked Importance to Exec’s Measure Learning Evaluation Level Example Currently Measured 1 Impact 4 “The Accel project contributed 20% to our reduction in error rates this fiscal.” 8% 2 Value 5 “Within one year, the East program will achieve a 2:1 benefit-cost ratio.” 4% 3 Awards 0 “Our learning program won an award from Chief Learning Officer magazine.” 40% 4 Application 3 “78% are applying their new skills to their jobs” 11% 5 Learning 2 “92% of participants increased their skills” 32% 6 Activity 0 “Last year 7,800 employees participated in our learning programs” 94% 7 Efficiency 0 “Formal learning costs $2.15 per hour” 78% 8 Reaction 1 “Employees rated our training very high with an average of 4.5 on a 5 point scale” 53% Source: How Executives View Learning Metrics by Patti and Jack Phillips, CLO Magazine, Dec 2010
  10. 10. If we just put a great employee training program together, the employees will love it….
  11. 11. In a world of learning and development where complexity is the enemy, [organizations need a] simple and nimble approach to delivering high quality learning, anywhere, anytime. MICHAEL ROCHELLE Chief Strategy Officer Brandon-Hall Group
  12. 12. complexity is the enemy.
  13. 13. EFFECTIVE TRAINING PROGRAMS COMMON BARRIERS X X X EFFICIENCY STATUS QUO MANAGER SUPPORT X CONVENIENCE X TRAINING MINDSET
  14. 14. BIZLIBRARY.COM EFFICIENCY •Focus on outputs rather than inputs •Effectively using technology •Build, buy and borrow •Complex systems and structures
  15. 15. BIZLIBRARY.COM Top 4 Learning Solutions for 2014 •Off-the-shelf content •Video training •Learning management systems •Mobile learning Cox eLearning Consultants, Learning Solutions Forecast: 2014 Edition
  16. 16. WHY VIDEO AND ELEARNING? COST Reduce training budget without sacrificing effectiveness REACH More employees, at lower cost TRAVEL Reduce or eliminate travel costs PRODUCTIVITY Ensure productivity and minimize away from work
  17. 17. FEATURE BENEFIT EFFICIENT Capable of teaching the same material in less time and reducing the duration of class time ADAPTABLE Addresses both formal and informal learning needs AVAILABLE No need to schedule learning with a 24x7x365 solution SCALABLE Reaches more employees faster and with greater consistency EFFECTIVE Found to be as effective as face-to-face learning* ECONOMICAL Cost -effective for any size audience *U.S. Department of Education, Office of Planning, Evaluation, and Policy Development, Evaluation of Evidence-Based Practices in Online Learning: A Meta-Analysis and Review of Online Learning Studies, Washington, D.C., 2009, revised 2010. ONLINE LEARNING MAKES SENSE
  18. 18. COLLABORATIVE Network-based and driven Content curators and creators Smaller and decentralized FLAT – fewer managers more SPECIALISTS TECHNOLOGY dependent
  19. 19. BIZLIBRARY.COM 4 Tips for Harnessing Informal Learning •Accountability •Work smarter •Model behavior •Get the right people and tools in place
  20. 20. BIZLIBRARY.COM STATUS QUO •Inertia and risk aversion •Processes and systems are hard to change •Training and development laggards
  21. 21. ASTD COMPETENCIES 2013 BUSINESS SKILLS GLOBAL MINDSET INDUSTRY KNOWLEDGE INTERPERSONAL SKILLS PERSONAL SKILLS TECHNOLOGY LITERACY
  22. 22. ALTERNATE COMPETENCIES NETWORKING COLLABORATION PRESENTATION SKILLS DIGITAL LITERACY LEADERSHIP SKILLS
  23. 23. It takes all the running you can do, to keep in the same place. If you want to get somewhere else, you must run at least twice as fast as that. The Red Queen Through the Looking Glass by Lewis Carroll
  24. 24. ORGANIZATIONS WITH A STRONG LEARNING CULTURE SIGNIFICANTLY OUTPERFORM THEIR PEERS… 46% 37% 33% 26% 58% 17% INNOVATION: more likely to be first to market PRODUCTIVITY: greater productivity CUSTOMER SERVICE: Better response to customer needs QUALITY: Greater ability to deliver “quality products” SKILLS: More prepared to meet future demand PROFITABILITY: More likely to be market share leaders SOURCE: BERSIN BY DELOITTE
  25. 25. BIZLIBRARY.COM Change Management •L&D must take leadership role •70% of change initiatives fail (John Kotter – Harvard School of Business) •Holistic view and commitment to follow- through
  26. 26. BIZLIBRARY.COM CONVENIENCE •A “conspiracy of convenience” •Throwing training at a challenge or problem •Alignment with the organizations strategic goals
  27. 27. BIZLIBRARY.COM Root Cause Analysis •Systematic approach •Relentless and objective pursuit of objective truth •Ask “why?”
  28. 28. BIZLIBRARY.COM “TRAINING” MINDSET •Change focus from input to performance •Are the right things being measured? Activity or performance •Kirkpatrick levels
  29. 29. Executives Want to See More Impact and Value Ranked Importance to Exec’s Measure Learning Evaluation Level Example Currently Measured 1 Impact 4 “The Accel project contributed 20% to our reduction in error rates this fiscal.” 8% 2 Value 5 “Within one year, the East program will achieve a 2:1 benefit-cost ratio.” 4% 3 Awards 0 “Our learning program won an award from Chief Learning Officer magazine.” 40% 4 Application 3 “78% are applying their new skills to their jobs” 11% 5 Learning 2 “92% of participants increased their skills” 32% 6 Activity 0 “Last year 7,800 employees participated in our learning programs” 94% 7 Efficiency 0 “Formal learning costs $2.15 per hour” 78% 8 Reaction 1 “Employees rated our training very high with an average of 4.5 on a 5 point scale” 53% Source: How Executives View Learning Metrics by Patti and Jack Phillips, CLO Magazine, Dec 2010
  30. 30. BIZLIBRARY.COM TRAINING NEEDED TO: TRAINING ACTIVITIES Increase revenue Sales training Improve quality Attention to detail courses Reduce turnover Manager communication skills Improve morale Open access to online courses Satisfy customers Customer service courses
  31. 31. BIZLIBRARY.COM BUSINESS NEED QUANTIFYING QUESTIONS Increased revenue Buy how much? In which areas? Improved quality Improved how? Reduction in turnover What percentage reduction? Improved morale Improved how? More satisfied customers In what way?
  32. 32. BIZLIBRARY.COM MANAGER SUPPORT •No other relationship has more impact •Manager support and involvement at every stage is crucial
  33. 33. BIZLIBRARY.COM Make the Employees Stakeholders (Psst . . . They are already learning on their own anyway!) •Organizational mission •Engagement •Tools and resources •Continuous feedback
  34. 34. BIZLIBRARY.COM WHAT IS LEARNING AGILITY? •Set of behaviors •Prepares people to perform well in novel or unfamiliar situations •Can be developed and learned to an extent
  35. 35. KEY TAKE-AWAYS We need a different approach to learning and development. Focus on performance. What are the barriers my organization faces? Start with manager support – it’s the single most important factor. Sometimes it’s a change in culture. Change isn’t always easy.
  36. 36. BIZLIBRARY.COM QUESTIONS Use the Q&A box in the lower right hand portion of your screen.
  37. 37. BIZLIBRARY.COM Course Series: How to Know What We Know Short videos each less than 10 min. Course Title: QuickTalks: Rob Kaplan: Leadership Lesson: You Must Ask the Right Questions to Adapt Target: Leaders at All Levels
  38. 38. BIZLIBRARY.COM Free trial of the BizLibrary Collection Courses. Topic Areas. Unlimited Access. 7,000+ 25

×