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Boost Employee Performance Microlearning Manager Training

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Congratulations! You’ve developed the greatest training program ever. The content is ideally suited to your business problems, the technology works, and the employees seem to like it. There’s only one problem… nobody knows what to do with it when they return to their jobs.

If that’s not a nightmare scenario for a training professional, we don’t know what is!

Ultimately, we need our employees to learn, retain, and then apply what they learn to improve their knowledge and skills and reach higher levels of performance. That’s the goal. But how many times do we fail to see the ROI we expect? How many times do we see well-executed content NOT applied on the job? How many times do we have to go back to the CFO and explain why the ROI we expected never materialized.

Kristi McNabb, Revenue Operations Manager at BizLibrary, will help you discover how and when employees apply learning to improve their job performance, explain the role managers play in helping employees retain training and drive ROI, and help you understand how microlearning can be a great tool to help employees in their moment of need.

During this webinar, Kristi will provide easy-to-understand insights on:

- How to help employees apply their learning and improve job performance
- A manager’s role in employee retention and training ROI
- How microlearning is a great tool for helping employees acquire skills just when they need them
- ... and much more!

Watch the full webinar here: http://webinar.workforce.com/boost-employee-performance-with-microlearning-and-manager-training

Published in: Recruiting & HR
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Boost Employee Performance Microlearning Manager Training

  1. 1. Presenting Today Kristi McNabb Revenue Operations Manager BizLibrary Katie Miller Marketing Specialist BizLibrary
  2. 2. www.bizlibrary.com/demo
  3. 3. We need a learning revolution: in the schools, at home, and in the workplace. Although the science of learning has made enormous advances over the past decade, its discoveries have remained restricted to academic journals and conferences. It’s time to liberate this knowledge for the good of learners everywhere.” SOURCE: Annie Murphy Paul, The Science of How We Learn, Time Magazine (online) “
  4. 4. Learn Moment of need Apply Improve job performance Retain The 3 Functional Components of Effective Employee Training
  5. 5. Human Learning Process Encoding Short-term memory, observations, memory traces and what we’ve seen (limited capacity) Retrieval Forced retrieval is most effective after time intervals and some forgetting has occurred Consolidation Time scientists believe the brain replays or rehearses the learning, new knowledge next to neural markers
  6. 6. The three elements cannot be separated… though we try.
  7. 7. LEVEL 1 LEVEL 4 LEVEL 2 LEVEL 3 LEVEL 5 Kirkpatrick – Phillips Model
  8. 8. Kirkpatrick – Phillips Model LEVEL 1 LEVEL 4 LEVEL 2 LEVEL 3 LEVEL 5 Reaction Participant satisfaction
  9. 9. Kirkpatrick – Phillips Model LEVEL 1 LEVEL 4 LEVEL 2 LEVEL 3 LEVEL 5 Learning Knowledge, skills and attitudes
  10. 10. Kirkpatrick – Phillips Model LEVEL 1 LEVEL 4 LEVEL 2 LEVEL 3 LEVEL 5 Behavior Application and on-the-job learning
  11. 11. Kirkpatrick – Phillips Model LEVEL 1 LEVEL 4 LEVEL 2 LEVEL 3 LEVEL 5 Results Business impact
  12. 12. Kirkpatrick – Phillips Model LEVEL 1 LEVEL 4 LEVEL 2 LEVEL 3 LEVEL 5 ROI Return on investment
  13. 13. ROI + Business Benefit Require Application That’s why the Kirkpatrick-Phillips Model still matters… Employees must learn . . . Employees must retain what they’ve learned Employees must apply what they’ve learned to improve performance Simple, right? Should be, but too many organizations struggle with it.
  14. 14. No matter how much you invest into training and development, nearly everything you teach to your employees will be forgotten. Indeed, although corporations spend 60 billion dollars a year on training, this investment is like pumping gas into a car that has a hole in the tank. All of your hard work simply drains away.” SOURCE: Art Kohn, PHD, Professor, Author and Consultant
  15. 15. Hermann Ebbinghaus: The Forgetting Curve
  16. 16. Overcoming the Curve SOURCE: Mentormegate.com
  17. 17. 10 MIN. 2 DAYS 2 WEEKS 2 MONTHS Overcoming the Curve 2 + 2 + 2
  18. 18. Retention Ecosystem Content + Technology Systems and Processes Stakeholders
  19. 19. 0 1 2 3 4 5 6 7 8 9 10 Trainer Employee Manager Trainer Employee Manager Trainer Employee Manager Usage Impact POST EVENT PRE Impact for Training Transfer Most Impact/Usage Least Impact/UsageSource: Barbara Carnes,MakingTrainingStick
  20. 20. 0 1 2 3 4 5 6 7 8 9 10 Trainer Employee Manager Trainer Employee Manager Trainer Employee Manager Usage Impact PRE Impact for Training Transfer Most Powerful Least Powerful Source: Barbara Carnes,MakingTrainingStick
  21. 21. 0 1 2 3 4 5 6 7 8 9 10 Trainer Employee Manager Trainer Employee Manager Trainer Employee Manager Usage Impact EVENT Impact for Training Transfer Most Powerful Least Powerful Source: Barbara Carnes,MakingTrainingStick
  22. 22. 0 1 2 3 4 5 6 7 8 9 10 Trainer Employee Manager Trainer Employee Manager Trainer Employee Manager Usage Impact POST Impact for Training Transfer Most Powerful Least Powerful Source: Barbara Carnes,MakingTrainingStick
  23. 23. 0 1 2 3 4 5 6 7 8 9 10 Trainer Employee Manager Trainer Employee Manager Trainer Employee Manager Use / Frequency Power / Impact POST EVENT PRE Impact for Training Transfer Most Powerful Least Powerful Biggest disconnect is our perception of the impact during the event and the reality. Source: Barbara Carnes,MakingTrainingStick
  24. 24. 0 1 2 3 4 5 6 7 8 9 10 Trainer Employee Manager Trainer Employee Manager Trainer Employee Manager U s e POST EVENT PRE Impact for Training Transfer Most Powerful Least Powerful Manager pre-training has the biggest impact. Trainer pre-training has the second biggest impact. Manager post training has the third biggest impact. Source: Barbara Carnes,MakingTrainingStick
  25. 25. 6 Best Practices for a Manager to Support Learning 1. Identify performance gaps 2. Identify skill and competency gaps 3. Make the employees stakeholders 4. Get involved and be a good example 5. Incorporate learning into day-to-day work 6. Celebrate and recognize $ $ $ @
  26. 26. Manager Curriculum Performance Emotional Intelligence Delegation Engagement / Motivation Listening Skills Strategic Thinking Coaching Presentation Skills Leadership
  27. 27. 10 MIN. 2 DAYS 2 WEEKS 2 MONTHS After training begins: • Ask questions about content • Ask reflection questions • Suggest additional videos
  28. 28. Sample Reflection Question According to the webinar materials so far, how might you involve your managers in the planning of your next employee training effort?
  29. 29. 10 MIN. 2 DAYS 2 WEEKS 2 MONTHS 48 hours: • Coaching on content and learning objectives • Performance improvement as goal Overcoming the Curve | Managers as Assets Systems and Processes: 2+2+2
  30. 30. Poll Question In your organization, how do your managers support employees in the application of new things to their jobs?
  31. 31. In your organization, how do your managers support employees in the application of new things to their jobs : a. Our managers offer little support, mostly because they are not committed to learning and development themselves. b. Our managers offer little to no support, mostly because they are not willing to do so. c. Our managers offer little to no support because they do not know how to do so. d. Managers provide some support, but not enough. e. Managers are well-trained, involved and provide excellent support across the board. f. Something else.
  32. 32. 10 MIN. 2 DAYS 2 WEEKS 2 MONTHS 2 weeks later: • Use case: give the employee a new situation to explore with new visual clues Overcoming the Curve | Managers as Assets Systems and Processes: 2+2+2
  33. 33. 10 MIN. 2 DAYS 2 WEEKS 2 MONTHS 2 months later: • Manager / employee review of quiz answers • Hypothetical questions with visual examples Overcoming the Curve | Managers as Assets Systems and Processes: 2+2+2
  34. 34. Overcoming the Curve Manager Key for the 2 Month Mark Employees should be applying what they’ve learned . . . . • Compare new levels of performance to performance gap analysis • Still gaps? • What part of learning is and is not being applied? • Managers must explore any barriers to application of learning now!
  35. 35. Sample Question for Managers Provide a detailedinstance where you had a problem applying the active listeningskills trainingwe’ve been working on over the last two months? • What happened? • What do you think caused the problem? • What might you have done differently? • What was the outcome?
  36. 36. Stakeholder • Employees and managers are part of interconnected system of learning (encoding), consolidation and retrieval. • And in the end - application! • Employees and managers alike must see value and purpose behind learning. • Managers must know how to incorporate learning into work environment.
  37. 37. The contextual cues in the learning and remembering situations. The difficulty of the retention test. The power of the learning methods used. The type of material being learned. Connect Stakeholders to Content The amount of time the learning has to be retained.The learners’ prior knowledge and motivation to learn. SOURCE: How Much Do People Forget? Will Thalheimer
  38. 38. Content’s Relation to Learner When content is important to the learner, relevant to their experience and based upon things they already know.
  39. 39. Content Design and Delivery • Visual content (video), short bursts both during training and for retention purposes • Anchor learning with context – visual cues • Make recollection of content difficult but not impossible. Review with correct answers after intervals - allow some forgetting to occur
  40. 40. Key Take-Aways Employee application oflearning to improved job performance begins BEFORE training programs ever start! Managers are a crucial part of the retention/applicationecosystem to drive ROI and business benefits. Microlearningcan be a great tool to help employees in the moment of need as a direct applicationof newly acquired skills to job performance. www.bizlibrary.com
  41. 41. Questions?
  42. 42. Advanced Train the Trainer Video Series The series is designed to help experienced trainers improve the impact of their work and is divided into four sets of programs: "Training Management," "Research," "Content Development," and "Delivering Training." This video introduces the series and describes why you have to focus on reinforcing and supporting new behaviors after the learning event. Advanced Train the Trainer: Today’s Training Challenges
  43. 43. Learning Retention Strategies Video Course Professor Kohn explains the benefits of boosts, the types of boosts, the suggested frequency of boosts, and much, much more. Learning Retention Strategies
  44. 44. Let us know through the poll if you’d like a free demo of BizLibrary’s online course collection. www.bizlibrary.com/demo Try out these video lessons and more!
  45. 45. Thank you for attending! Katie Miller Marketing Specialist BizLibrary Kristi McNabb Revenue Operations Manager BizLibrary

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