Creating a training_program_learning_culture 121912h

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  • http://www.bizlibrary.com/Services/ImplementationandPlanning/StrategicImplementationGuide.aspxhttp://www.bizlibrary.com/Portals/0/documents/Webinars/Training_Program_Learning_Culture_Webinar_Notes.pdf
  • Host:My name is Jessica Batz and I’m a Marketing Specialist at BizLibrary. I graduated from the University of Missouri-Columbia with Bachelor of Journalism in. Prior to joining the marketing team I worked directly with our clients as an Account Manager to help implement, build and launch new programs, develop marketing and communications plans, and align their program with organizational objectives. I’m very active in social media and learning. You can follow me @jessbatz and @bizlibrary on twitter.Presenting today is Chris Osborn. Chris is the VP of Marketing for BizLibrary. Chris has also worked in a consulting capacity with a Paris-based leadership development consulting firm to help organizations design and implement leadership and executive development programs. He's been preforming learning, development and training functions formally since 2000 and informally for organizations since 1987. Chris is a member of the adjunct faculty (adjunct- since 1999) in the Human Resources Management Program (Master's Degree) at University College - Washington University in St. Louis where he teaches courses on conflict resolution and discrimination. He's a social media evangelist, and prior to his move into the business sector, Chris practiced law in the areas of labor, employment and business litigation for over 12 years. He graduated from Washington University School of Law with honors in 1987. He’s here today to present key strategies for building and planning an effective succession planning program.
  • BizLibrary has provided online learning solutions to small and mid-sized companies since 1996. Our core solution includes the industry’s largest course libraries. That includes the award winning streaming video library, and an e-learning courses libraries. Covering every topic area, from new mgr and supervisor, leadership development, hr compliance workplace health safety, pretty much anything you’d want to do training on. Our award- winning learning management system is also a part of our core solution. The LMS makes training easy, it’s a cloud-based solution – meaning it’s available from anywhere – anytime. you can deliver and track all of your learning resources and events from on central platform. At BizLibrary we believe in the power of technology to help smaller organizations learn, share knowledge, and perform at their best.
  • No manager support/accountabilityUse it or lose it – We often forget this building block for all T&D efforts. Employees who can’t incorporate what they’ve learned, it evaporates very quickly. Think how wonderful companies would become if supervisors were held accountable as part of their on-going performance if training reinforcement was included? Think about it!Budget:This is a “fact,” but it’s also a crutch. Ironically, companies want to have the best and brightest, but when the first economic squeeze hits, T&D budgets get chopped quickly. Maybe companies should look at these dollars as “investments” vs. “expenses!” * Time and staffing strikes the same chord as “budget” does. If these components of a company are not valued, then there will always be a lack of time, funding and staffing assigned to T&D. There needs to be more of an argument in this area than ROI. There has been to sustainability, value and behavioral shifts which show tangible results. * Perceived value is another common roadblock HR gets mired in the CFO mindset to develop a massive ROI model in order to justify our “value” to the organization. However, it’s also a key factor for our employees who attend our efforts. If they don’t see that they can use what is taught, then that is a much more critical loss of value than any financial issues will ever generate.The culture of senior leadership– If you don’t have people leading the company who encourage, foster and believe in training and development of their employees, then there is no bigger wall to break through. This can influence the budget argument. It also shows if a company chooses to be limited and static vs. positioning itself to function strategically.Unengaged and unmotivated employeesTraining and development needs to have context and relevance. If employees don’t see themselves in what you’re delivering then your efforts are for naught.
  • How to get started from the ground upCulture, Change Management, Success CriteriaProgram Evaluation and Managementidentify four major phases of the implementation process, which include:Strategy and ImplementationDeploymentMarketing and CommunicationProgram Management and Strategic Integration
  • Strategy and Implementation:Cultural Awareness – Recognizing how the culture of your organization impacts yourimplementation.Change Management – e-Learning almost always represents significant change for our clients. (Over 80% of our clients are first- time e-learning consumers.)Program Goals and Critical Success Factors – Defining your program goals and objectives. Selecting your curriculum, determining your program success criteria, and methods for evaluating your success.Managing your Implementation – Assembling the resources for managing your implementation.
  • Does your organization have a strong culture of learning? This may seem like a difficult question because an organization’s culture is complex. It evolves through an accumulation of shared history, values and relationships.Cultural considerations that can impact the success of your training program:Executive level support or mandateCorporate mission or value statementsEmerging business realitiesBusiness demandsManagement level support for trainingPhysical work environmentOrganizational communication styles and information flowRelationships and organizational influenceExisting learning culture
  • A learning culture has five key elements. The first is holistic thinking where employees understand how the parts of the organization interact and operate together. The second element is integrated and varied learning opportunities, designed to achieve a common goal. The third element is a capacity for continuous change and improvement. The fourth element is a focus on collaboration – learning and solving problems with others. Finally, the fifth element is personal commitment from all employees.Holistic thinking:Holistic thinking or systems thinking is the ability to see the “big picture” within an organization. Where holistic thinking exists, each and every employee understands how their work contributes to the overall strategy and how changes in one area affect the whole organization.People understand and consider the implications of their actions on other areas of the organizationPeople at all levels are focused on a common vision and strategic directionLearning has a place in the shared vision; top management support the vision of a learning organizationEfforts are coordinated across departments on the basis of common goals.Integrated learning:Integrated learning opportunities means learning through a variety of mechanisms. Learners may attend formal training, then reinforce and sustain what they learned through job shadowing, discussion or on-the-job practice. Integration also means making learning part of the job so that employees continually encounter opportunities to grow and develop as they carry out their responsibilities.Comprehensive, multimodal learningRegular practiceOn-the-job trainingGood knowledge managementStrong succession planningEmployees seek information and feedback from customers, suppliers and other external sourcesCapacity for change and improvement:A learning culture thrives when an organization has a capacity for change and improvement. In such cases, employees have an openness and willingness to accept change. They embrace change through continuous learning and discovery.AdaptabilityInnovationExploring and challenging assumptions and perception gaps is expectedEmployees reflect and consider perspectivesMistakes are tolerated and considered part of the learning processFocus on Collaboration:A collaborative approach to learning- as opposed to an individualist approach – focuses on learning as a group. A positive learning culture has collective thinking skills where a group has the capacity to develop shared intellect. People learn from and with each other, and the combined intelligence of the group is greater than the sum of its individual members.Employees share informationEmployees interact with good communication skillsEmployees collaborate to learn and solve problemsGroup learning and decision making is standardEmployees are rewarded for team effortsPersonal commitment:Employees in a learning culture are motivated and committed to taking charge of their own learning. In a learning culture, individuals are proactive, and learning is largely self- directed.Every employee is treated as an individual Everyone is motivated to improve their performanceEmployees are energized from learningActive self-development is standardEmployees are rewarded for learning
  • No matter how well you plan for the implementation and work your way through effective change leadership principles, there will be pockets of resistance. Resistance to any change is normal in organizations. In fact, you should expect some resistance, and that means you can also plan for it and try to reduce the impact.So, be prepared to offer ongoing support and validation for the e-learning program by:Communicating the business and individual benefits of the programReduce fear of the unknown by communicating – in as many ways as possible – what can be expected from the training, e.g. number of courses, time expected to be spent in training, the ease of using the LMS and accessing the courses, etc.Planning carefully to keep business disruption to a minimumProviding clear links between the training curriculum and job roles
  • HOW TO PRESENT CHANGE TO EMPLOYEES The following outlines a process for presenting change to employees.PREPAREGather as much background information as you can.Think about how different people will react to and be affected by the change.Empathize—try to put yourself in your employees' shoes.Plan how you are going to introduce the change—that is, exactly what you are going to say.Anticipate their questions and plan your responses.DELIVER YOUR MESSAGEExplain the change's purpose.Give background information.Explain the reason or reasons for the change as fully as you can.Tie the change to the "big picture," explaining how it relates to solving an organizational or departmental problem or some other kind of improvement.Explain the change's impact.Communicate honestly how the change will affect the people involved.Be enthusiastic and positive, but deal openly and frankly with the negative aspects.Provide information.Supply details about the change, including what they can expect and what is expected of them.Stress the personal benefits and potential opportunities for them.Assure them that they will receive training and support as appropriate to the situation.Handle concerns.Solicit questions and concerns.Listen and respond openly, taking whatever time is necessary to fully give them opportunities to express their feelings.Involve employees in the change.Ask people for help and commitment in making the change work.Actively seek their input and suggestions, and ask them about any problems they may have or anticipate.Use group problem solving to overcome problems and address related issues.Ask for their ideas on how to implement the change.FOLLOW UPCheck in with people periodically to find out how they are handling the change.Continue to offer support and serve as a sounding board when needed.Recognize and reward those who support the change through their efforts, advice, and input.Source: "Management Model for Change: Presenting Change to Employees" by Karen Lawson in 2008 Pfeiffer Annual: Consulting (2008).
  • Once you’ve examined your organization’s culture, and the variables in place that will impact your implementation, you’re ready to start defining the program goals, objectives, and critical success factors. Whether you’re implementing an Instructor Led Training (ILT) program, an e-learning program or a blended program – it’s imperative that you clearly define your objectives and link them to overall business goals. Factors include determining the audience for your program, selecting the appropriate courses that map to your objectives and defining the criteria used to measure your success (success criteria).
  • Specific: Training program goals need to be targeted to meet specific business needs. Generalized goals, such as increase revenue can be measured, but it’s very hard to find the impact of training in such broad – yet important – organizational goals. Instead, a specific training goal that might be effective for sale training might be to improve the “close” rate from 6% to 7%.Measureable : There is an old adage in process improvement that goes – “if you can’t measure it, you can’t improve it.” Training goals certainly lend themselves to this concept. If the goal is to improve customer satisfaction, make sure you are gathering customer satisfaction data you can evaluate. So surveys or renewal rates might be two measureable factors you can examine to see if you can measure improvement as a result of training.Attainable : Make sure your goals – both short term and long term – are, in fact – attainable. As you build your e-learning and training program, setting benchmark goals that are realistic and attainable (not EASY) can be very motivating. As people hit these goals, you will find your program will gain traction and momentum.Relevant : Most employees will be engaged in training when they clearly see a connection between the training content and their job roles.Timely : One of the great advantages of e-learning is the “just-in-time” nature of the training modality. As you develop your marketing and communication materials, it might be a good idea to emphasize for employees that THEY control the timing of their e-learning.Goals can be program focused or learner focused.
  • Generally, your criteria will fall into two main areas of focus, Program and Learner. Each item includes a measurement component. Program FocusProgram focused criteria should take a broad view of the program design and objectives. Remember, as you develop these measurements and criteria, to follow SMART.Percentage of employees take at least one course within the first year of programReplace percentage of Instructor Led Training (ILT) with e-learningEmployees use e-learning to meet an average percentage of their annual training requirementEmployees use e-learning courses to meet specific skill gaps in their Personal Development Plans and demonstrate a test score of percentage
  • Learner focused criteria ought to be much more specific, and sometimes these measures can be based upon learner feedback, impressions and ideas.Positive feedback on content with a specific approval ratingExtent the learner has manager encouragement to use of the knowledge and/or skills presented by modeling the skills or providing you coaching and/or feedback? Positive feedback on how participants will apply what they learned to their job
  • When determining howyou will evaluate the success of the program, it is important that you have at least one method of evaluation that allows you to measure each of your success criteria.Common sources of data for measuring against success criteria include:Usage reports available from the Learning Management System (LMS)Results from learner evaluation forms that can be compiled, averaged, and chartedImprovement in scores between pre-test and test that can provide evidence of training effectivenessMeasurement gives us an indication of where we have been and where we need to go next.Measurement is important – it aids you in demonstrating the value of e-learning, monitoring the effectiveness of training programs and ensuring specific return on the training investment.As you’re evaluating your e-learning program, consider the following questions:Did you meet your business objectives?Did you meet your budget?Did you have management buy-in?Did this impact your business? If so, how? If not, why not?Did you track utilization?Did your cultural variables shift or change? If so, how does this impact your e-learning strategy?Have you identified additional training gaps that can be addressed with an expanded e-learning initiative?Potential business impact of elearning:Reduced the learning duration for each learner from 8 hours to 2.5 hours Increased learner retention and/or exceeded the knowledge gained from the current program Eliminated travel Reduced the number of days the sales force was out of the field Gained additional time for training in advanced topics Improved the bottom line through related efficiencies
  • Jessica:Method: Track initial email to users. Measured Results:949 sent/508 opened (53.5%)77 users hit the link to the LMS within the email (35%)62 signed up for courses28 started courses8 completed courses8% completed a course from one emailThe average of new program participation – completing a course is 30% in the first year
  • JessicaOverall goal was to increase key employee retention over 12 months80% of participants completed the program30% of participants were promoted within three months of program completion100% retention of all program participants100% of participants rated the program as worthwhile and valuable
  • Develop the plan/set the timeline for the projectMonitor the timeline for the projectDevelop a marketing and communication planGenerate reportsMarketing Strategy – Development of your overall marketing strategy and its relationship to your program goals and objectives.Target Markets – Determination of your target markets and their “pain points”.Marketing Methods – Determination of the appropriate marketing and promotional techniques for your e-learning program.Marketing Plan – Development of an effective marketing plan and the importance of re-evaluating your efforts in order to meet your e-learning goals.
  • It is important that you identify who will be part of your internal project team. You might want to consider participants from the following departments:TrainingHuman ResourcesOrganizational DevelopmentInformation Technology (to handle any technical issues)Marketing/Communications (to assist with the marketing plan)
  • JessicaProvide your employees with user guides.Include:How to access the training contentWho and how to contact supportThe basics of navigation, features and functionalityCommunicating the business and individual benefits of the programReduce fear of the unknown by communicating – in as many ways as possible – what can be expected from the training, e.g. number of courses, time expected to be spent in training, the ease of using the LMS and accessing the courses, etc.
  • JessicaProvide on-going support, like tips for e-learning.Make time for e-learning. Set aside specific times to work on your courses and stick to your schedule. Internet based courses do not have the regular meeting times and terms that Instructor Led courses have, so you can set your own time schedule.Pace yourself.Deciding your own hours is great, but make sure you do not fall behind in your schedule. Catching up is difficult. Create milestones or check points to help you stay on track.Be a strategic learner.Look at the learning outcomes and scan the assignments prior to starting the course.Keep the outcomes and tasks in mind as you work through sections of the course.Don’t feel that you need to read everything.Adults have different learning styles and some don’t need to read everything to succeed. Maintain a positive attitude.Don’t become discouraged if you run into difficulties. Developing new skills and knowledge is sometimes difficult, but the gain is worth the pain. Collaborate.Helping others and sharing your view will enhance your learning and make it more fun. Share your experiences.Ask yourself whether the material in the course is consistent with your experience, and analyze why or why not. Share these ideas with others to challenge your own thinking and learn from the ideas of your colleagues.
  • Marketing Strategy – Development of your overall marketing strategy and its relationship to your program goals and objectives.Target Markets – Determination of your target markets and their “pain points”.Marketing Methods – Determination of the appropriate marketing and promotional techniques for your e-Learning program.Marketing Plan – Development of an effective marketing plan and the importance of re-evaluating your efforts in order to meet your e-Learning goals.Build: design your strategy and remember to reflect the culture of your organization. Consider your business. Address cultural variables within launch, initial activities, and ongoing efforts.Act: tell your story, send your message and set the foundation for ongoing success. Work from the top down. High-level communication is key, for it sets the example for the ranks. Identify available corporate resources. Communicate who, what, when, where, and why.Review: evaluate your efforts to understand the changing work environment, share information, keep users energized, and determine if you met your objectives.A successful marketing plan includes not only initial launch activities, but also strong ongoing efforts throughout the program. As you build your plan, remember to keep your program goals and success factors at the forefront of your decision-making and tie the activities into these goals.
  • the messageManage your messages: Keep them simple and few. It’s better to have a few messages that are frequently repeated and reinforced than multiple messages that are infrequently delivered and never reinforced. Group together similar initiatives like diversity and inclusion or ethics and compliance. Too many messages are confusing and fatiguing.It’s got to matter to me. Too many messages are presented from the point of view of benefits to the organization. If you want people to change their behavior, they have to understand what’s in it for them.your purpose—whether it is to inform, persuade, or remindmethod—of communication, such as video or testimonialstimingeffectiveness metric for communication, or how you will measure your communication's success in meeting your objectivesowner—to ensure clarity and accountabilitytarget audience—the intended audience for the message, typically segmented populations.
  • The messageYour purpose —whether it is to inform, persuade, or remindMethod—of communication, such as video or testimonialstimingEffectiveness metric for communication, or how you will measure your communication's success in meeting your objectivesOwner—to ensure clarity and accountabilityTarget audience—the intended audience for the message, typically segmented populations.
  • JessicaPre-launch - purpose is to build excitementLaunch - purpose is to drive utilizationProcess/Instruction – purpose is to communicate processes and instruct on system navigationReminder - purpose is to sustain utilization and expand audience if neededFollow-up (every 3 months minimum ongoing) - purpose is to re-energize program, drive utilization and encourage/drive feedback. Provide means for feedback even if that is only referencing the existing course evaluations.
  • A learning culture has five key elements. The first is holistic thinking where employees understand how the parts of the organization interact and operate together. The second element is integrated and varied learning opportunities, designed to achieve a common goal. The third element is a capacity for continuous change and improvement. The fourth element is a focus on collaboration – learning and solving problems with others. Finally, the fifth element is personal commitment from all employees.
  • Learners - structureContent InventoryEstablish who needs what contentWho needs access to what contentWill the relevant content be assigned to the learner or will it be placed in a catalog for learners to select themselvesAdd to spreadsheet – catalog-all, assigned allWe have a formal program in place, mostly compliance and job role specific, any recommendations for integrating informal or capturing it? Our culture is extremely competive and performance driven , how can help people work more collaboratively?Employees not placing value on ongoing development and resource limitiation people feel like they don’t have time for training
  • Creating a training_program_learning_culture 121912h

    1. 1. Creating a TrainingProgram andLearning Culture inYour OrganizationWednesday, December 19, 20121:00 p.m. CST
    2. 2. Presenters Chris Osborn Vice President of Marketing cosborn@bizlibrary.com Jessica Batz Marketing Specialist jbatz@bizlibrary.com@BizLibrary
    3. 3. ONLINE TRAINING SOLUTIONS
    4. 4. POLL QUESTION A. Our program is aligned to the strategic goals of the organization.What best describes B. We have a program, but it is not aligned to the strategic goals ofyour current employee the organization.development program: C. We cover the basics, but employee development isn’t on- going. D. Program? I wouldn’t exactly call it a program.
    5. 5. POLL QUESTION A. No manager support B. No budget or perceived valueWhat is your biggest C. Lack of leadership supportroadblock with D. Unengaged and unmotivatedemployee development? employees E. Something else
    6. 6. 1.No manager support2.No budget or perceived value3.Lack of leadership support4.Unengaged and unmotivated employees
    7. 7. Keys to Program Success Business Fit Learning solutions that are tightly aligned to business initiatives. AdoptionEffective communication to target Provide easy access to audiences. resources, technology and tools. Business ValueMeasurement strategy that delivers return on expectations and return on investment.
    8. 8. Strategy and Implementation Cultural awareness Change management Goals and success criteria Managing your program
    9. 9. Cultural Awareness Executive and management support Corporate mission and value Business and work environment Communication styles and flow Relationships of influence Existing learning culture
    10. 10. Elements of A Learning Culture 1. Holistic thinking 2. Integrated learning 3. Capacity for change and improvement 4. Focus on collaboration 5. Personal commitment
    11. 11. Change Management Communicate the business and individual benefits of the program Communicate to reduce fear Careful planning Clear links between training and job roles/performance
    12. 12. Presenting Change to Employees PrepareDeliver Message Follow-up
    13. 13. Goals & Success Criteria Determine the audience Determine content and link to program objectives Define criteria for measurement
    14. 14. S.M.A.R.T. GOALS Specific Measurable Attainable Relevant Timely
    15. 15. Program Focus Replace % of Instructor Led TrainingEmployees use e-learning to meet an average% of their annual training requirement
    16. 16. Learner FocusPositive feedback on content with a specificapproval rating.Demonstrate they can apply what they learnedto the job within 90 days.
    17. 17. Program Goal Goal: Replace 50% of instructor led training with e-learning within 12 months. Success Criteria: Usage measured by completion Measurement: 25% of potential audience of 500 completes one course (125 learners) on an annualized basis
    18. 18. Program Goal Goal: Provide e-learning as a viable means for employees professional development within 12 months Success Criteria: Learner satisfaction with content Measurement: Positive feedback on content with a >70% approval rating
    19. 19. Learner Goal Goal: Improve performance in handling of customer complaints within 90 days Success Criteria: Transfer of knowledge and/or skill back to job Measurement: Positive feedback on applicability of learning to job responsibilities with a >70% approval rating
    20. 20. Program Evaluation • Start with usage reports • Results from evaluation forms • Pre and post tests • Job performance metrics or KPI’s
    21. 21. Sample MetricsMethod: Track initial email to users.Measured Results:53.5% open rate35% hit the link to the LMS within the email62 signed up for courses28 started courses8 completed courses
    22. 22. Sample MetricsMethod: Leadership developmentprogram participationMeasured Results:• 80% completed the program• 30% were promoted within 3 months• 100% retention of all participants• 100% rated the program valuable
    23. 23. Managing Your Program Deployment and launch Marketing and communications Measurement and review
    24. 24. Deployment and Program Launch Additional resources
    25. 25. Sample 4 Week Timeline Week 1 Week 2 Week 3 Week 4| Set Strategy (1 week) | | Establish Program Goals (1 week) | | Site Design & Customization (1-2 weeks) | | Identify Success Criteria (1 week) | | Marketing & Communications Strategy (1 week) | | Define Audience (2-3 days) | | Determine Program Measurement (1 week) | Course Selection (1 week) | | Pre-Launch Communications Begin (2-3 weeks) |
    26. 26. Make things easy with user guides!
    27. 27. Provide tips and best practices!
    28. 28. Marketing & Communications Build Review Act
    29. 29. Your Plan Should Include: • The Message • Your Purpose • Method • Metrics • Target Audience
    30. 30. Sample PlanMessage Purpose Method Timing Metric Owner Target AudienceLaunch of Inform Article in Pre-launch Awareness Kim Sr. Leaders, Mid-Strategic company survey level Leaders,Sales daily e-news results great Sales Leaders,School than 10% of Sales People sales team Persuade Testimonials Launch Enrollment Kim from Sales at 85% Leaders and Pilot Participants Remind Participant Monthly Kim Sales People, testimonials Sales Leaders
    31. 31. Communicate to keep it top of mind!
    32. 32. Elements of A Learning Culture 1. Holistic thinking 2. Integrated learning 3. Capacity for change and improvement 4. Focus on collaboration 5. Personal commitment
    33. 33. Recommended Resources Streaming Videos: • Change Management • Cutting Edge Communication: Accepting Change • Dont Panic! A Recipe for Success in Times of Stress E-learning Courses: • Organizational Behavior: Dynamics of a Positive Organizational Culture • HR as a Business Partner: Using Metrics and Designing Strategic Initiatives • HR as a Business Partner: Linking HR Functions with Organizational Goals
    34. 34. Questions? Chris Osborn cosborn@bizlibrary.com Jessica Batz jbatz@bizlibrary.com

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