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6 Best Practices for Managers to Support Training


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6 Best Practices for Managers to Support Training

  1. 1. Best Practices for Managers to Support Training
  2. 2. Online Training Libraries: • Streaming videos • Interactive e-learning courses • Reference materials • Ebooks Technology solutions include: • Cloud-hosted LMS • Performance Management • Social Learning applications Award-Winning
  3. 3. How well do your employees apply what they learn in training to their job? a. Very well. There’s a clear link between training and performance. b. Pretty good. Some performance improvement from training. c. Ok. We do training, but it’s not supported by managers. d. No link. Training is an event without support.
  4. 4. a. Very important b. Somewhat important c. Not important d. Something else How important are your managers in helping employees apply what they learn in training to their job performance?
  6. 6. • Why a learning culture is important? • Aligning training to organizational goals. • The central role managers play in the success of training programs. • Strategies to encourage manager support.
  7. 7. • Learning is good business and good for business. • Learning improves engagement and retention. • Learning keeps us competitive. WHY IS SUPPORTING LEARNING SO IMPORTANT?
  8. 8. 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
  9. 9. Alignment with Organizational Goals Functional Area Goals Functional Area Organizational Goal Improve Customer Retention by 10% Sales Focus Sales on Our Best or Core Solutions Identify Leads that will lead to Repeat Business Customer Service Marketing
  10. 10. Organizations with a strong learning culture significantly outperform their peers… Innovation 46% More likely to be first to market Productivity 37% Greater employee productivity Time to Market 34% Better response to customer needs Quality 26% Greater ability to deliver “quality products” Skills for the future 58% More prepared to meet future demand Profitability 17% More likely to be market share leaders BERSIN AND ASSOCIATES 2012
  11. 11. Employee reaction to learning How much learning occurred Application of learning on the job Business results supported by learning ROI on Learning
  12. 12. Power/Impact Use/Frequency Disconnect PRE Trainer 2 2 0 Employee 7 8 -1 Manager 1 5 -4 EVENT Trainer 4 1 3 Employee 5 3 2 Manager 8 6 2 POST Trainer 9 7 2 Employee 6 4 2 Manager 3 9 -6 1= MOST POWERFUL/IMPACTFUL FOR TRAINING TRANSFER SOURCE: BARBARA CARNES, MAKING TRAINING STICK
  13. 13. Identify competencies Identify skill gaps Make the employees stakeholders Get involved and be a good example Incorporate learning into day-to-day work Celebrate and recognize 6 Best Practices for a Manager to Support Learning
  14. 14. Identify Competencies • Identify essential traits and behaviors • Assessments can be used to identify strengths and weaknesses • Individual development plans can help create a tailored program • Consider “traditional and “modern”
  15. 15. Competency Models and Maps Competency Behavior Development Resource Target Audience Job Role Resources, activities and development opportunities, Elearning courses, videos, books, workshops. Job Family and Job-Specific Competencies Sales, Operations, Administrative, Customer Service Individual Contributor Manager Executive Perform a particular job at a successful level. Demonstrated behaviors that support the competency Core Competencies Cultural or organizational
  16. 16. Identify Skill Gaps • Development and training opportunities • Skill and knowledge CURRENT PERFORMANCE DESIRED PERFORMANCE SKILL GAPS
  17. 17. Make the Employees Stakeholders • Organizational mission • Engagement • Tools and resources • Continuous feedback
  18. 18. is the breakfast of champions. Ken Blanchard
  19. 19. Get Involved and Be a Good Example • Continuous learning • Take the training yourself • Freedom to fail • Learn by doing
  20. 20. Incorporate Learning into Day-to-Day Work • Performance support after training • Weekly meeting or “touch base” • Share experiences and application
  21. 21. Case Study: Dental Insurance Call Center Challenge: hard to make time for training “TAG TRAINING” • Development opportunity • Maintain work flow and service standard • Share with co-workers
  22. 22. Learn By Doing Rotational Assignments Action Learning Projects Mentoring Coaching
  23. 23. Celebrate and Recognize • Success stories • Peer to peer • Employee spotlight • Additional opportunities and participation
  24. 24. Employee reaction to learning How much learning occurred Application of learning on the job Business results supported by learning ROI on Learning
  25. 25. Measuring the Impact What will success look like? How will I know? EMPLOYEES MANAGERS ORGANIZATION
  26. 26. Online Training Libraries 1,800 + Streaming Videos 5,000 + E-learning Courses Online Books Simulations Scenario-Based Courses Try them out free for 30- days – no obligation!