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Training for Results Webinar 2016

Chip Cleary, VP of Design, Solutions & Consulting at Kineo US guest presented for Kineo Pacific and shared a three-step process for designing training solutions that are effective, efficient and get results, including:
Focusing on what matters
Designing for results
Delivering efficiently

See a recording of the webinar: http://bit.ly/1KEamzZ

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Training for Results Webinar 2016

  1. 1. 1 TrainingforResults Deliveringmeaningfulresults backtothebusiness
  2. 2. 22 Today’s host Chip Cleary Kineo VP of Design, Solutions & Consulting
  3. 3. 33 We have a problem! • Only 25% of CEOs said that their training programs are effective at measurably improving performance. – McKinsey Quarterly • Only 24% percent of respondents feel that their organization’s training is tightly linked to their organization’s overall strategy. - Deloitte Human Capital Trends Survey • 96% of Fortune 500 CEOs want to know the business impact of their learning and development programs. Only 8% do now. - The ROI Institute.
  4. 4. 44 POLL: How do business leaders in your organization view Learning & Development? o Trusted Advisor o Valued Service Provider o Training Who? o Disconnected o Unhelpful
  5. 5. 55 Does this happen in your organization? We hope we supported a business outcome. We give you training
  6. 6. 66 Are we managing activities instead of results?
  7. 7. 7 Three Steps to Producing Measurable Results 1. Design Journeys 2. Deliver Efficiently 3. Focus on What Matters
  8. 8. 8 Three Steps to Producing Measurable Results 1. Design Journeys 2. Deliver Efficiently 3. Focus on What Matters
  9. 9. 9 An Example Management wants to improve quality. You’ve done some great performance consulting. To improve quality, you require that your front-line leaders set expectations more effectively. Sounds good! Now what happens?
  10. 10. 1010 Shifting our perspective
  11. 11. 1111 Proficiency Journeys Learning solutions that lead to demonstrated results
  12. 12. 12 A Proficiency Journey: How we actually become proficient Performance Gap Outcome
  13. 13. 13 Frank needs to set expectations better Frank Team Lead 6 weeks experience Julia District Manager 2 years experience
  14. 14. 14 1. Engage
  15. 15. 15 I Set Expectations When We Face … When I Set Expectations, I … When I Set Expectations, I Cover This Category of Expectation… 2. Diagnose
  16. 16. 16 3. Learn
  17. 17. 17 4. Apply
  18. 18. 18 After participants apply, they document the growth of their capability
  19. 19. 19 5. Assess Results agreed upon & signed off by participants and their managers
  20. 20. 20 A Proficiency Journey: How we actually become proficient Performance Gap Outcome
  21. 21. 21 An Quite Different Example Management is trying to improve information security. You’ve done some great performance consulting. To improve information security, you require that your entire staff become aware of some simple common risks and take some simple steps to ensure security (e.g., don’t use usb sticks you found in the parking lot). Sounds good! Now what happens?
  22. 22. 22 A very different proficiency journey Level of Need
  23. 23. 23 Three Videos Delivered the Key Message Information Security Is Everyone’s Responsibility Don’t Neglect to Password Protect Think Before You Click Beware What You Share
  24. 24. 24 The videos supported by what amounts to an advertising campaign Informative Materials and Intense Promotions • New intranet site • Tip sheets • Policy guides • Emails • Branded sweets • iPad® contest • Intranet announcements • Posters, flyers, bookmarks
  25. 25. 25 86% Said the Campaign Increased Their Awareness “Now I’m more careful when going online and more aware of risks.” “I’ve increased the difficulty of my passwords.” “I exercise caution when clicking on links.” “I do not write down the different passwords anymore.” “It makes me think twice before I post something on a social networking site: Will it compromise the studio?” Results from employee survey posted on intranet
  26. 26. 26 A Proficiency Journey: How we actually become proficient Performance Gap Outcome
  27. 27. 27 Three Steps to Producing Measurable Results 1. Design Journeys 2. Deliver Efficiently 3. Focus on What Matters
  28. 28. 28 To deliver a journey efficiently, we require a blended solution But just what kind of blended solution?
  29. 29. 29 Needs before solutions Any of those interventions may a role … but choose which handful to apply only after deciding which purposes you need to fill for the problem at hand! • Emails • Videos • Posters • Guerrilla style events • Reflection • Self-assessment • 180 / 360 • Diagnostic instruments • ILT • VILT • eLearning • Action Learning • Video • Simulation / Games • Mentoring • Mentored Tasks • Simulation • Action / Project Learning • Mentoring / Coaching • Quizzes & Tests • Evidence / Observation-Based • 360 / 180 Feedback • Demonstration • Metric-Based
  30. 30. 30 Asking the questions in the right order 1. What is the gap for each leg of the journey? (e.g., “Engage” will be tough. No one cares about information security) 2. If cost and practicality were no obstacle, what interventions would best address that gap? (e.g., Well, if we could give people a concrete experience of having their security violated, that would engage) 3. Given the pragmatics of the audience, how can we deliver a similar experience economically? (e.g., “Well, we can use a campaign to dramatize a series of stories about security violations) From a hammer looking for a nail (“What role should social play?”) to a shaped need seeking a solution
  31. 31. 31 Three Steps to Producing Measurable Results 1. Design Journeys 2. Deliver Efficiently 3. Focus on What Matters
  32. 32. 32 To maximize impact, target what matters Potential Impact of Training on a Specific Task Importance to business results X Size of performance gap X Ability to remediate the performance gap
  33. 33. 33 Not all tasks are created equal How Much Impact Does Each Decision Have on Sales Per Rep? Number of Decisions SalesPhase
  34. 34. 34 Drill down to specific “critical mistakes” Phase Decision Critical Mistake Choose Departments to Visit Daily Planning Ignore Early Stage Opportunities
  35. 35. 35 Focus on What Matters
  36. 36. 36 This analysis does not need to be prohibitive This analysis can be quick and affordable Use a rapid crowdsourced approach to gather the data
  37. 37. 3737 Want to learn more? http://bit.ly/article-training-for-results chip.cleary@kineo.com
  38. 38. 38 Subtitle THANK YOU!

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