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Guerilla ROI

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Learning leaders must implement criteria to select the highest impact projects based on the business value they will provide to develop a high impact project portfolio. This ensures projects completed by learning and performance provide the highest business impact. In this process, we must think outside the box and ask ourselves tough questions.




This webinar considers alternatives to traditional evaluation methodologies that can serve our businesses more effectively in a growth-oriented business climate.

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Guerilla ROI

  1. 1. Guerilla ROI: Are There New Ways to Look at Evaluation?10/26/12 Copyright Edge Interactive 1
  2. 2. About Mark Training Background CLO Magazine Parker, CO Family Parker Brothers10/26/12 Copyright Edge Interactive 2
  3. 3. Over 20 years of training experience to the companyhaving been a Management Consultant, Entrepreneur,Curriculum Coordination, Training Manager, andInstructor.Participated in a number of national advisorycommittees directing the effective use of technologyand architected a number of nationally recognizedinformation automation projects.BA in Learning Theory from University ofMassachusetts and an MBA from Boston University.
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  8. 8. Agenda A Brief History of Training The Evolution of Training Evaluation The New Business Environment Introducing Guerilla ROI How Training Organizations are Building Their Project Portfolios10/26/12 Copyright Edge Interactive 8
  9. 9. A Brief History of Training 10/26/12 Copyright Edge Interactive 9
  10. 10. “There is no other workplace issue where so much money is spent with as little accountability as training.”Brandon Hall, Respected thinker in training industry10/26/12 Copyright Edge Interactive 10
  11. 11. Total Training Expenditure $90,000,000 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 5,000 10,000 20,000 40,000 80,000 Employees Source 2006 ASTD Industry Study10/26/12 Copyright Edge Interactive 11
  12. 12. e·val·u·ate (ĭ-vālyōō-āt) Pronunciation Key To ascertain or fix the value or worth of. To examine and judge carefully; appraise. Mathematics To calculate the numerical value of; express numerically.10/26/12 Copyright Edge Interactive 12
  13. 13. Measurability of Results Sales Production Marketing Application IT Infrastructure Development10/26/12 Copyright Edge Interactive 13
  14. 14. Dr. Donald Kirkpatrick Level 1: Reaction Level 2: Learning Level 3: Transfer Level 4: Results10/26/12 Copyright Edge Interactive 14
  15. 15. Jack J. Phillips, Ph.D. Level 5: ROI What is the actual financial business value of an initiative in relation to it’s cost?10/26/12 Copyright Edge Interactive 15
  16. 16. Robert O. Brinkerhoff, Ph.D. The Success Case Method (SCM) Less Analytical Based on finding the case that best meets the training goals10/26/12 Copyright Edge Interactive 16
  17. 17. Historic Role of Evaluation Sophisticated, respected, and mature discipline Introduced new level of accountability to the business of training and performance Has adapted to the imperfections of business by blending science with spontaneity of the business environment Learner focused, not business focused10/26/12 Copyright Edge Interactive 17
  18. 18. The New Business Environment Pace of business is increasing with less tolerance for wasted time or resources. New products and processes are being introduced at an accelerated rate Business has become increasingly competitive Everyone must do more with less10/26/12 Copyright Edge Interactive 18
  19. 19. The New Corporate Training Environment Training organizations receive more requests for training projects than they have resources to complete. The training organization is resource constrained and must develop processes to ensure they are completing the highest impact projects Traditional evaluation criteria are often inconsistent with the pace, goals, and needs of modern business10/26/12 Copyright Edge Interactive 19
  20. 20. What Is Needed From Training? Responsive Pragmatic Focused Leverages Resources10/26/12 Copyright Edge Interactive 20
  21. 21. Introducing Guerrilla ROI Focus is on the development of a high impact portfolio of learning projects that provide maximum business impact. Key criteria is selecting projects that are closely aligned with strategic corporate goals. Looking forward and placing value on learning projects based on we expect them to accomplish Developing evaluation criteria that indicate when business objectives are met10/26/12 Copyright Edge Interactive 21
  22. 22. Project Intake and Portfolio Management: Develop criteria to determine what training projects are accepted Consistent methodology for declining projects Alternatives to get unaccepted projects completed10/26/12 Copyright Edge Interactive 22
  23. 23. If No Project Intake Process Overwork Quality suffers10/26/12 Copyright Edge Interactive 23
  24. 24. Project Evaluation Criteria1. Mandated projects such as compliance training. i.e. Sarbanes-Oxley.2. The project supports a larger project such as a large strategic IT project3. Projects in response to immediate problems not identified previously. Examples of this might be shortcomings in sales, rapid declines in customer satisfaction, or increases in product rework and callbacks.4. Projects in close support of corporate business objectives, and cascaded down to an actionable level.5. Projects generated in response to needs in the corporate culture. Examples of this might be leadership or management training.10/26/12 Copyright Edge Interactive 24
  25. 25. Project Evaluation Criteria What key people think may be the most important factor “I feel like my career is based on people I don’t know talking about things I never did.” anonymous IBMer10/26/12 Copyright Edge Interactive 25
  26. 26. Determining Capacity How much portfolio management does your organization really have to do? How do you determine your resource requirements and capacity for new projects What percent of projects are firm at the beginning of the year What percent of your resource will those projects consume? What percent of workload is spontaneous projects coming in throughout the year?10/26/12 Copyright Edge Interactive 26
  27. 27. How Do You Decide? Many companies have implemented learning councils to determine the prioritization of training projects. Councils are generally comprised of representatives from critical functions and business units within the company. Using the council approach provides a balanced decision process and fairly represents the interests of the stakeholders within the company.10/26/12 Copyright Edge Interactive 27
  28. 28. How Do You Decide? In some cases, the Chief Learning Officer or leader of the centralized training organization will negotiate directly with stakeholders regarding their project requests.10/26/12 Copyright Edge Interactive 28
  29. 29. How Do You Decide? In a decentralized training structure, the training function usually resides within key business unit and exists to support the business unit’s business goals and objectives.10/26/12 Copyright Edge Interactive 29
  30. 30. Things Guerilla ROI Doesn’t Worry About The overall corporate strategy is well thought out and sound The larger corporate strategy has been parsed into specific, representative, and actionable business objectives that are effectively communicated to Executive Vice Presidents, Vice Presidents, Directors, Managers, and individual employees Proposed training projects have objectives and outcomes that give employees the knowledge, skills, and beliefs to effectively accomplish these goals The training department is competent both designing, developing, and delivering training programs that accomplish these goals All employees (VPs, Directors, mangers, individuals) are motivated and competent10/26/12 Copyright Edge Interactive 30
  31. 31. CH2M Hill Established in 1946, CH2M HILL is an employee- owned, $4.5 billion global leader in the full-service engineering industry. CH2M HILL Enterprise Learning Steering Committee (ELSC). The ELSC is comprised of representatives of each of our twelve business groups, as well as regional operations and other functional areas within the company.10/26/12 Copyright Edge Interactive 31
  32. 32. CH2M Hill First and most important is alignment with and support of the company’s business objectives. Other criteria we look at are: the potential impact of each program, audience size, as well as the breadth and sustainability of the training. CH2M HILLs learning program operates in both a centralized and decentralized manner.10/26/12 Copyright Edge Interactive 32
  33. 33. Annual Learning Program & Needs Assessment Process PHASE 3: PHASE 4: DESIGN, PHASE 2: REVIEW AND DELIVERY, OTHER INPUTS FUNDING PROCESS EVALUATION PHASE 1: SURVEY INPUTS Strategic Individual Review Process: Inputs: Inputs: • Business Operations Review Course Design, • Business • 360° • F&A Review • Recommendation Revisions Delivery and Strategies Assessments Staffing • Tactical • CDF Survey • Business Planning Guidelines Evaluation Process:Managers Initiatives Results Written • IDP Goals • Course Project Plans/ Budgets Reviewed/ HR Revised/ ApprovedManagers • Courses Delivered/ Initial Evaluations Needs Assessment Recommended Completed Course Online Assessment Results/ Funding Level Owners Surve Data Analysis Learning Investment Reviewed/Revised • Follow-Up Evaluation y Recommendation and Approved Completed/Reviewed with Course OwnersFunctional • ROI Report WrittenManagers and Distributed Business Inputs:Regional • Functional Directors Course Identification andBusiness • HR Delivery Directors Funding Process:Managers • BG Ops Directors • Functional Director Review and Course Identification/Prioritization Meetings • Course Owners Identified and Notified/Budget Templates Distributed 10/26/12 Copyright Edge Interactive 33
  34. 34. Training Cycle Define Business Outcomes Document  Purpose Results  Benefit Design Complete  Key Partners Training Experience  Impact on Business  Field Driven  Gather Information  Lessons learned  Identify Challenges &  Applicability Opportunities  Experiential Deploy Active Implement for Support Application Active coaching Drive Follow  Adult learning for employee comprehension Through  Classroom Highlight  E-Learning Successes  Completion Rates  Mgr Lead Identify Issues  Market Early Success  Engaged leadership  Field Training Support 10/26/12 Copyright Edge Interactive 34

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