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So You Want to Build a Curriculum
1. So You Want to Build a Curriculum… Jay Orlin Ron Sacchi What drew you to this topic?
2. Icebreaker If you have ever been involved in building an employee development curriculum, what role were you in? Learning and Development Leader Org Development/Org Effectiveness Consultant Talent Management Consultant Training Developer HRBP None of the Above
3. What Will Be Covered Discuss employee development initiatives: How they usually originate How to effectively respond to requests Using a real case study, identify common pitfalls Provide a reference tool for working with Stakeholder teams
4. The Case Worldwide company 3700+ employees Corporate competencies already defined $200k in funding Data from Employee Engagement showed “Development” was a critical need Mission: “Create an employee development curriculum” If you were consulting this process: what else would you WANT to know?
5. Business Reasons What the textbook would prescribe… Curriculum must be aligned to business talent needs What capabilities are required to achieve business goals –next year, the year after? Measure the effectiveness of your new capabilities in terms of: ImprovedQuality Decreased Cost Innovation/”Time to Money” Improved Service or Revenue Stakeholder Management Overcoming the “Just do it” mentality Overcoming the “We can’t afford it” excuse “Whatever you do, will be better than having nothing in place” Development CAN be quantified in monetary terms
6. Key Capabilities/Competencies Required for the Business Textbook says: Clear Performance Specifications? Necessary Supports? Clear Consequences? Prompt Feedback? Necessary skills and knowledge? Individual capabilities Stakeholder Management Seldom is the hierarchy perfect—using Inquiry rather than Advocacy Rummler, 2004
7. Gap Analysis Textbook says Current State v. Future State analysis How do you know the “right” set of skills to build for? Stakeholder management Technical skill sets are: The easiest to plan for and ea$iest to quantify Biggest time sink –due to customization Fundamental skills (“soft skills”) are Easy to buy (soft skills vendors are plentiful) Hard to get “buy-in” Universal questions– “So don’t we hire for these skills when people come in the door? Why would we need to teach these?
8. Design/Develop—prioritize areas of focus and build out course/ware Textbook says Check in with Steering Committee team to prioritize Document decisions made by the team Check in with Senior Leadership on progress Stakeholder Management Original goals may shift—rework, abort some pieces “Organizational Amnesia”: Document all agreements, rationale and decisions
9. Implement, pilot and measure Textbook says Communicate, communicate, communicate Invite/Select your pilot audience Measure to stated objectives Measure response to the medium and content Stakeholder Management Lead with data from pilots as measured against needs is VISIBLE and intuitive Ensure your stakeholders view/participate in pilots Make BUZZ!
10. “The Rest of the Story” Lessons Learned: Document and report on progress early, often and in a consistent format Contract specific Stakeholder role as “Ambassador” for the work being done Make messaging simple and consistent
RonJust do it, why? Why? Why? “We can’t afford it” –make a link to business indicators: eg. One salesperson with improved influence skills reported $600k increase in sales in three months. Customer services employee taking the same class improved “customer sat scores” by 15%“Having nothing in place” is a dangerous trap…when building from scratch, set up your stakeholder process and be disciplined in your search for “building the right stuff” (eg. Leadership at VRSN)STAKEHOLDER QUESTION: Which needle to you want to move? What would it take to move it? What capabilities do you not have now that would improve your business performance?
Ron Perf specs: procedures, outputs, standards definedNec. Supports: Resources, priorities, authority time encouragementConsequences—Motivation, incentives, rewardsFeedback—how well does performance match expectations; praiseSkills and knowl– Training, learning to perform, opportunity to performCapabilities: physical mental emotional capacity experience
Ron
Even with a Steering Committee who truly guides you and believes in all the right stuff…Even if you have Competencies…Even if you Prioritized courses…You may be off the mark