The Top 3 Factors to Make Training Stick and Create Superstar Employees

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Produced by Multifamily Insiders: http://www.multifamilyinsiders.com

What do you do when you have a newly hired team member and you need to get them up to speed, and fast?
What about a team member who wants to be promoted; how do you get them ready?
What do you do if a team member isn’t performing… just isn’t “getting it”?
The obvious answer is “send them to training!”, right? Not so fast!

While training is a key component to increasing team member performance, there are other factors that are just as influential. We’ll share these factors with you on this upcoming webinar.

> > Register Now! < <
Stephanie has been in the multifamily industry for 19 years, with Greystar for 12 years, and is the National Director of Education & Training, overseeing a team of 7 Operations Trainers. She also teaches NALP, CAM, and CAPS classes for the Austin Apartment Association. Stephanie specializes in overall operations management, associate training and development, curriculum and policy development, leadership, mentoring, creativity and vision, organization, negotiation and analytical skills. She has years of diversified experience with the training and development of associates in markets all across the Midwest.

This webinar would not be possible without the support of our amazing sponsors, Move.com and CallSource! So please take a moment to check them out!

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  • Welcome -Music, then “Welcome to the Meeting…” Da, da, da, da, da, da, da
  • Most Training is UselessDoes this sound familiar: “There are two ways of doing things – what you learn in training, and the way things are really done” According to David Maister, who published an article entitled Why (Most) Training is Useless in the May 2008 issue of ASTD Magazine, most companies use training as a business version of a quick weight loss program. They hope that by training people in new things, they can quickly bring about behavioral changes among their employees. It almost never works. People can detect immediately a lack of alignment between what they are being training to do and how they are being managed. When they do detect it, little, if any of what has been “trained” ever gets implemented.
  • Make you cry
  • PREPARE WHITE BOARD: 2010 PERSONAL GOALS/2010 PROFESSIONAL GOALSEach team member provide/write one personal goal and one professional goal they want to achieve in 2010, and then share with the group. Each person will POST these large stickies on the flipchart/white board “2010 goals” (two sections; PERSONAL AND PROFESSIONAL)Have a volunteer scribe
  • Show, pause, smile
  • Show, pause, smile
  • Training, in order to be effective, must be aligned with strategic business goals. This year, both within and outside of the industry, we’ve seen an increase in support from senior management: More companies realize that training can create higher performance and can be an enabler of corporate strategy and transformation.
  • In most organizations, line managers often view on-boarding as the responsibility of the HR or Training team. If new employees are not achieving competency in an adequate time period, training or HR needs to fix the problem. Bersin &amp; Associates has researched thousands of corporate training organizations. This particular case study focused on the relationship between learning and development and strategic business goals. What they found was that Ramstad’s North American L&amp;D Dept. wanted to change this thinking. They believed successful on-boarding needed to be the responsibility of the managers, in partnership with the training team, and aligned with strategic business goals. Month 1: majority of their time with the hiring manager and in peer-to-peer relationships; minimal training. Month 2: there is a shift, with L&amp;D playing a vital role in reinforcing knowledge gained on the job during Month 1. The important focus: L&amp;D is now strategically aligned with the business goals set forth by the hiring manager and peer relationships. It’s not so much what you know, but who you know that is key to properly on-boarding within the first month.
  • The top 3 most important roles to make training stick
  • There are 8 factors that contribute to a team members performance. Discuss as a group, and have the group provide a few examples.
  • Individually, take a moment to review the list, and check off which performance solutions training can lend a “helping hand” to; i.e. we can impact, and which are non-training; i.e. another area “owns” them. Great. Skills and Knowledge and SOMETIMES attitude.
  • Active ParticipationResponsible for their own learningShare experience and knowledgeIntegration with previous learningMotivated when they understand the WiiFMNeed to practice in order to perform a skill or solve a problemSelf-esteem is a critical component of learningAdults learn better when they are having FUNEnergy level and interest influence attention spanTo maximize retention, information should be broken down into small chunks and summarized
  • So, we’ve agreed that we can impact/provide solutions when there is a gap in skills and knowledge, or in attitude (sometimes). So, how do we determine our training objective, and is there any difference from a training objective and a performance objective? Discuss. A training objective is the intended outcome of a formal training module, and is derived from the performance objective. Pass/fail depends on whether the results meet the standards. The test must match the objective in both performance conditions.
  • What are some causes of gaps? What about types of gaps? Let’s use our shopping report and leasing performance as an example. What are some causes of gaps? Group discussion w/ 3x5 cards.
  • In order to fill the GAPS, we must provide transfer strategies. What are transfer strategies? They are post-course activities to help learners reach the performance objectives
  • On your 3x5 cards, brainstorm some types of transfer strategies that we could implement or suggest.
  • Based on what we’ve covered about the brain, adult learning principles and the ratio of presentation, application and feedback, what can we change about ourselves, our learners, and our environment? Standing Groups: Grab an object (any object from your table). Wave it in the air. Look around the room, and find another person(s) with the same object and group together. In your groups, list at least 3 things you can change about yourselves, your learners and your environment to make your future learning events more effective.
  • Use Ice Breaker/Brain Teasers here. So… what are some approaches to motivating your learners? Examples: Ask the learners (always open ended questions)Tell the learners (sell them on the WiiFM; value)Describe a real-life scenarioCourse maps and agenda so they can see their progressBreaks &amp; chocolateNever say games; instead, say: “review exercise” or “activity”Video clipsVaried presentation methods to appeal to all different kinds of learners
  • Use Ice Breaker/Brain Teasers here. So… what are some approaches to motivating your learners? Examples: Ask the learners (always open ended questions)Tell the learners (sell them on the WiiFM; value)Describe a real-life scenarioCourse maps and agenda so they can see their progressBreaks &amp; chocolateNever say games; instead, say: “review exercise” or “activity”Video clipsVaried presentation methods to appeal to all different kinds of learners
  • Or touch a place in your heart
  • Make you laugh
  • The top 3 most important roles to make training stick
  • The Top 3 Factors to Make Training Stick and Create Superstar Employees

    1. 1. The Top 3 Factors to Make Training Stick and Create Superstar Employees<br />Presented by:<br /> Stephanie PuryearHelling<br />Proudly sponsored by:<br />
    2. 2. The Truth About Training and Team Member Performance Making Training “STICK”<br />
    3. 3. Do Your Training <br />Efforts End up Here? <br />
    4. 4. DON’T MAKE ME!!<br />
    5. 5. PERFORMANCE PLANS – JOB REQUIREMENTS<br />
    6. 6.
    7. 7.
    8. 8. Strategic Business Goals <br />
    9. 9. L&D Aligned with On-Boarding<br />Bersin & Associates Case Study<br />
    10. 10. Let’s Hear From Our First Sponsor!<br />Doug Chasick<br />dchasick@callsource.com<br />(http://www.MultifamilyInsiders.com)<br />
    11. 11. <ul><li>Custom analytics identify company and industry trends and give you actionable data
    12. 12. Optimize your marketing investment
    13. 13. Increase your resident retention
    14. 14. Identifies whether you've received sufficient leads to meet your sales goals
    15. 15. Reveals true marketing cost/lead
    16. 16. Our analysts interpret your data, identify problems and provide solutions</li></li></ul><li>WHO HAS THE MOST INFLUENCE IN MAKING TRAINING STICK? RANK THEM IN ORDER OF importance, 1-9 (1 BEING THE MOST INFLUENTIAL, AND 9 BEING THE LEAST) <br />
    17. 17. Poll Question #1:  Who has the most influence on making training stick and when?  <br />The learner after training<br />The trainer before training<br />The manager before training<br />The manager after training<br />The learner during training<br />
    18. 18. Poll Question #2: Who has the second most influence on making training stick and when? <br />The learner during training<br />The learner after training <br />The trainer before training<br />The manager after training<br />The manager before training<br />
    19. 19. Poll Question #3: Who has the third most influence on making training stick and when? <br />The learner after training<br />The learner after training<br />The trainer during training<br />The manager after training<br />The manager before training<br />
    20. 20. Training Objectives are based on Performance Objectives – what do we want our team members to know and be able to do?<br />
    21. 21. Performance Factors<br />
    22. 22. Poll Question #4: What performance factors can be improved with a training solution?  <br />Attitude<br />Capacity<br />Standards<br />Skills and Knowledge<br />All of the Above <br />
    23. 23. Performance Solutions<br />
    24. 24. 10 Principles of Adult Learning<br />
    25. 25. What’s the Difference?<br />
    26. 26. Achieving the Performance Objective<br />Performance<br />Objective<br />Performance<br />Objective=<br />Training Objective<br />Training Objective<br />Current Performance<br />Current Performance<br />
    27. 27. Causes of Gaps<br />
    28. 28. Poll Question #5: When employees fail to consistently perform desired behaviors on the job, what percentage of the time can this be attributed something that did or did not happen in training? <br />50%<br />15%<br />10%<br />35%<br />80%<br />
    29. 29. TYPES OF GAPS<br /> Can’t meet real world conditions<br /> Can’t meet the standards YET - (LEARNING TRANSFER RELAY)<br /> Test for Knowledge only; no practice for Skills<br />
    30. 30. How Do we bridge the gap? <br />
    31. 31. Achieving the Performance Objective<br />Performance<br />Objective<br />Performance<br />Objective=<br />Training Objective<br />Training Objective<br />Current Performance<br />Current Performance<br />
    32. 32. Let’s Hear From Our Second Sponsor!<br />Eric Gramberg<br />eric.gramberg@move.com<br />805.557.7797<br />(http://www.MultifamilyInsiders.com)<br />
    33. 33. Move.com – Your Online Advertising Source<br />Move.com is easy, effective and affordable. <br />Coming Soon…Move.com Rental Listings Will Soon Be on REALTOR.com® Too!<br />REALTOR.com® is the most visited real estate site in the nation.* It has a large and engaged real-estate audience, with millions of page views for rental properties each month.**<br />Millions of motivated consumers just for you through this partnership!<br /><ul><li>2 sites, more exposure
    34. 34. No additional cost
    35. 35. No additional work, except handling the extra leads
    36. 36. Hassle free: your community will automatically be listed
    37. 37. Listings updated in real-time </li></ul> *comScore, Media Metrix, May 2011<br />**Move, Inc. Internal Reporting, April 2011<br />
    38. 38. Training +Transfer Strategies = Performance Objectives<br />
    39. 39. WHAT CAN WE CHANGE? <br />
    40. 40. Examples of Transfer Strategies<br />
    41. 41. How do you motivate your team?<br />
    42. 42. ENCOURAGEMENT -<br />“IT’S FOR YOUR OWN GOOD… YOU’LL LIKE IT, PROMISE!”<br />How do you motivate your team members to complete training?<br />
    43. 43. SHOW THEM THE LOVE!<br />
    44. 44. http://www.youtube.com/watch?v=tMwhl4IrPNc<br />RECOGNITION – <br />PRIZE PATROL! <br />
    45. 45. WHO HAS THE MOST LEVERAGE/INFLUENCE ON TRAINING AND PERFORMANCE IMPROVEMENT, AND WHEN? <br />
    46. 46. It’s not just what is TAUGHT that matters, it’s what is CAUGHT AND PLAYED by the learners.<br />
    47. 47. Helpful Resources<br />The Center for Accelerated Learning www.alcenter.com<br />Creative Training Techniques www.cttbobpike.com<br /> Workshops by Thiagi www.thiagi.com <br />Training Systems, Inc. www.trainingsys.com <br /> Guila Muir and Associates www.guilamuir.com<br />Active Training www.activetraining.com<br />The Trainers Warehouse www.trainerswarehouse.com<br />The Brain Store www.thebrainstore.com<br /> Sharon Bowman www.bowperson.com<br />Dale Carnegie www.dalecarnegie.com<br />Herrmann International www.hbdi.com<br />Business Balls www.businessballs.com<br />
    48. 48. Thank You!<br />Stephanie PuryearHelling<br />shelling@Greystar.com<br />512.474.2664<br />Eric Gramberg<br />eric.gramberg@move.com<br />805.557.7797<br />Doug Chasick<br />dchasick@callsource.com<br />(http://www.MultifamilyInsiders.com)<br />

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