Gaining Inside Track E/M-Learning

• workforce innovation & engagement
• employee performance management
• real time learning/eLearning
• assessment/examination solutions
Chicago E-Learning Showcase
GETTING THE INSIDE TRACK
Gaining Leadership Buy-in for E/M-Learning
Presenter: Ajay M. Pangarkar, CTDP, CPA, CMA
Delivered to: ATD Chicago E-Learning Conference
Date: August 18, 2015
Time: 3:00 – 3:50pm
Session: Breakout Session
Location: Chicago, Il
For more info: +1 866 489.7378 or ajayp@centralknowledge.com
Follow Me on Twitter: @ajaypangarkar or Blog.centralknowledge.com

BIOGRAPHY
Ajay M. Pangarkar, CTDP, CPA, CMA
Workforce Revolutionary, Author, Speaker
Ajay Pangarkar is President of CentralKnowledge Inc., leaders in strategic employee
performance and innovative assessment systems. He combines his finance, accounting,
strategy, and professional learning background to assist Fortune 500 organizations such
as Apple, Pfizer, Scotia Bank, RBC, and IATA to create innovative learning
environments. Under his leadership, CentralKnowledge was recognized for Learning
Content Management Project of the year 2008 for Training Magazine’s Technology in
Action award for their work with Apple Inc.
Ajay is a Certified Professional Accountant (CPA, CMA) and a Certified Training and
Development Professional (CTDP). His focus is to ensure organizations are able to
leverage their employee’s performance in delivering tangible performance results. Ajay is
a world renowned workplace performance strategist and foremost authority on integrating
employee performance strategies into the Balanced Scorecard. He is also passionate
about building an irrefutable business case for employee skills investments. He is a sought
after industry-recognized speaker on strategic employee development and employee
assessments.
Ajay, with partner Teresa Kirkwood, published their recent book titled,
“The Trainers Balanced Scorecard: A Complete Resource for
Linking Learning and Growth to Organizational Strategy" (Wiley).
Other books include “The Trainers Portable Mentor” and "Building
Business Acumen for Trainers: Skills to Empower the Learning
Function" (John Wiley & Sons). He is an award-winning writer
receiving the 2014 prestigious TrainingIndustry.com Readership and
Editors’ Award. Ajay is regularly invited by the media and appears on
the #1 Montreal Talk Radio morning show discussing workforce
performance. He is a regular contributor to many leading publications around the world.
Ajay is actively involved in the workplace learning community recently serving as the
Vice Chair for the Canadian Society for Training and Development’s National Board of
Directors. Contact Ajay at ajayp@centralknowledge.com.
---------------------
Please Follow/Forward my new BLOG at blog.centralknowledge.com
twitter: @ajaypangarkar LinkedIn: in/ajaypangarkar

Gaining Leadership Support for E/M-Learning Session – ATD Chicagoland 2015
© Ajay M. Pangarkar, CentralKnowledge 2015
3
GETTING THE INSIDE TRACK:
Gaining Leadership Buy-in For E/M-Learning
Thank you for selecting this interactive session. It is with great pleasure that I present to you an
educational session on how to ensure that your e/m-learning initiatives meet management’s
expectations and presents a solid financial case to obtaining buy-in.
Your role as learning and performance professionals within your organization and industry is
evolving at a rapid pace. No longer is T&D confined to one role but it is increasingly viewed as a
partner in achieving a strategic goal. Your role is now to understand how L&D fits into this
equation and how will you be able to credibly support and communicate the results. Please
contact me anytime with your questions at 866-489-7378 or by email:
ajayp@centralknowledge.com.
Ajay M Pangarkar
Ajay M. Pangarkar CTDP, CPA, CMA
Workforce Revolutionary, Author, Speaker CentralKnowledge
Learning Objectives:
• Ensure the 3 primary internal buyers’ needs for e/m-learning are met
• Prepare presentations that persuasively make the business case for e/m-learning
to business leaders
• Identify and avoid the language blunders that trainers can make when dealing
with senior management
• Apply the RADAR approach to gaining senior management buy-in
Description:
Learning practitioners must gain “buy-in” from participants fed up with "training" courses, mid-
managers who cannot afford employee downtime, and business leaders who expect tangible
benefits from their e/m-learning investment. In this session, you will learn to address business
leaders’ and stakeholders’ concerns, effectively present your learning solutions, and minimize
management resistance. Through a 5-step process called RADAR, business leaders will notice
learning practitioners. This session will use an interactive approach and provide you with the
steps to develop the necessary skills to gain the internal support for e/m-learning initiatives.
Participants in this session will identify how to get their e/m-learning initiative to gain management
support. You’ll then build support for e/m-learning while building a solid financial business case
for the initiative. This session should appeal to all Training professionals, including external
professionals working within an organization, but it is especially geared to beginner and
intermediate Training professionals

4
ACTIVITY: PERSONAL LEARNING OBJECTIVES
List 2 to 3 personal learning objectives to achieve when you leave the session:
1. ______________________________________________________________
2. ______________________________________________________________
3. ______________________________________________________________
Apply financial tools to build
an e/m-learning case
Build a financial case
for e/m-learning
Communicate expectations
into business results
Evaluating
E/M-Learning
Strategy

5
NOTES
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Leader’s Expectations
The 4 Steps: Answer the following…
1.  How do your leaders see “training”
2.  What “investment” means to leaders
3.  Evaluate “financial” impact to business
4.  Evaluate “qualitative” impact to business

6
YOUR FIRST THOUGHTS:
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
A Quick Question…
“Training”?
How do your
business-leaders
categorize...
Please share your answers…

7
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Leaders views training in 3 ways:
1.  Necessary, expected training
(e.g. job training and development)
2.  Measuring impact of major investments
(e.g. “training” as a component)
3.  Investing in major elements of training
(e.g. e-learning infrastructure)
Positioning to Prove Value
Send me a note for :
“The Business
Leader’s Bottom
Line”
article for sample
Level 3, 4 Questions
Building E-learning Acceptance
Evaluating
E-learning
Strategy
! Capital investment
! Operational Expenses
! Needs Identification
! Learning Retention
Learning Aspects
Infrastructure
Management Needs
! Business Objectives
! Operational Activities
Level 1, 2
Level 3, 4

8
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Leadership Decision Tools
!  “Learning” contribution to major
projects
!  Assess learning infrastructure
investment
Cost-Volume-Profit
(CVP)
Net Present Value
(NPV)
Return on
Investment
Evaluation
Analyzes project profitability
!  Cost/volume affect on profitability
!  Activity level to achieve profit
Analyzes changes in costs
Cost-Volume-Profit (CVP)!
Revenues!
Variable!Costs!
Contribu1on!Margin!
Fixed!Costs!
Opera1ng!Income!
Company!sales!!
(price!x!units!sold)!!
Cost!to!produce!units!sold!!
(cost!x!units!sold)!!
Profit!leA!to!cover!fixed!costs!
(determines!breakeven!point)!!
All!capital!investments!to!
produce!units!
Remaining!profits!

9
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
CVP E-Learning Decision!
Revenues!
Variable!Costs!
Contribu1on!Margin!
Fixed!Costs!
Opera1ng!Income!
E-learning increases fixed costs
Question to ask:
To what extent will learning
contribute production and profit?
Which means:
•  Sell more units
•  Reduce variable costs
E-Learning Example: FinaX Inc.!
•  FinaX Inc. sells AccountX Software
•  Variable cost: $120 each unit
•  New e-learning course: $60,000
•  Post course sales incr.: 700 units
Management’s
question:
Should we spend
$60,000 for the
e-learning course?
•  Selling 4000 units for $200/each
•  Current fixed costs: $200,000
•  E-learning is a fixed cost

10
NOTES
_____________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Revenues'
Variable'Costs'
Contribu1on'Margin'
Fixed'Costs'
Opera1ng'Income'
$800,000
($200 x 4000)
$480,000
($120 x 4000)
$320,000
($80 x 4000)
$200,000
$120,000
$940,000
($200 x 4700)
$564,000
($120 x 4700)
$376,000
($80 x 4700)
$260,000
$116,000
$140,000
($200 x 700)
$84,000
($120 x 700)
$56,000
($80 x 1000)
$60,000
($4,000)
4000 units NO
e-learning (1)
4700 units w/
e-learning (2)
Difference
(2) – (1) = (3)

11
OTHER CONSIDERATIONS?
1. ____________________________________________________________________
2. ____________________________________________________________________
3. ____________________________________________________________________
4. ____________________________________________________________________
5. ____________________________________________________________________
6. ____________________________________________________________________
E-Learning Example: FinaX Inc.!
What is your answer…
to management’s question:
Should we spend $60,000 for the
e/m-learning app?
Answer: YES / NO
What Should We Consider?

12
NOTES
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Get Learning on the RADAR…
R Resistance
A Apathy
D Disruptions
A Application
R Results
“What will this cost us?”
“What will this do for us?”
“Why now?”
“What will it do for the business?”
“What difference will it make?”
Level 3-4
Level 4
Level 4
Level 3-4
Level 4

13
Homework: E/M-Learning: ____________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
R Resistance “What will this cost us?” Level 3-4
A Apathy “What will this do for us?” Level 4
D Disruptions “Why now?” Level 4
A Application “What difference will it make?” Level 3-4
R Results “What will it do for the business?” Level 4

14
Leadership Questions to Answer
1. ______________________________________________________________
2. ______________________________________________________________
3. ______________________________________________________________
1. ______________________________________________________________
2. ______________________________________________________________
3. ______________________________________________________________
4. ______________________________________________________________
5. ______________________________________________________________
Financial Results
What do I get if I give you the money
you are asking for?
Performance Results
What are the tangible benefits/results
we can expect from doing this?

15
NOTES
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Building Learning Acceptance
Build a financial case
for e/m-learning
Communicate expectations
into business results
!  Demonstrate Level 3 and 4 results
!  Speak in relatable terms
!  Respect how each management
level perceives “learning”
Apply financial tools to build
a case for e/m-learning !  Measure the appropriate “return” of
learning capital elements
!  Utilize existing financial evaluation tools

16
TrainingIndustry.com
!  The CLO Reality:
What It Takes to Lead & Manage the Learning Function
!  The Business Leaders Bottom Line:
Aligning Learning With Organizational Needs
!  Building Strategic Learning Linkages:
Mapping & Measuring Your Learning Strategy
TrainingMag “Last Word”
!  Taking Care of Business
!  Let’s Get Naked!
“Workforce Revolution!” blog.centralknowledge.com
Thank you…Please Follow My Blog
Ajay M. Pangarkar CTDP, CPA, CMA
t: 866-489-7378 x 1
e: ajayp@centralknowledge.com
!
!
!
!
!
!
!
!
@ajaypangarkar!
30% DISCOUNT CODE: WLY15 @Wiley.com

Gaining Inside Track E/M-Learning

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (20)

Similar to Gaining Inside Track E/M-Learning

Similar to Gaining Inside Track E/M-Learning (20)

More from Chicago eLearning & Technology Showcase

More from Chicago eLearning & Technology Showcase (13)

Recently uploaded

Recently uploaded (20)

Gaining Inside Track E/M-Learning