Corporate Training Webinar: Primer to Skill based learning – 5 ways to identify and grow skills in your organization
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Deciding to use skills can be an important and strategic part of enabling your organization to understand where your bench strength is strong and where you may need to train. Having skills can help to do this but where do you start? Join Dr. Allen Partridge in looking 5 things to consider when implanting skills in your organization and how can this apply to jobs, Learning, engagement, reporting and your LMS.
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Corporate Training Webinar: Primer to Skill based learning – 5 ways to identify and grow skills in your organization
- 1. Primer to Skill based learning 5 ways to identify and grow skills in your organization
- 2. Business strategy alignment - Define the skills that matter for your business Align skills to people & roles - Build a map of the skills that make your business succeed Define the gaps in skills - Define the skills that matter for your business Assign skills to people - Communicate the plan, let your teams find their own path to learn it Establish a Learning Culture that Engages - Motivation springs from Autonomy, Mastery, Purpose & the removal of obstacles
- 3. Business strategy alignment - Define the skills that matter for your business Align skills to people & roles - Build a map of the skills that make your business succeed Define the gaps in skills - Define the skills that matter for your business Assign skills to people - Communicate the plan, let your teams find their own path to learn it Establish a Learning Culture that Engages - Motivation springs from Autonomy, Mastery, Purpose & the removal of obstacles
- 4. The path from Business Strategy to Skill-based Learning
- 5. Business Strategy Double annual profits worldwide by leveraging the fastest innovation in the industry Scope is Global, Timeframe is this year, Strategy (differentiator) is Innovation The critical competency requirement for most employees will therefore be innovation, and the role of training should be to contribute to efforts to enable, inspire, drive and reward innovation.
- 6. Competencies: Innovation Leapfrogging Boundary Pushing Data Intuition / Integration Adaptive (Iterative) Planning Savoring Surprise Five Leadership Competencies for Disruptive Innovation, Soren Kaplan http://www.innovation-point.com/five-leadership-competencies-for-disruptive-innovation/
- 7. Skills – Observable and Measurable Kaplan defines Leapfrogging Creating or doing something radically new or different that produces a significant leap forward. Leaders who possess the unyielding intention of creating breakthroughs give themselves a leg up by ensuring everything they do adds a completely new level of value to the market. Five Leadership Competencies for Disruptive Innovation, Soren Kaplan http://www.innovation-point.com/five-leadership-competencies-for-disruptive-innovation/
- 8. Skills – Observable and Measurable Leapfrogging Skills Listens Actively (Listen, record, repeat, practice, question) Researches Habitually (Inquire, question, record, compare) Adapts rapidly (Accept change, criticism, failure, hardship) Creates (is a Maker) Volitional (chose action over inaction) Explores (Expand sphere of influence, travel, go beyond peers) Experiments (Hacks Life, choose variation over routine) Five Leadership Competencies for Disruptive Innovation, Soren Kaplan http://www.innovation-point.com/five-leadership-competencies-for-disruptive-innovation/
- 9. Refine and define skills, train the skills Continue to refine and define skills until you are certain that you have observable and measurable outcomes. These will form the foundation of the training. Listens Actively (Listen, record, repeat, practice, question) (Notice how most of these skills are best served by creating a method for practice. Simulation, gamification, practice on the job prompts, reminders, are generally better tools here than multiple choice quizzes. You can give examples from peers and demonstrate methods.)
- 10. Evaluating Business Success Evidence that: • Training improves on-the-job performance • Trainees are positively self-motivated • A culture of learning is active and growing in your organization • Training is having a direct, positive impact on your bottom line
- 11. Business strategy alignment - Define the skills that matter for your business Align skills to people & roles - Build a map of the skills that make your business succeed Define the gaps in skills - Define the skills that matter for your business Assign skills to people - Communicate the plan, let your teams find their own path to learn it Establish a Learning Culture that Engages - Motivation springs from Autonomy, Mastery, Purpose & the removal of obstacles
- 12. Leadership team defines a business strategy.
- 13. Learning team, aligns business strategy to skills
- 14. Employees choose the best courses to satisfy assigned skills.
- 16. Validate ROI with reports on skill achievement
- 17. Business strategy alignment - Define the skills that matter for your business Align skills to people & roles - Build a map of the skills that make your business succeed Define the gaps in skills - Define the skills that matter for your business Assign skills to people - Communicate the plan, let your teams find their own path to learn it Establish a Learning Culture that Engages - Motivation springs from Autonomy, Mastery, Purpose & the removal of obstacles
- 18. A competency is a combination of knowledge, skills and behaviors that constitute expertise. Communication, Problem Solving, Critical thinking, these are competencies. (Competencies were introduced by McClelland in 1973)
- 19. Competency Knowledge Skills Attitude Knowledge, Skills & Attitudes – Kirkpatrick (KSA)
- 20. A skill is a specific learned activity. Using a computer, Checking blood pressure, making donuts, these are skills.
- 21. There are often many skills in a given competency, as well as specific knowledge and attitudes. So while you could think of a competency as a collection of skills, you must also consider that specific knowledge and behaviors are all a part of competency.
- 22. Do you think we evaluate each aspect of competencies equally well? Are we better at evaluating knowledge, or skill than we are at evaluating behavior? If so, why do you think that is?
- 23. During the late 50’s, Donald Kirkpatrick introduced a four level model for evaluating learning impact. Reaction, Learning, Behavior, Results
- 24. L1: Reaction How did the learners react to the training? L2: Learning Was there improvement in knowledge, skills and abilities? L3: Behavior Is the knowledge transferred to on the job action? L4: Results How did the training impact the business?
- 25. L3: Behavior (Attitude) Is the knowledge transferred to on the job action? Some approaches here: Delayed knowledge testing Formal and informal on-the-job practice 4-6 Week manager check up Isolating focus to skills, rather than KSA’s can simplify reporting for managers. Behavior reporting is problematic.
- 26. L4: Results How did the training impact the business? The dreaded ROI question. How can you prove to C-Level executives, that the training has a tangible impact on business success? Invert the question: Can you break down a business strategy, into parts that require training? Can that training be described as competencies? Can you identify the skills and knowledge that contribute to that competencies? (Set aside attitude for now.)
- 27. Job Reqs PNI Surveys 360 Observation Understanding the Skills & Finding the Gap
- 28. Handshaw, Dick. 2014. Training that Delivers Results Cripe, Mansfield & Gerlach. 2013. Workitect’s Competency Development Guide Prioritize training needs Define standards Evaluate the skill gap Develop curriculum plan
- 29. Business strategy alignment - Define the skills that matter for your business Align skills to people & roles - Build a map of the skills that make your business succeed Define the gaps in skills - Define the skills that matter for your business Assign skills to people - Communicate the plan, let your teams find their own path to learn it Establish a Learning Culture that Engages - Motivation springs from Autonomy, Mastery, Purpose & the removal of obstacles
- 30. Associate by Roles Insights appliec Consult those surveys 360 Feedback Assigning the Skills & Closing the Gap
- 31. Employees choose the best courses to satisfy assigned skills.
- 32. Skill assignment & gamification Recognize Mastery Provide choices Celebrate milestones Facilitate communication
- 33. Cookies, Shotguns, Slackers & The Holy Grail External Internal Positive Negative To learn more about what motivates 21st Century employees, have a look at Daniel Pink’s inspiring Ted Talk about motivation. Sustainable, long-term motivation
- 34. So what can I do to aid intrinsic motivation? • Autonomy • Desire to be self-directed • Mastery • Urge to get better at things • Think about playing a game • Why do you want to level up? • Why do you improve your skills? • Purpose • Desire to make a contribution To learn more about what motivates 21st Century employees, have a look at Daniel Pink’s inspiring Ted Talk about motivation. Purpose Mastery Autonomy
- 35. Business strategy alignment - Define the skills that matter for your business Align skills to people & roles - Build a map of the skills that make your business succeed Define the gaps in skills - Define the skills that matter for your business Assign skills to people - Communicate the plan, let your teams find their own path to learn it Establish a Learning Culture that Engages - Motivation springs from Autonomy, Mastery, Purpose & the removal of obstacles
- 36. Learner Motivation Business Success Skill Mapping Skills & Motivation are linked • Autonomy • Mastery • Purpose
- 37. Describe your organizational learning culture?
- 38. Describe your organizational learning culture Purpose Mastery Autonomy
- 39. So how can you start to do some of this? Remove barriers to success Ease of Use & Mobile Access Clear communication of expectations & purpose Less stick, more carrot Provide options Enable self-selection of skill based course content Provide abundant options – relevant to various needs Provide multiple course delivery options Give appropriate timelines Provide opportunities for belonging Through participation Through gamification Through feedback Provide opportunities to shine Celebrate Mastery Acknowledge Positive Progress Purpose Mastery Autonomy
- 41. Making it happen • Use the strategic plan to prioritize training needs • Define standards (aligned to business plan) • Evaluate the skill gap (Current vs. Desired State) • Develop curriculum plan (based on correcting the skill gap) • Implement training • Communicate expectations & purpose, grant autonomy, encourage self-selection • Recognize and reward mastery • Evaluate skill enhancement (Using L3 Kirkpatrick)
- 42. Explain purpose Grant autonomy Implement training Encourage self-selection Evaluate skill enhancement Communicate expectations Recognize and reward mastery
- 43. Adobe Captivate Prime LMS REQUEST A DEMO EMAIL US FREE 30 DAY TRIAL
Editor's Notes
- Training and learning organizations today play an active role in contributing to the bottom line of any organization by aligning their objectives to the immediate business objectives. This provides a solid ground for cost justification and encourages businesses to place training groups right where they should be, at the heart of a growing, thriving, learning culture. These are the keys to innovation and long term sustainability – and it is both an opportunity for trainers and learning developers to play a more significant role in the health and life of a business, and an opportunity for businesses to better leverage their personnel.
- Training and learning organizations today play an active role in contributing to the bottom line of any organization by aligning their objectives to the immediate business objectives. This provides a solid ground for cost justification and encourages businesses to place training groups right where they should be, at the heart of a growing, thriving, learning culture. These are the keys to innovation and long term sustainability – and it is both an opportunity for trainers and learning developers to play a more significant role in the health and life of a business, and an opportunity for businesses to better leverage their personnel.
- The key to this strategic alignment is in identifying and associating critical skills that are most likely to enable the achievement of business plans. Once the skills are clear, the appropriate training can be developed and deployed.
- Training and learning organizations today play an active role in contributing to the bottom line of any organization by aligning their objectives to the immediate business objectives. This provides a solid ground for cost justification and encourages businesses to place training groups right where they should be, at the heart of a growing, thriving, learning culture. These are the keys to innovation and long term sustainability – and it is both an opportunity for trainers and learning developers to play a more significant role in the health and life of a business, and an opportunity for businesses to better leverage their personnel.
- Training and learning organizations today play an active role in contributing to the bottom line of any organization by aligning their objectives to the immediate business objectives. This provides a solid ground for cost justification and encourages businesses to place training groups right where they should be, at the heart of a growing, thriving, learning culture. These are the keys to innovation and long term sustainability – and it is both an opportunity for trainers and learning developers to play a more significant role in the health and life of a business, and an opportunity for businesses to better leverage their personnel.
- Think about Bloom – it only taps knowledge – and possibly comprehension. It doesn’t generally include an assessment of application, analysis, evaluation or synthesis.
- Training and learning organizations today play an active role in contributing to the bottom line of any organization by aligning their objectives to the immediate business objectives. This provides a solid ground for cost justification and encourages businesses to place training groups right where they should be, at the heart of a growing, thriving, learning culture. These are the keys to innovation and long term sustainability – and it is both an opportunity for trainers and learning developers to play a more significant role in the health and life of a business, and an opportunity for businesses to better leverage their personnel.
- Create a participatory culture that results in users embracing learning rather than dodging it. Improve course completion rates by making learning exciting through gamification, leaderboards and badges. Enable users to learn on the move on their mobile devices. Ensure learner satisfaction by improvising training based on course effectiveness, and feedback from learners and their managers.
- Training and learning organizations today play an active role in contributing to the bottom line of any organization by aligning their objectives to the immediate business objectives. This provides a solid ground for cost justification and encourages businesses to place training groups right where they should be, at the heart of a growing, thriving, learning culture. These are the keys to innovation and long term sustainability – and it is both an opportunity for trainers and learning developers to play a more significant role in the health and life of a business, and an opportunity for businesses to better leverage their personnel.