The document outlines strategies for enhancing learning and development (L&D) effectiveness within organizations, emphasizing the importance of aligning training programs with business objectives and engaging line managers in the process. It discusses the challenges and pitfalls that hinder training effectiveness, as well as a structured eight-step process for implementing change and ensuring the application of learning in the workplace. Additionally, it highlights the 70:20:10 framework for learning and the importance of monitoring and evaluation to assess the impact of L&D initiatives.

3. Recruitment
HROD
Consulting
Training
Our Services

4. Training
Personal
Effectiveness
Leadership
and
Management
Communication
Skills
Culture
Building
Selling Skills
Team
Building

5. About Ed
PSTD,
Toastmasters,
PMAP, HR
Philippines,
PAHRODF
20 Years
experience in HR,
Training & OD
President of
ExeQserve
Leadership, Team
Development,
Customer Service,
Assertive
Communication

6. Our Learning Objectives for Today
• Identify techniques for ensuring L&D activities connect with business
objectives
• Describe approaches for engaging line managers in the L&D process
to ensure follow through and workplace application of learning
• Describe ways to make learners accountable for application of
learning in the workplace.
• Compare practices for monitoring and evaluation of learning in the
workplace

7. What hinders training effectiveness?

8. Ilan
ma’am?

9. Strategy
• Programs/Initiatives
• Capacity Development
Capacity • Functional
• Behavioral
Performance
• Productivity
• Quality
Connections

10. L&D Pitfalls
Connection
• Lack of
alignment with
organizational
strategy
• Absence of
training plan
• Knee-jerk
reaction
Execution
• Class-room-
focused
• Fails to address
real need
• Lack of
orientation
Institutionalization
• Lack of follow
through
mechanism
• Lack of
ownership for
follow through
• Lack of M&E

11. Eight-Step Process to Creating Leading Change
from Leading Change by John P. Kotter
Creating climate for change Engaging and enabling the
organization
Implementing and sustaining
change
6. Create short-term wins.
7. Build on the change
8. Institutionalize changes
in the culture
4. Communicate the
change.
5. Enable others to act on
the vision
1. Create urgency.
2. Form powerful
coalition.
3. Create a vision for
change.

12. Create a Sense of Urgency
• Ask:
• Do we have a system for ensuring that training programs teach the
skills needed to deliver results?
• Do we have a way of knowing if learners are able to apply what
they learned?
• Are we able to support the application of learning in the
workplace?
• Are we able to see L&D contribution to business result?
• If our answer is no, we need a better L&D strategy!

13. Build

14. • Align participation
with strategy
• Ensure alignment of
programs with org
strategy
• Ensure design &
delivery effectiveness
• Core Member of
coalition
• Coach/Mentor
• Follow through
• Champion L&D
Strategy
Top
Executive
Line
Managers
Other
Sectors
HRD/
Training
Clarify Roles

15. Co-Create a Vision for Change
• How will the strategic partnership look like?
• What is the process going to look like?
• Link with strategy
• Identification of competencies
• Design process
• Communication process
• Delivery process
• Follow through process

16. Work on making it happen
Communicate
the change
• Clarify
expectations
• Address
concerns
• Listen and
adjust
Enable others to
act on the vision
• Train coalition
members on
their roles
Create short-
term wins
• Evaluate and
identify areas
for
improvements
Build on change
• Apply
improvements
Institutionalize
change
• Incorporate in
company
systems and
procedures

17. Identify
Strategy or
Program
• Development and Implementation of Service Culture Building Program
Identify
competencies
of key players
• Work with stakeholders to identify competencies required based on written
service strategy, policies and procedures
• Connect competencies with performance management system
Design and
deliver
aligned
programs
• Ensure that L&D intervention meets stakeholder expectations
• Blend learning using 70:20:10 framework
• Ensure that workplace application and follow through is embedded in design.

18. Prepare
learners
• Managers prepare learner for learning by communicating and leveling
expectations
• Describe workplace development objectives and desired application of learning
Deliver
program
• Ensure learner engagement
• Blend 70:20:10
Monitor and
Evaluate
• Ensure managerial accountability for follow through and coaching
• Implement M&E that determines application of learning
• Propose and implement enhancements in L&D strategy based on impact of L& in
program success

20. 70:20:10 Framework – Typical Activities
on-the-job experience
applying new learning in real situations
solving problems, special assignments
project reviews, reading guides & manuals,
new work within role, increased span of control,
stretch assignments
mentoring, reverse mentoring
coaching, informal feedback
internal and external networks,
teamwork, professional associations
action learning
structured programmes
activity-based workshops
seminars and masterclasses
professional development, business schools
eLearning modules and courses
70% Experience
20%
Exposure
10%
Education

21. Bloom’s
Taxonomy

22. • Define, list, name, recall, repeat,
knowledge or informationKnowledge
• Translate, describe, explain information in
one’s own wordsComprehension
• Apply, demonstrate, use knowledge in new
situationsApplication
• Analyze, compare, question, break
knowledge into partsAnalysis
• Arrange, create plan, prepare a new whole
from partsSynthesis
• Appraise, assess, judge, Score Information
based on knowledgeEvaluation

23. An ExeQserve Example: Evaluating the Train the Trainer Program
Level 1: Reaction
Formative and
Summative
Evaluation for
each day of
training
Level 1: Learning
TTT: Training
design, lesson
plan and
materials at the
end of a three-
day program
Level 3: Application of Learning
Re-Entry action
plan
Delivery of
designed
training
program
Level 4: Impact
Evaluation of
new training
program based
on objectives

24. “The Success of the intervention depends on
the inner condition of the intervenor.”
-Bill O’ Brien, former CEO of Hanover
insurance

25. We need to be better at being credible activists

27. Welcome
to the
World Café

28. Café Conversations are
an easy-to-use method
for creating a living network of
collaborative dialogue
around questions that matter
in service of the real work

29. CAFE MOVEMENTS
4 Rounds of Conversation at 4 Different
Tables
~ 10 minutes each round
Large Group Collective Harvesting
~ 30 minutes

30. Café Questions
1. What do you do to engage stakeholders on L&D
efforts?
2. What methods or approaches are effective in
ensuring learning?
3. How do you ensure application of learning?
4. What can be done to measure impact of learning?