Looking to improve your Email Marketing subject lines? Here are the 16 proven-to-work subject lines that will help in increasing more opens and conversions.
We are all learning most of the time, but we often don’t recognise this! Many people only feel they have had some development if they have been on a course. Courses can be a great way to develop people, though they can be expensive and people are not always able to put what they have learned into practice when they come back to the work place.
In this on demand webinar, Developing People with the 70/20/10 Model, Jayne McPhillimy has introduced different ways of recognising, and therefore encouraging the development of your people through a range of interventions.
These interventions are often more effective than a traditional course approach and are invariably a more cost effective option.
At the end of this practical on demand webinar recording, you will:
Understand the 70/20/10 Model for Learning & Development and how this approach could support the development of the people in your business.
Widen the scope for what is considered to be learning and development activity in your business.
Understand how you can use this approach to build a ‘Learning Culture’, where people firstly recognise the learning opportunities around them and then actively seek them out.
Be able to move people away from the idea that learning only happens on a Training Course
This webinar is aimed at all those involved in developing staff from HR Managers to Senior Business Leaders and Managers.
You can view the full webinar at the end of the slide deck and if you would like to view more on demand webinars or attend the live Shorebird RPO events, please visit http://www.shorebird-rpo.com/free-webinars
A complete presentation on 'Train the Trainer' including various aspects of preparing a Trainer to deliver effective training, certification criteria for the trainer and certificate templates for both trainees and trainer.
Looking to improve your Email Marketing subject lines? Here are the 16 proven-to-work subject lines that will help in increasing more opens and conversions.
We are all learning most of the time, but we often don’t recognise this! Many people only feel they have had some development if they have been on a course. Courses can be a great way to develop people, though they can be expensive and people are not always able to put what they have learned into practice when they come back to the work place.
In this on demand webinar, Developing People with the 70/20/10 Model, Jayne McPhillimy has introduced different ways of recognising, and therefore encouraging the development of your people through a range of interventions.
These interventions are often more effective than a traditional course approach and are invariably a more cost effective option.
At the end of this practical on demand webinar recording, you will:
Understand the 70/20/10 Model for Learning & Development and how this approach could support the development of the people in your business.
Widen the scope for what is considered to be learning and development activity in your business.
Understand how you can use this approach to build a ‘Learning Culture’, where people firstly recognise the learning opportunities around them and then actively seek them out.
Be able to move people away from the idea that learning only happens on a Training Course
This webinar is aimed at all those involved in developing staff from HR Managers to Senior Business Leaders and Managers.
You can view the full webinar at the end of the slide deck and if you would like to view more on demand webinars or attend the live Shorebird RPO events, please visit http://www.shorebird-rpo.com/free-webinars
A complete presentation on 'Train the Trainer' including various aspects of preparing a Trainer to deliver effective training, certification criteria for the trainer and certificate templates for both trainees and trainer.
Sales White Paper: Evaluating Sales Training ProgramsAltify
This White Paper outlines the generic industry approach to evaluating sales training programs. The TAS Group has developed and built on this approach, which we cover in other more specialized White Papers, some of which are referenced in this document.
Interviews
Module 05 – Live Chat
Evaluating Training Programs: Kirkpatrick's 4 Levels.
The four levels are:
Reaction.
Learning.
Behavior.
Results.
Level 1: Reaction
Kirkpatrick refers to Level 1 as a measure of customer satisfaction. Most of the forms that people fill out at the end of a class or workshop are instruments for measuring Level 1. Here are 8 guidelines that Kirkpatrick recommends to get maximum benefit from reaction sheets:
1. Determine what you want to find out
2. Design a form that will quantify reactions
3. Encourage written comments and suggestions
4. Get a 100 percent immediate response
5. Get honest responses
6. Develop acceptable standards
7. Measure reactions against standards and take the appropriate action
8. Communicate reactions as appropriate.
Level 2: Learning
Kirkpatrick defines learning as the extent to which participants change attitudes, increase knowledge, and/or increase skill as a result of attending a program. So to measure learning we need to determine the following:
What knowledge was learned
What skills were developed or improved
What attitudes were changed
Here are guidelines for evaluating learning:
1. Use a control group if it is practical
2. Evaluate knowledge, skills, and/or attitudes both before and after the program. Use a paper and pencil test to measure knowledge and attitudes and use a performance test to measure skills.
3. Get a 100 percent response
4. Use the results of the evaluation to take appropriate action.
Level 3: Behavior
Level three can be defined as the extent to which a change in behavior has occurred because someone attended a training program. In order for change in behavior to occur, four conditions are necessary:
The person must have a desire to change
The person must know what to do and how to do it
The person must work in the right climate
The person must be rewarded for changing
Level 4: Results
This involves measuring the final results that occurred because a person attended a training session. This can include increased production, improved work quality, reduced turnover, etc.
Here are some guidelines for evaluating results:
1. Use a control group if it is practical
2. Allow time for results to be achieved
3. Measure both before and after the program if it is practical
4. Repeat the measurement at appropriate times
5. Consider cost versus benefit
6. Be satisfied with evidence if proof is not possible
The Link Between Performance Management and Employee Engagement.
Why does employee engagement matter?
Companies with high engagement experience…
16% higher profitability
37% lower absenteeism
2.5 times higher revenues
65% reduction in turnover
18% increase in productivity
Three key drivers of engagement
Connection: An employee’s connection to their boss, company and job
Recognition: Compensation, appreciation and acknowledgment of achievements
Performance: Development, feedback and profess.
This SlideShare will focus on the third stage of the successful learning transfer methodology Turning Learning into Action™ - evaluation. It is important to consider how you are going to evaluate the application of learning in the workplace.
The importance of training was emphasized by lord Krishna in Geeta very clearly, when he says gyan daan,sarva shreshta daan. So one should feel lucky if he or she is a training professional. But equally important is the responsibility of every person to pass on the knowledge he/she has acquired, so as to achieve a better society.
Sharing a basic PPT on importance of training, covered under certificate in training program and 1 year PGDHR program.
Sales White Paper: Evaluating Sales Training ProgramsAltify
This White Paper outlines the generic industry approach to evaluating sales training programs. The TAS Group has developed and built on this approach, which we cover in other more specialized White Papers, some of which are referenced in this document.
Interviews
Module 05 – Live Chat
Evaluating Training Programs: Kirkpatrick's 4 Levels.
The four levels are:
Reaction.
Learning.
Behavior.
Results.
Level 1: Reaction
Kirkpatrick refers to Level 1 as a measure of customer satisfaction. Most of the forms that people fill out at the end of a class or workshop are instruments for measuring Level 1. Here are 8 guidelines that Kirkpatrick recommends to get maximum benefit from reaction sheets:
1. Determine what you want to find out
2. Design a form that will quantify reactions
3. Encourage written comments and suggestions
4. Get a 100 percent immediate response
5. Get honest responses
6. Develop acceptable standards
7. Measure reactions against standards and take the appropriate action
8. Communicate reactions as appropriate.
Level 2: Learning
Kirkpatrick defines learning as the extent to which participants change attitudes, increase knowledge, and/or increase skill as a result of attending a program. So to measure learning we need to determine the following:
What knowledge was learned
What skills were developed or improved
What attitudes were changed
Here are guidelines for evaluating learning:
1. Use a control group if it is practical
2. Evaluate knowledge, skills, and/or attitudes both before and after the program. Use a paper and pencil test to measure knowledge and attitudes and use a performance test to measure skills.
3. Get a 100 percent response
4. Use the results of the evaluation to take appropriate action.
Level 3: Behavior
Level three can be defined as the extent to which a change in behavior has occurred because someone attended a training program. In order for change in behavior to occur, four conditions are necessary:
The person must have a desire to change
The person must know what to do and how to do it
The person must work in the right climate
The person must be rewarded for changing
Level 4: Results
This involves measuring the final results that occurred because a person attended a training session. This can include increased production, improved work quality, reduced turnover, etc.
Here are some guidelines for evaluating results:
1. Use a control group if it is practical
2. Allow time for results to be achieved
3. Measure both before and after the program if it is practical
4. Repeat the measurement at appropriate times
5. Consider cost versus benefit
6. Be satisfied with evidence if proof is not possible
The Link Between Performance Management and Employee Engagement.
Why does employee engagement matter?
Companies with high engagement experience…
16% higher profitability
37% lower absenteeism
2.5 times higher revenues
65% reduction in turnover
18% increase in productivity
Three key drivers of engagement
Connection: An employee’s connection to their boss, company and job
Recognition: Compensation, appreciation and acknowledgment of achievements
Performance: Development, feedback and profess.
This SlideShare will focus on the third stage of the successful learning transfer methodology Turning Learning into Action™ - evaluation. It is important to consider how you are going to evaluate the application of learning in the workplace.
The importance of training was emphasized by lord Krishna in Geeta very clearly, when he says gyan daan,sarva shreshta daan. So one should feel lucky if he or she is a training professional. But equally important is the responsibility of every person to pass on the knowledge he/she has acquired, so as to achieve a better society.
Sharing a basic PPT on importance of training, covered under certificate in training program and 1 year PGDHR program.
6. A Learning Impact Map will: Identify if the training can achieve the desired results in terms of broad business goals Prepare participants to learn and change their behavior based on the training Link the desired behavior with organizational performance and business goals
7. Learning Impact Map Show: Knowledge and skills the participant will learn in the training Behaviors driven by the new knowledge and skills Results that will be realized by the new behaviors Goals of the organization that the results will help accomplish
9. Four Key Roles Participant The individual who is the target of the learning intervention and the one expected to change behavior to produce a desired result.
10. Four Key Roles Manager The participants immediate manager.
11. Four Key Roles Coordinator The individual who is responsible for the success of the learning investment. They may also be the sponsor or funding source. Often this is someone on the organization’s learning and development team, but may also be someone in a specific functional area of the business.
12. Four Key Roles Facilitator The individual who delivers the training, often referred to as an instructor.
13. The starting point for using the map is the last column on the far right. It identifies the organization goals advanced by the learning objectives.
14. The learning objectives are described in the first column on the left. Focus on a few. Less is more. Three specific, active, measureable objectives is a practical number.
16. Reviews the organizational goalsDescribes the training learning objectivesImpresses on the manager how their engagement will impact the desired behavior changeDemonstrates how to “read” the LIMProvides questions for the manager to use in the pre-training meetings with participants
17. Manager leads a meeting with the participant to complete the LIM.The meeting should be held three to seven days before the class.
18. What are the business results you personally impact the most? What are the key areas of training that can impact these results? What are some actions you might take after training to reach these results?
19. The facilitator reviews the LIM’s and adapts the learning event to focus on the key objectives and behaviors.
20. At the end of the class the facilitator asks participants to revise their LIMs as necessary based on what they have learned in the class.
21. The manager leads a meeting with the participant and documents the results.
22. What did you think of the training? Why did you make changes? How can I support you? Summarize the actions you will take to implement learning and summarize the actions you will take to support them. Agree on how you will jointly monitor/measure progress.
25. Learning Impact Maps will help: Determine if the training initiative is worth doing Defend the training initiative to top management Communicate requirements for performance support both prior to and subsequent to any training activity
26. Learning Impact Maps will help: Link training to specific performance and business goals Determine what must be measured to evaluate if the training produced the desired results Reinforce that the training is not about an event or knowledge and skills but changing behavior to produce desired results
30. Bill Wilder 800-556-9589 education@LCE.com Life Cycle Institute High Impact Learning Learning Consultants Training Solutions Life Cycle Engineering www.LCE.com
