The document outlines plans to transform a company's people development strategy. It discusses reviewing the existing strategy, designing a new framework based on principles like embracing new technology and getting value from interventions. The new strategy would include a learning platform with various resources and a development cycle tying skills levels to support. It also discusses measuring impact and integrating gamification into the learning experience. The overall goal is to quickly get new employees productive and maintain skills through continuous learning.

1. NOTANORIGINALDOCUMENTCREATINGATRAININGSTRATEGY
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Current state.
I had just completed my first 90 days in role as head of People Development.
The existing strategy in place was built solely on the excellent theory of the
70/20/10 rule.
Although we had an impressive learning platform in place it held mainly e-learning
materials and a book store. The content on the site was very much push and pull
only.
People Development team was divided into 3 teams, design, e-learning and
implementation.
The business continued to attract volumes of gen Y colleagues and its primary focus
was on embedding its sales tool within its sales journey.
To be fully prepared to support the business deliver its future needs it was clear to
me that we had to make a transformational change to our People Development.
Much like every business one key leaver to driving great volumes is to get new
colleagues up to speed as quickly as possible and then to maintain/improve on these
levels.

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THEFIRSTSTEP–SETPRINCIPLES
TOTHEAPPROACH 1. Avoid sheep-dipping approach with training by recognising that one size does
not fit all.
We need to build a framework that can flex up as well as down depending on the
success and subsequent support needed by each individual. Have an inside/out
approach.
2. Keep our fingers on the industry pulse.
Keep up to date on latest trends, understand competitor best practise and
innovate to stay ahead of the game. Improve the user experience, keeping things
simple and easy to use.
3. Embrace new technology, new and innovate ways of learning and apply the
appropriate learning theory.
As a technology retailer, our training and development interventions should take
advantage of the latest technology trends in L&D – provided that they match the
culture and the needs of the business.
4. Take an ‘Each and Every Penny Counts’ approach to every plan and intervention.
This isn’t about the cheapest option but it is about identifying the right
intervention and getting the best value for it.
5. Consider all the touch points across HR and always meeting EVP standards.
Defy the status quo, consider the wider scope and work together to deliver
something truly special across HR.
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FUTURELEARNINGNEEDS
Mentoring
Articles
On the job
Podcasts
Coaching
Webinars
Books
Websites
User Generated
Content
FriendingRatings
Blogging Best practice
Videos
Commenting
E-Learning
Physical Classroom
Virtual Classroom
Forums
Game-based
Learning
Conferences
Source - Flat Army: Creating a Connected and Engaged Organisation (Wiley,2013)
“Learning at the speed of need through formal, informal and social learning
interventions. Making continuous improvement BAU.”
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FROMNOVICETOEXPERT
Advanced
Beginner
Competent Proficient ExpertNovice
Using the ‘Dreyfus Model of Skills Acquisition’, we are able to formulate a full life-cycle for Pin Point through the
different levels of skills acquisitions and scale of competence. We are then able to align our L&D offering to underpin the
growth of colleagues by focusing on teaching the basics (tool, process etc.) then developing competence through
pervasive performance support (focusing on social and collaborative learning).Join
Knowledge
Performance
Emotional
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5. Using Kirkpatrick’s four-level evaluation model for training interventions, we are able to show the four
types of evaluations.
Level/Type
of
Evaluation
What? Why? How? Future-state
Possibilities (post PP
v2.4 / MLWv3)
1.
Reaction
Reaction evaluation is how
the colleagues felt, and
their personal reactions to
the training or learning
experience.
Tells us the
opinions of
colleagues
• Impromptu surveys carried out
during webinar sessions
• Separate questionnaire via
Survey Monkey
• Training Evaluation forms (at
the end of modules)
• Same
2.
Learning
Learning evaluation is the
measurement of
the increase in
knowledge from before to
after the learning
experience.
Tests the
colleague’s
understand of
the concept
taught and how
to apply it back
in a live
environment.
• Assessments/Quizzing/Testing
• Role-plays (video-based or
animated etc.)
• Gamified Learning (built-in
feedback based on
performance)
• Video content
sharing to
communities
• Gamified
environment
• Sophisticated
scenario role-plays
3.
Behaviour
Behaviour evaluation is the
extent to which the
trainees applied the
learning and changed their
behaviour on the shopfloor.
Shows the
colleague
understood the
content, and
was able to
apply it on the
shopfloor
• Self-assessment (offline)
• Manager coaching /
shadowing
• In-store coaching
• 360 or 180 degree
feedback online or
offline
• Evidence gathering
• Online PDR
4. Results
Results evaluation is
the effect on the
business resulting from the
improved performance of
the colleague – this is the
acid test in evaluation.
• KPI performance is monitored
before and after training
intervention. Prior
performance used as control
group.
• Same but results
built into and driven
by gamified
environment on
LMS
MEASURINGTHEIMPACT
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DEVELOPMENTCYCLE
Advanced Beginner
(Week 1)
Proficient
(Month 1)
Expert
(Month 2)
Certified
Expert
(Month 3)
Novice
(Week 0)
Extra
Support
Leave
Intensive
Support
Support
Needed?
Performance Support Interventions
Standard Development Lifecycle
Join
INDUCTION
E-LEARNING
MODULES
WEBINARS
CONTENT
SHARING
Skill levels defined using ‘The Dreyfus Model of Skills Acquisition’
COACHING
CLASSROOM
ACCREDITATION
ON THE JOB LEARNING
Satisfactory
Performance
Satisfactory
Performance
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WEAVEGAMIFICATION
Gamification weaved through learning will drive and retain engagement
throughout the employee lifecycle.
For example, an employee can earn points for good weekly KPI
performances, uploading and sharing content (the more ‘likes’ the more
points gained), for taking part in the community forums and answering
colleague’s questions. They can earn extra points by completing training for
new product / propositions or other defined events.
As colleagues earn more points, along with completing the necessary pre-
requisites, they would ‘level up’. A leaderboard and changing objectives
help to keep colleagues focused on the right topics at the right
time.
Digital Scorecard
Each colleague has a digital scorecard located on their learning platform profile. Made
up of:
•Individual KPI Performance (Currently NPS + NMPH)
•Activity (course completion, social learning activity)
•Any other metrics defined during scope
This can then be linked back to the reward structure in order to visually show their
performance whilst spurring them on to improve it, stay compliant and constantly be
developed and up-to-date.
Certified Expert
• To separate our accredited staff,
we will offer a visual reward – such
as a gold badge
Levelling Up
• Each week, a colleague will receive a
set of objectives i.e. Reach 1,000 points,
hit defined KPI targets, upload a video etc.
• In order to reach the next level, they will
need to reach a set of pre-defined goals
i.e. consistent KPI performance
(NPS/NMPH), e-learning points scored etc.
• Hitting this target unlocks the next
level and progress is shared with regions
or territories through the activity feed on
learning platform.
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8. Complexityof
releaseNOTANORIGINALDOCUMENT
NEWRELEASECYCLE
E-LEARNING
MODULES AND
EVERYTHING TO THE
RIGHT
WEBINARS AND
EVERYTHING TO THE
RIGHT
CONTENT SHARING
& PERFORMANCE
SUPPORT
MATERIALS
NEW Sales
Journey
Release
SILVER
Release
BRONZE
Release
GOLD
Release
Light Touch
Behavioural
Change Required Framing/Positioning
Needed
GOLD
Release
Major update or change sale
framework. Accredited
colleagues require significant
behavioural change.
SILVER
Release
BRONZE
Release
Significant update to a tool or
sales journey. Accredited
colleagues require engagement
and procedural knowledge.
Minor changes to tool or
framework. Accredited
colleagues considered to have
skill to apply knowledge
without extra intervention.
START
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NEXTSTEPS
Working with me on the strategy was Rhys Giles.
1.REVIEW.
A complete review of existing interventions, systems and structure.
2.DESIGN.
Identify key partners, adhere to design principles when building and exceed
expectations.
3.LAUNCH.
Interventions and social learning platform aligned to business goals for New
Colleagues, Existing Colleagues, Manager and Leaders.
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10. NOTANORIGINALDOCUMENT
NEXTSTEPS
Working with me on the strategy was Rhys Giles.
1.REVIEW.
A complete review of existing interventions, systems and structure.
2.DESIGN.
Identify key partners, adhere to design principles when building and exceed
expectations.
3.LAUNCH.
Interventions and social learning platform aligned to business goals for New
Colleagues, Existing Colleagues, Manager and Leaders.
NOT AN ORIGINAL DOCUMENT