Making the Business Case for Training
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When you consider when, where and how to train your staff, it's important to consider the outputs and results you want from the training before you look at the different courses available. EEF's Training and Development Specialist, Garry Platt gave this presentation on how to make the business case for staff training and the importance of defining training goals and outputs, before selecting specific training courses. You also read Garry’s accompanying blog post on Making the Business Case for Training on the "Latest Thinking" section of EEF Training's website (http://www.eeftraining.org.uk)
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Making the Business Case for Training
- 1. MAKE A SUCCESSFUL BUSINESS CASE FOR TRAINING IN 2015 Welcome 20th November 2014 The webinar will begin shortly
- 2. Presenter Garry Platt Training and Development Specialist EEF, the manufacturers’ organisation gplatt@eef.org.uk Moderated by Emma Shaw EEF, the manufacturers’ organisation eshaw@eef.org.uk www.eeftraining.org.uk 2
- 3. Agenda Common Problems and Challenges Focus / Value / Core Performance Gaps Defining Need Linking Training to Output 3 P
- 4. Training is NOT by Default ‘A Good Thing’
- 5. ADDIE Analysis What’s Wrong? Gap Analysis Needs Determination Design Content Delivery Strategy Lesson Plan Development Program Supporting Materials Exercises Activities Implement Do It Pilot Roll Out Evaluate Determine Analyse Test Results Return 5
- 6. “In no other field do we start with such ambiguity and end with such ambiguity.” Reg Revans P
- 7. What Are The Common Problems? Inputs Vs Outputs 7
- 8. 8 Managers will try to tell you what they want in the programme. You have to help them find out what they want out of the programme.
- 9. It’s Outputs - Not Inputs Output • Results • Achievements • Targets • Changes • Effects • Products • Quantities Input • Program Content: • Knowledge • Skill • Activities 9
- 10. 10
- 11. What Are The Common Problems? Trend & Fashion 11
- 12. What Are The Common Problems? Trend or Fashion Driven 12 •The Learning Organisation •NLP 1980 1990 •Emotional •Covey •Competency Frameworks Intelligence •Coaching 2000 2010 •Talent Management •Big Data
- 13. 13
- 14. What Are The Common Problems? We’ve Always Done It This Way 14
- 15. Effort Results Time Low Quit! After: The Age of Paradox; Charles Handy High Energy 15 P
- 16. Can We Resolve These Problems? Support Your: Authority Standing Processes & Systems Outcome Focussed 16
- 17. The FCV Triangle What’s The Business Need? What Will The Outcome Be? What’s The Performanc e Gap? Now or Future Training Need Analysis 17
- 18. The FCV Triangle Business Need Why is this important to the organisation? What happens if we just leave it? Performance Gap Now or Future Is the shortfall due to people issues? Do we know what they are or are not doing? Outcome What will be different? What will be improved? 18
- 19. What’s The Business Need? FOCUS VALUE CORE 19 The FCV Triangle Training Need Analysis What’s The Performance Gap? Now or Future What Will The Outcome Be? P
- 20. What is a Performance Gap? Pradeep Liz Ronald 20 LOW PERFORMANCE HIGH ATTITUDE - Motivation SKILL - Behaviours KNOWLEDGE - Understanding EXTERNAL ISSUES RESOURCES – Inputs EQUIPMENT - Technical Issues
- 21. Management Vs Development Flow Chart
- 22. 22
- 23. Create a Business Case For Training What do you want this training for? What will happen if we don’t do it? Which KPI’s or KRA’s will this feed into? Will this person be using this learning within 10 days of returning to the workplace? 23
- 24. Ebbinghaus - Use It or Lose It! 100% 90% 80% 70% 60% 50% 40% Remembered Content 24
- 25. Defining The Need 25 The Performance Gap The Skill Set The Knowledge The Actions The Understanding The Behaviours The Why & How
- 26. 26 Defining The Need Incorrect Sign Off of Audit Reports Behaviours Knowledge Cross Checking Content Sequence Location Coding Verification Comparison Relative Assessment 10% Interviewing Legal Rights Sequence Probing
- 27. 27 Defining The Need Team Leaders to Address Poor Performance Behaviours Knowledge Setting Good Objectives SMART Maintenance KRA’s – KPI’s Providing Feedback The Purpose Praising Reprimanding Adaptive Management Style Skill Vs Will Direction & Engagement
- 28. 28
- 29. Problems? Shortfalls? Performance Gaps? 29
- 30. Specific Outcomes Not Generalised Content 30
- 31. Leadership Excel Time Mgt Auditing Assertiveness Why Do We Want It? 31
- 32. Managing and Measuring Training − Two day course, 4th and 5th February in Leamington Spa − Build on the principles outlined in this webinar − Develop a strategy to focus your training on results and outcomes not content and generalities − Ensure training is seen as value adding and a core function rather than peripheral. http://www.eeftraining.org.uk/course/mlc27/managing-and-measuring-training-strategy-systems-finance-and-measuring-impact 32
- 33. “Begin with the end in mind” Russell M. Nelson
- 34. 34
- 35. THANK YOU Garry Platt Training and Development Specialist EEF, the manufacturers’ organisation Telephone our training line: 0845 293 9850 Read Garry’s accompanying blog post on Making the Business Case for Training on the EEF Training website. www.eeftraining.org.uk