Implementing Skills For Your Organization
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Are you thinking about using skills or have you been using skills for learning? Deciding to use skills can be an important and strategic part of enabling your organization can help you measure your bench strength and where you may need to train. Join Dr. Allen Partridge in a discussion about where to start, how to align skills to learning, communicating the value of skills to your learners and organization and measuring at the impact.In this webcast, you will: Learn how to align skills to learning in your organization. Communicate the value of skills to your learners. Measure the impact of skill use and enablement.
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Implementing Skills For Your Organization
- 1. SKILLS SKILLS SKILLS Implementing Skills For 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
- 5. Where is the balance? How to make the donuts How to sell the donuts How to package the donuts How to manage the donut shops How to support food workers How to handle donut finances Donut health and safety Donut liability & legal support
- 6. COURSE QUARTER BUSINESS UNIT GEO REGION CITY TOTAL REVENUE TOTAL DEALS 611.6M 1483 (All) Q1 2017 (All) (All) (All) (All) Performance Outcomes: Verified Upskill / Opp Closure 4-30-2017 Below Target Proficient Advanced Cogs 23.3 47.5 128.2 Widgets 12.4 30.4 59.9 Anvils 17.7 29.9 77.3 Clouds 8.9 19.4 46.7 0 20 40 60 80 100 120 140 PK UPSKILL REVENUE REFLECTION Cogs Widgets Anvils Clouds Linear (Cogs) 0 100 200 300 400 500 BELOW PROFICIENT ADVANCED PIPELINE BY VERIFIED SKILL Cog Widget Anvil Cloud PIPE TO CLOSE RATIO BY VERIFIED SKILL BELOW PROFICIENT ADVANCED PIPE2CLOSE, 28% PIPE2CLOSE, 27% PIPE2CLOSE, 21% PIPE2CLOSE, 24% SK-PIPE, 28% SK-PIPE, 26% SK-PIPE, 23% SK-PIPE, 23% SK-PK, 30% SK-PK, 25% SK-PK, 20% SK-PK, 25% TOP IND. SELLERS - VERIFIED SKILL
- 7. What would success look like? • From Business Strategy to Skill- based Learning • Defining priorities • Migrating from Service to Strategy
- 8. 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)
- 9. Competency Knowledge Skills Attitude Knowledge, Skills & Attitudes – Kirkpatrick (KSA)
- 10. A skill is a specific learned activity. Using a computer, Checking blood pressure, making donuts, managing people, visualizing outcomes, organizing projects, justifying expenses … these are skills.
- 11. 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.
- 12. 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/
- 13. 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/
- 14. 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/
- 15. Refine and define skills, train the skills Continue to refine and define skills until you are certain that you have observable and measurable outcomes. If you know what skills / levels your people have, and you know what skills / levels are desired, you can provide training that fills the gap between now and then with training.
- 16. Priority Matrix URGENCY IMPORTANCE EFFORT IMPACT PROBABILITY VALUE JUNK SMALL WIN BIG BET HOME RUN
- 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
- 19. Learning team aligns skills to business strategy
- 20. Employees choose the best courses to satisfy assigned skills.
- 21. Learner Skills Peer Skills Leadership Skills
- 22. Recognize & reward individual achievement
- 23. Validate ROE with reports on skill achievement
- 24. 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
- 25. Robert Katz – skill classifications
- 26. Job Reqs PNI Surveys 360 Observation Understanding the Skills & Finding the Gap
- 27. 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
- 28. 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
- 29. Associate by Roles Insights appliec Consult those surveys 360 Feedback Assigning the Skills & Closing the Gap
- 30. Skill assignment & gamification Recognize Mastery Provide choices Celebrate milestones Facilitate communication
- 31. Donuts, Shotguns, Slackers & The Holy Grail Do It for a reward I want to do it, so I will Do it or you’re fired I don’t see any reason to do it 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
- 32. ENGAGE ZERO OBSTACLES EXPLAIN PURPOSE ENABLE AUTONOMY RECOGNIZE MASTERY
- 33. 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
- 34. Learner Motivation Business Success Skill Mapping Skills & Motivation are linked • Autonomy • Mastery • Purpose
- 35. Describe your organizational learning culture?
- 36. Describe your organizational learning culture Purpose Mastery Autonomy
- 37. 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
- 38. 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)
- 39. A New Culture of Learning: Cultivating the Imagination for a World of Constant Change 1st Edition by Douglas Thomas An Everyone Culture: Becoming a Deliberately Developmental Organization Hardcover – March 22, 2016 by Robert Kegan
- 40. 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.
- Even if donuts are your business, it isn’t just about donuts. But you still have to make good donuts. You might say donuts are the bottom line – without good donuts, nothing else matters.
- How to make the donuts How to sell the donuts How to package the donuts How to manage the donut shops How to support food workers How to handle donut finances Donut health and safety Donut liability & legal support
- Definition of skill gap or identification of goal by reverse engineering from the assessment of the outcome. What goal are you chasing? What does success look like? How will you prove you’ve succeeded?
- Many 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.
- The Eisenhower decision principle essentially asks you to map urgency against importance. The action priority decision matrix uses a similar approach, but asks you to map impact against effort. An even simpler way to look at this is probability vs. value. How likely is it to happen? How valuable would it be if it did. (Shout out to CLO’s from Adobe, Degreed, and Nordstroms – Linda Page, Kelly Palmer, Jesse Schleuter, who described the importance of this method as a mechanism for helping prioritize and sort projects.
- 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.
- Technical, Human, conceptual – you’ll need to go all the way back to Robert Katz Harvard Business Review article from 1955 to understand some of the fundamental categorization underlying a lot of skill models today – whether those need re-examination is certainly a worthwhile question.
- 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.
- One way to understand why that may be could be discovered using Daniel Pink’s well known summary of motivational theory. Pink describes the different methods of motivation using the quadrant above. Motivation can be positive – or negative (as in rewarding or punishing) and it can be external or internal. At the top left, we see the cookies. The motivation here is for a small reward, but in general this sort of motivator is unsustainable and will lose its effect, assuming it ever had one. The shotgun approach is the most common in learning management. This is the nasty reminder, the threat to escalate, notify your boss etc. It too loses it’s impact over time and is unsustainable. On the bottom right we see negative internal – but even if a person feels very bad about not completing the work, they are still not heavily motivated to do it. Not in the long run. In fact the only thing that will motivate performance in a sustainable way is positive internal motivation.
- Unfortunately that’s easier said than done or my exercise routine would be a whole lot more regular. That’s where those four elements come in – remove obstacles, give autonomy, celebrate mastery & explain the purpose. Research shows that when people have no obstacles, are given a choice, are recognized for their accomplishments and understand the purpose, they will be heavily motivated to participate.
- 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.