While an organization may be running well currently, it is important to periodically assess whether changes could improve the business or customer experience. This includes evaluating how training is delivered and whether a different approach may generate more revenue. To drive change, one should determine a vision for the organization, assess current capabilities and gaps, develop a plan to address gaps by forming a cross-functional team, and gain support and buy-in from leadership and other stakeholders. Flexibility and strong relationships with the team will be key to successfully implementing changes.

1. Eric VanAuken

2. You may ask, Why change? The organization is
running well and we have not had any complaints
in the past 10 years……
That may be true but have you been keeping up with
how workplace and adult learning has progressed?
Have you refreshed your look? Can you provide
a better experience or generate more revenue?
If you look at those questions and you don’t have a
good answer then that is why you need to make a
change

3.  Determine where you want to take the organization
 Assess your current organization. Identify Staffing and capability Gaps
 Work with business units, sales, service, ..etc to align goals and approach
 Identify System gaps, Training approach gaps, Alignment gaps
 Develop plan to address the gaps.
 Develop a cross functional team to drive to the solution.
 Identify the Best practice for providing training for various groups.
 Drive to the solution but remember to be flexible to deal with changes.

4.  Step back and look at what you have and visualize where you want to
take the organization
 Review with your lines of business and sales teams what their needs are
(Get the voice of the internal Customer)
 Review with your Customers what they need and how you can best serve
them (Get the Voice of your external Customers)
 Identify how you currently delivery training. Do you mainly do
Classroom training, self paced training, Webinars…etc
 Put together straw man of what you think needs to be done
 Pull together stake holders and key customers and review your straw
man. Add the details to the straw man and build a path forward.

5.  Look at your path forward and see if you have the right
staffing to make this happen.
 Review your staffs capability and see if you have the right
staff to make this happen.
 Identify opportunities to enhance your staff when there are
gaps.
 Look at your in house expertise and determine if you have
the right support. If not either add them in or look to
training partners to provide the support or training courses.
 Share findings with staff and share the path forward with
the team. Allow for feedback to gain buy in.

6.  Identify what groups are matrixed into your training approach.
 With the key players from each group, discuss the potential new
approach and how it will integrate with the key players, especially
the revenue streams. Gain their input.
 Look globally and try to not focus on your process only. While
the solution may be best for your training team it may not be best
for the company or more importantly your Customers.
 When all input has been received circle back with the team and
share what you identified. Ask for their support as you manage
the change. Get someone from each of their teams involved.
Once you have that buy in you will be able to achieve your goals.

7.  Look to see if your current systems can handle the type of training you
are planning. Many learning management systems do not have the
capability to virtual instructor led training or may not support webinars
or certification tracks…etc
 If your system can not handle what you need then start a project to
identify and procure one that will. You can not effectively change your
training if you do not have the right tools.
 You now have a good deal of the new training organization and approach
identified. This is a good time to do a touch point with leadership.
Identify the approach and any system changes you are proposing. Gain
buy in and reaffirm this throughout the leadership. Without it you are
doomed.
 Develop plan to address the gaps.
 Develop a cross functional team to drive to the solution.

8.  Adult Learners:
 Start with a self paced training prior to doing an instructor lead training. This preps them
for the hands on or practical work
 Have a face to face Instructor led training. Focus in on applicable activities to the task at
hand.
 Follow up with short and specific periodic refresher training in one of the following
methods. Face to face with trainer or supervisor, Webinars, or Self paced training with
quizzes
 Service Staff: These folks tend to like clean crisp training that has no frills and is to the point.
Focus in on hands on and detailed type of material
 Sales Staff: This group tends to do best with a softer approach to training. Spend more time
in face to face and role play. Any online training should be something that they can use as job
aids after the fact.
 R&D Staff: Like the service staff keep the training crisp and no frills but aim the material on
the theory more and less hands on.
 General Staff: Make the trainings shorter and to the point. Focus the training on how it helps
or impacts their day to day job. Do not overload with trying to fit a one size training fits all.
This will just discourage the individuals.
 Leadership: These type of trainings need to be more visual and higher level. Also the
training should be focused on general scenarios as they can and should apply them to the

9.  This is where the art of Organizational change really takes place.
 Stay in touch with the team daily. Work with all members. Remember your best asset
is your relationships with the team and the leadership.
 Be flexible in your approach. Do not hold fast to the initial vision. Things will change
along the way and if you drive rigidly to the initial solution you will loose the team and
you will not get the best solution.
 Get to know the entire team and build relationships with all members and all
leadership. Remember you will have greater success if you are leading rather than
managing a project/change.
 Remember you are part of the team as well and you will need to roll up your sleeves
and put in the effort along with the rest of the team. That is what leaders do!!!
 Don’t be afraid to make adjustments to the team and to roles along the way. If you do,
do it in a respectable way and in a way that all voices are heard and everyone can save
face.
 Have fun and make sure you and the team celebrate successes and enjoy the process.
This is Key to not burning out the team.

10.  This is where the art of Organizational change really takes place.
 Stay in touch with the team daily. Work with all members. Remember your best asset
is your relationships with the team and the leadership.
 Be flexible in your approach. Do not hold fast to the initial vision. Things will change
along the way and if you drive rigidly to the initial solution you will loose the team and
you will not get the best solution.
 Get to know the entire team and build relationships with all members and all
leadership. Remember you will have greater success if you are leading rather than
managing a project/change.
 Remember you are part of the team as well and you will need to roll up your sleeves
and put in the effort along with the rest of the team. That is what leaders do!!!
 Don’t be afraid to make adjustments to the team and to roles along the way. If you do,
do it in a respectable way and in a way that all voices are heard and everyone can save
face.
 Have fun and make sure you and the team celebrate successes and enjoy the process.
This is Key to not burning out the team.