Research shows that 60-90% of all training efforts yield no discernible business result. * And yet the education and training variable has been named as the most significant predictor of an organization's success as compared to price-to-earning ratios, price-to-book statistics, and measures of risk and volatility. **
This course introduces a strategic model that prevents training failures, and in fact, accelerates learning and skill building in organizations.
Organizations need effective partnerships with Subject Matter Experts/Instructors to help execute their organization’s goals. This class teaches leaders and Human Resources professionals to:
Participants will leave with a plan for how to make a training effort that is underway, or ahead, more successful by performing a complete and insightful needs assessment to target the behaviors that will impact the business’s bottom line.
* Don Clark, 2015 **Delahoussaye, et al., 2002
Let's discuss a simple model of training. As we discuss it, you will likely be able to spot the key reasons why training efforts have shown invisible results.
Katy Caselli has been in professional training roles for large, global organizations for nearly twenty years, giving her extensive experience in solving complex organizational problems through excellent people systems and solutions. Experienced in the pharmaceutical, medical device, automotive, and cosmetics industries, Katy has brought about positive human performance change using multiple tools and methods. She is certified in change management, 360-degree feedback, the Myers-Briggs Type Indicator, and instructional design and is a Certified Technical Trainer (CTT+). Katy uses her master’s degree in industrial/organizational psychology to frame hiring and on-boarding systems that are effective and compliant. The owner and president of Building Giants, LLC, Katy has also authored the book: Building Giants: A Proven System to Transforming Your Workforce Through Effective Training. Katy is a constant learner whose current hobbies include stained glass, fossil hunting, kayaking, and photography.
A technical training example of a serious training need which caused a company reoccurring loss and was the number one top problem for a tier one automotive manufacturer.
Kirkpatrick's four levels of training effectiveness, and Jack Philips and Ron Stone's additional 2 levels of effectiveness. This discussion goes to the heart of what organizations want from training: Results.
First activity- selecting a business related issue. Use our discussion to write down some notes on a training effort that did not show results.
Examples of wasted training effort. In these example, the business problem was caused by something else. Instead use the "Five Whys" approach to find the true need.
Example, broken fingers.
Example, a Customer Service Case Study- let's ask the four questions.
Hint, we are setting this up so that we can determine the future Return on Investment (ROI).
A poor performer who cannot or will not perform their job completely despite training opportunities may not be earning their parcheck. Let's discuss what to do.
Your organization may be short on employees who have the high skills to troubleshoot complex processes or problems, unsnarl programing problems, bring back the most delicate machines, or sweet talk the most troublesome customers.
Wouldn't it be great to get more? Here are some ideas.
I call this the firehose effect: When training consists of all content, no application, and no plan to use it afterwards. This lecture discusses why this will not work. Students will draw a parallel from these stories to experiences in their own organization.
Activities are based on SMART objectives for students. When a student is able to do some activity aligned with the expected behaviors in the job, not only do they have a chance of transferring those new skills to the job, they also can be evaluated by the instructor.
This is important information: The instructor can see what is needed for further skill building, can see if students are confident using the skills and can report which students have met the objectives of the class and which have not.
There are many ways to Learn!! Read books, go talk with an expert, watch Youtube, do a google search, find a scientific paper, go to class, get some brainy people together, benchmark with others, take a free class at Harvard (Mooc), find online training, call a professor........
Work with subject matter experts to get the results your organization needs. Specific tasks for this step.
Some leaders say- Oh good, my workers are out of the classroom, now I can send them back to work. Uh Oh. This is where things go South. Let's think of the learners as if they are still in the classroom. Now they need practice in the job to make their new skills turn into permanent new behaviors.
There is often a handoff from instructor to student to supervisor, which involves little to no communication. A story to illustrate.
Negative Story of Lean Training
By now you get the idea that training does not work when it is treated as if it all happens in the classroom. If you are a top leader or an HR professional, you cannot do it all by yourself, you must partner with others to make sure all the elements in this training process are covered for the specific issue the business is facing. It can be applied to individuals or teams.
Use it to start conversations today to prevent the common, ongoing losses before, during and after training, then come back to this class and find out how to hold people accountable for behavior changes and ongoing development.
Look for the image of this model in the supplementary materials. Use it in slides or handouts to communicate what you need from other players in your organization. And if you need more help, you can contact me. Check the bonus lecture for more information.
Keys steps to take as you work through your training plan. This is where leaders can really shine and get results from their efforts.
Do you remember the training need we established? Now let's determine if the students are successfully meeting that need, so that it goes away, permanently.
This is where the rubber hits the road. When you do this step you are:
Proving your value as a leader who can make changes to behavior- for the better. Getting more done through people is a big part of leadership.
If you are a Human Resources professional or instructor- remember, a close partnership will allow you to share in the success of these results. When you have some strong data, let your leadership know, and let your direct reports know! Reward the successful students with praise and recognition! Congratulations- your organization is getting stronger through successful skill building!
This is the point where you can determine if the original need has gone away:
Did you determine the organization was losing money due to missing skills and has behavior changed? Does that behavior change link to expected changes for the business and if so, what are those changes? Is it measurable? Can the student now act as a super-skilled hero who can save the company money in new ways? Report the actual or projected savings!
Do you have poor employees who are using more skills and are therefore earning more for the company rather than losing money due to excess time, errors and doubling up on resources? Great, report this!
How about a formal report- Let's look at a sample report. As you will notice, the more you are able to report progress towards meeting business goals, the more valuable the information is. Let's look at the differences between a report that stops at reporting level 1 evaluation data and one that measures level 4 evaluation data.
What if nothing happens? What if the need is still there? Let's investigate.
Here is a typical scenario. You set up a training class on a subject requested and obviously needed by an organization (Let's say it is on Root Cause Analysis), then interview, choose and work with a wonderful instructor to put together an engaging class with a clear expectation to students that they will be doing root cause analysis for the next two issues that pop up after class. They are asked to turn in their methodology and results to a key person in the organization. Neither the key person nor the students act to ensure skills are used in the job after the training, despite the best efforts of the Human Resources person, and/or the instructor.
We get it, everyone is busy, but those involved should be pulled into a debrief before it is too late. The losses are the cost of the training, the loss of the time of the students in class who were not working, but attending a class, and the inability to solve problems using root cause analysis, which could cost the organization difficult to measure losses. The main point is, the organization is not making its goals, and is losing money in the effort of training at the same time.
Here is what you can do:
Decide to hold people accountable for training efforts, this includes participants, coordinators, leaders and instructors. Training efforts should be taken seriously as any other business task.
Us your organization's performance management process to measure expected changes in behavior and skill. If they agree to change over time, and they do not, then they are to get a poor rating on their development efforts. The same goes for ratings and bonuses for leaders. They should be measured on how well they can develop their team members when there is a business need.
Evidence is the best approach to get leaders in your organization to get on board with supporting meaningful training efforts, and to get involved in making it happen. If you are here and have gotten this far through the class, you already likely know that those who raise the capability of their team members and achieve more through them are the ones who succeed to most in their roles and are more likely to be promoted. Go you!
To get more leaders on board, even your own, show them the results of training. Make it visible.
Example from Ch. 6 of Building Giants by Katy Caselli.
Contact Katy Caselli for additional help! Help your business grow a learning culture and see impactful results from training. She is ready to assist organizations in their efforts to cause real business impact through behavioral change.
Katy Caselli has been in professional training roles for large, global organizations for 18 years and has experience in solving complex organizational problems through excellent people systems and solutions. Certified in Change Management, 360 Feedback, Myers-Briggs Type Indicator, Instructional design and a Certified Technical Trainer (CTT+), Katy has used this skill and knowledge extensively in organizations to both lift the overall workforce skill levels and to apply learning solutions for specific problem areas, resulting in positive changes to the business and short time-frame return on investment. Katy Caselli has her master's degree in industrial/ organizational psychology and uses it to frame hiring and on-boarding systems that are effective and compliant. She is the author of Building Giants: A Proven System to Transform Your Workforce Through Effective Training. A constant learner, Katy's current hobbies include stained glass, kayaking and photography.