driving engagement with employee training and development

Driving

Engagement

with Employee

Training and

Development

BIZLIBRARY.COM

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl

Jessica Batz

Marketing Specialist

jbatz@bizlibrary.com

@jessbatz

@BizLibrary

BIZLIBRARY.COM

The industry’s largest and fastest-growing collection of high quality training

videos and e-learning courses covers every topic area imaginable.

EMPLOYEE ENGAGEMENT: the emotional and functional

commitment an employee has

to his or her organization.

$11 BILLION is lost annually due to

employee TURNOVER

SOURCE: BUREAU OF NATIONAL AFFAIRS

Companies with ENGAGED

EMPLOYEES outperform

those without by up to

SOURCE: GALLUP

202%

POLL QUESTION

What factors

positively influence

employee

engagement in your

organization?

A. The quality of training

and learning

opportunities.

B. The support from the

employee’s direct

supervisor/manager.

C. Informal and social

learning opportunities.

D. Rewards and recognition.

E. Something else.

65%

54%

51%

51%

50%

47%

46%

36%

34%

27%

26%

The quality of training or learning opportunities

The breadth of training or learning opportunities

The frequency of training or learning

opportunities

Employee onboarding processes

Learning through stretch assignments

Executives' and managers' training in how to

coach employees

Executives' and managers' training in how to

evaluate performance

Peer coaching among employees

Other informal learning opportunities

Learning through job rotations

Communities of practice

TO WHAT EXTENT DO THE FOLLOWING FACTORS

POSITIVELY INFLUENCE EMPLOYEE ENGAGEMENT IN YOUR

ORGANIZATION?

SOURCE: Learning’s Role In Employee Engagement, ASTD 2008

THREE KEYS

Make the link

between training

and improved job

performance

Manager support

and participation

Community and

recognition

MAKE THE LINK

Needs analysis

Choosing the right

content

Define and

communicate

expectations and

objectives

Need Analysis: Context

and Relevancy

• Make sure the

need has a

training solution

• Explain the why

and how

Choosing the Right Content

• Will the employee know what

they are supposed to do after

completing the training?

• Is the program free of excess

information?

• Are there interactions built-in to

reinforce the learning?

• What behavior will change after

this training?

• Is this content engaging?

Expectations and Objectives

• Explain what is

expected before

and after training

• Clearly state

objectives

• Measure

outcomes

S.M.A.R.T. GOALS

Specific

Measurable

Attainable

Relevant

Timely

MANAGER

SUPPORT AND

PARTICIPATION

Training transfer

Manager skill gaps

and opportunities

Best practices to

support learning

Problems with direct supervisors

account for

of disengaged

employees.

SOURCE: EMPLOYEE ENGAGEMENT VS. DISENGAGEMENT,

CUSTOMINSIGHT DEC. 2012

49%

...if employees' relationship with their managers is fractured, then no

amount of perks will persuade the employees to perform at top levels.

Employee engagement is a direct reflection of how employees feel

about their relationship with the boss.

SOURCE: SELF-DETERMINATION THEORY AND FACILITATION OF INTRINISIC MOTIVATION,

SOCIAL DEVELOPMENT AND WELL-BEING, AMERICAN PSYCHOLOGIST ASSOCATION

Power/Impact Use/Frequency Disconnect

PRE

Trainer 2 2 0

Employee 7 8 -1

Manager 1 5 -4

EVENT

Trainer 4 1 3

Employee 5 3 2

Manager 8 6 2

POST

Trainer 9 7 2

Employee 6 4 2

Manager 3 9 -6

1= MOST POWERFUL/IMPACTFUL FOR TRAINING TRANSFER

SOURCE: BARBARA CARNES, MAKING TRAINING STICK

Learning Effectiveness

10%

85%

5%

Learning Investment

Pre-work Learning Event Follow-Up

26%

24%

50%

Best Practices for a Manager

to Support Learning

• Encourage

participation

• Get involved

• Be a good example

• Outline expectations

• Seek out results and

give recognition

Employee

reaction to

learning

How much

learning

occurred

Application of

learning on

the job

Business

results

supported by

learning

ROI on Learning

COMMUNITY AND

RECOGNITION

Social and

collaboration tools

The importance of

recognition

Extrinsic and

intrinsic motivation

Companies using enterprise social

networks realize an average

18% increase

in employee engagement

year-over-year…

compared to the 1% increase see in companies

not implementing enterprise social networks.

SOURCE: THOUGHTFARMER, SOCIAL INTRANETS

AND EMPLOYEE ENGAGEMENT

Social Tools

• Empowered

• Share ideas

• Relationship building

• Enhance information

flow

Recognition

• Peer to peer

• Employee spotlight

• Additional

opportunities and

participation

• Group/team activities

• Community outreach

Extrinsic vs. Intrinsic

Motivation

• Meaningfulness

• Autonomy

• Competence

• Progress

THREE KEYS

Make the link

between training

and improved job

performance

Manager support

and participation

Community and

recognition

Recommended Resources

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BIZLIBRARY.COM

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl

Jessica Batz

Marketing Specialist

jbatz@bizlibrary.com

@jessbatz

@BizLibrary