staples
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Staples. Measuring the Value of Learning. More Pressure to Demonstrate Value. Adding New Measurement Capabilities. Learning Diagnostics. New Class of Learning Metrics. Corporate University Xchange: Best Practice Presentation. Measuring the Value of Learning. Kelly Archy Nancy Persson - PowerPoint PPT PresentationTRANSCRIPT
Staples
Measuring the Value of Learning
More Pressure to Demonstrate Value
Adding New Measurement Capabilities
Learning Diagnostics
SKPI Name
Acronym
Unit of Measure Algorithm / Measurement Method
Source Data
Learning Market Share
LMSh Percentage of organization’s total L&D market
Percentage of L&D budget managed or influenced by L&D/Total L&D budget
Enterprise and BU Operating Budgets
Partner Management Efficiency
PME Percentage reflecting partner usage and degree of redundancy across partner programs
Total number of --
Total number of / Total number of duplicate ---
LMS data and purchasing contracts
Purchasing contracts and learning program details
Back Office Efficiency
BOE Transaction costs Total cost for --- / Total number of --- a given time period
Training costs associated with back office operations and LMS data
Learning Alignment Index
LAI Number of programs Number of programs required by --s / number of programs targeted to strategic initiatives
Portfolio management process
Solution Design Effectiveness
SDE Variable number Satisfaction score plus learning -- BU sponsor satisfaction surveyLevel 3 assessmentsPortfolio return rate
Enterprise Technology Effectiveness
ETE Percentage of technology usage
Factor representing optimal use of -- / Actual use--
Use of technology in blended learning
New Class of Learning Metrics
CONFIDENTIAL – FOR USE AT CU WEEK ONLY
Measuring the Value of Learning
Kelly ArchyNancy PerssonRay Stevens
Corporate University Xchange: Best Practice Presentation
7CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Plan for the hour
What are your measurement challenges?
Measurement at Staples
3 Examples:
• US Retail
• North American Delivery
• Corporate
Your take-aways or best practices
Q & A
8CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Poll: What is your primary Measurement Challenge?
• Isolating training as a factor
• Calculating ROI in hard savings/contribution
• Time/resources to evaluate
• Accurately capturing all training costs
• Business moves/changes so quickly
9CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Who are we? Staples
• Brand Promise: We make buying office products easy
• International operations in 23 countries: • (US, Canada, UK, Germany, Netherlands, Portugal, France, Italy,
Belgium, Spain, Sweden, Austria, Denmark, Switzerland, Poland, Hungary, Czech Republic, Luxembourg, China, Argentina, Brazil, India, Taiwan)
• Annual sales: $19+ billion
• Shopping channels:
• Associates: 76,000 worldwide• Stores, distribution and fulfillment centers, call centers,
regional sales offices, home office
10CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Who are we? Staples University
• Learning brand and structure serving associates in US Stores, North American Delivery, and Corporate functions
• SU Mission: Learn, Innovate, Succeed, Repeat
• Leadership curriculum serves leaders enterprise-wide
• Total Staples U curriculum comprises more than 250 programs providing job skills, management development, service and selling skills, technical training, and leadership development
• In 2008, Staples U celebrates our 10th anniversary!
Corporate Team:
•Leadership & Org Development
•Staples U Corporate
•Design and delivery accountability
17 total associates,Including mgt.
US Retail Team:
•Program Design•Delivery
accountability9 total associates,
Including mgt.
NAD Team:•Delivery of sales
& corporate curriculum
•Customer Service•Logistics•Telesales47 total associates,
Including mgt.
Staples U Structure
11CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Measuring Learning at Staples
We measure when it’s aligned with a business goal, and will make a difference in driving performance.
Measurements tie directly to company objectives and help us drive and shape our learning and development initiatives.
Performance improvement efforts focus on critical business priorities:• Drive profitable growth
• Deliver industry leading service
• Differentiate our brand
• Demonstrate market leadership
• Demonstrate our strong corporate values
As a result, our measurement focuses heavily on:• Impacting sales and/or expenses
• Impacting the customer’s experience
• Impacting associate development and retention
12CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Retail: US Stores Training Curriculum
• On-boarding
• Sales & Service Training
• Product Knowledge Training
• Machines, Systems and Technical Training
• Management Development
13CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Retail Example: Product Knowledge
Product &
ServicesTraining
Completion
KnowledgeableAssociates
(CSAT)
Overall Customer
Satisfaction
Operating Profit
Top Line Sales
☼☼ Change of Focus from Transactional Change of Focus from Transactional toto Transformational Transformational ☼☼
14CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Product & Services Training Completion
Product & Services Knowledge – Training Completion
• Visibility to stores with current completions
• Visibility to overall training metrics on a balanced scorecard
Associate comfort level – E-learning product knowledge Survey
• 97% agreed that the training helps them do their jobs better
• 96% agreed that they are more likely to sell or recommend the products featured in the training
• 96% believe that the training has increased their sales performance
15CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Poll: Customer Satisfaction: What is the top attribute our customers are looking for?
• Competitive prices
• Courteous and respectful associates
• Quality of office supplies
• Hassle-free returns
• Knowledgeable associates
16CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Customer Satisfaction – Courteous & Respectful and Knowledgeable Associates
80%
81%
82%
83%
84%
84%
84%
85%
90%
92%Courteous and respectful associates
Knowledgeable associates
Easy to use website
Hassle-free returns
Products out on display
In stock toner or printer cartridges
Wide assortment of office supplies
Quality of office supplies
In stock advertised items
Associates know where products are
Top Attribute RankingsAll
Providers
Total Performance
Gap
62% (30%)
51% (39%)
46% (39%)
60% (24%)
N/A ---
57% (27%)
72% (11%)
68% (14%)
66% (15%)
53% (27%)
17CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Product Knowledge – Top Line Sales & Operating Profit
Top Line Sales• ROI Study
• 30% increase in sales for a featured product over a 5 week period.
• 20% maintained lift over 9 weeks.
Control Group Test• Isolated the test to show only the product knowledge training impact
• Results showed an 8.4% per store, per week increase in sales with product knowledge training
Operating Profit – Associate Satisfaction improves turnover
• Highly Satisfied Associates have lower levels of turnover which improves service delivery to Customers.
• Increases Employee skill levels (i.e., “Learning by Doing” effect)
• Highly Satisfied Associates are more motivated to provide excellent service
18CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Training Measurement
Product Knowledge
Customer Satisfaction
Increased Sales & Profits
+
=
19CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
North American Delivery
SNA:Fortune 500
SBA:20 employees
or more
10 - 100 employees
Medical practitioners
1- 19 employees and home office
Contract & Contract & StaplesLink.comStaplesLink.com
Staples Business DeliveryStaples Business Delivery(Catalog & Staples.com)(Catalog & Staples.com)
Quill, Quill.com & Quill, Quill.com & Medical Arts PressMedical Arts Press
20CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
SBA Training
• New Hire Orientation
• “Staples Way” Selling Skills
• Management Training (for high-potentials)
• District Sales Manager Training (Phases I & II)
• Leadership Challenge
• Training conducted by Management Trainers and Regional Coaches
21CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Staples Way
• Prospecting and creating a “pipeline”
• Approaching customers
• Mailers
• Calls
• At the customer meeting:
• Setting expectations
• Determining customer needs
• Closing & support
22CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Training Measurement
• Leadership intuitively supports training efforts
• Annual Sales Meetings
• Regional Meetings
• Leadership Meetings
• Integrated training part of all new launches
• Software
• Technology, Furniture, Copy/Print Selling
23CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Training Measurement
Differentiated Selling Model
Perfect Order Execution
Strong Acquisition & Retention
+
=
24CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Training Measurement
$0
$1
$2
$3
$4
$5
$6
$7
NAD AnnualSales (B)
25CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Staples Business DeliveryTelesales
$58
$60
$62
$64
$66
$68
$70
$72
$74
FY '05 FY '06 FY '07
Cost Per Associate (Thousands)
0
2
4
6
8
10
12
FY '05 FY '06 FY '07
Training & Coaching Staff
26CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
North American Delivery Industry Position
0%
2%
4%
6%
8%
10%
12%
14%
-5% 0% 5% 10% 15%2007 Sales Growth
2007 O
pera
ting M
arg
in
Staples
A
$6.6B$6.6B
$4.8B$4.8B
C
$4.1$4.1BB$4.5$4.5
BB
B
27CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Corporate Training Curriculum
• Management Development
• Leadership Development
• Professional Development
• Functional/Technical skills
• Process Excellence program support
• Customized design and delivery
28CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Corporate Example: Process Excellence
• Staples’ Lean/Six Sigma initiative; goal is to develop and deploy a large rotating pool of Black Belts.
• Aligns with corporate goals of best execution and increasing effectiveness/reducing costs
• Training includes Black Belts, Green Belts and Red Belts: the Staples Brand of the junior level of practitioner.
• All Belts are trained in value-based processes.
IdentifyBusiness
Unit Objectives
IdentifyProject
Opportunities
ScreenInitial List
OfOpportunities
Scope andDefine
Projects
PrioritizeList of
DefinedProjects
130 + Projects!Savings exceeding $42,000,000
29CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Training Measurement
Best Practices
Consistent Execution
Bottom Line Savings
+
=
30CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Our Favorite Metric
Dear Staples,
I write to offer my “Thanks” to you and your employee, Erin Day, for the extraordinary effort
you both made to help me in a time of very real frustration. In early October I purchased an HP Office
Jet 6310 All-in-One device in your store and it “crashed” after only four weeks’ use. To HP’s credit, they
immediately offered to replace the machine free of charge, but couldn’t guarantee delivery any faster
than 10 days, which would leave me without a printer, copier, fax, or scanning capability for an
unacceptable period of time. I found myself tempted to buy another machine, then hope I could
somehow sell it or the replacement, but realized that might have less-then-desirable implications for
warranties, etc.
Finding myself in Kokomo, I stopped in your store to inquire about Staples perhaps being
able to influence HP to “hurry up” its processes and ship sooner. I was standing next to the display
model 6310 when Erin Day met me, listened to my problem, asked me to wait for a moment while she
talked to her manager, then returned and told me I should take the display model, with the promise
that I would return it when my replacement from HP arrived. I was almost speechless. It was so easy.
She took my name and telephone number, wrote a note for the file, unplugged the machine, put it in
my arms, and wished me a nice day. And when I returned your machine a couple days ago, she
recognized me, took the machine off my hands and, again, wished me a nice day.
In today’s mass merchandising environment where practically everything is a throw-away
and local store employees are often powerless, we simply do not experience that kind of service-
oriented customer satisfaction effort-ever. Please know that I truly do appreciate Erin’s effort and your
confidence in your customer.
Very truly yours…..
David L. Voris,
DLVoris Executive Services
31CONFIDENTIAL – FOR USE AT TRAINING 2008 ONLYMeasuring the Value of Learning
Questions?