BARRIERS TO

EFFECTIVE TRAINING

PROGRAMS AND

HOW TO CRUSH THEM.

4,000+ Courses. 25 Topic Areas. Unlimited Access.

POLL QUESTION

What are the biggest

barriers YOU have

faced related to

learning and

development on the

job?

A. Lack of resources

and times.

B. Lack of motivation to

change or improve.

C. Training doesn’t

make an impact.

D. Performance isn’t

improved.

E. Lack of support from

senior leaders.

What you’ll

learn:

The strategic framework

for effective learning and

development programs.

The 5 barriers

organizations often face.

Best practices about how

you can overcome the

barriers.

In 2012 - 25% of the workforce

was comprised of Millennials.

By 2015 Millennials are

expected to be the

majority.

U.S. Bureau of Labor Statistics

Executives Want to See More Impact and Value

Ranked Importance to Exec’s

Measure Learning Evaluation Level

Example Currently Measured

1 Impact 4 “The Accel project contributed 20% to our reduction in error rates this fiscal.”

8%

2 Value 5 “Within one year, the East program will achieve a 2:1 benefit-cost ratio.”

4%

3 Awards 0 “Our learning program won an award from Chief Learning Officer magazine.”

40%

4 Application 3 “78% are applying their new skills to their jobs”

11%

5 Learning 2 “92% of participants increased their skills”

32%

6 Activity 0 “Last year 7,800 employees participated in our learning programs”

94%

7 Efficiency 0 “Formal learning costs $2.15 per hour” 78%

8 Reaction 1 “Employees rated our training very high with an average of 4.5 on a 5 point scale”

53%

Source: How Executives View Learning Metrics by Patti and

Jack Phillips, CLO Magazine, Dec 2010

If we just put a great employee

training program together, the

employees will love it!

complexity is

the enemy.

1. Efficiency

2. Status Quo

3. Convenience

4. “Training” Mindset

5. Manager Support

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EFFICIENCY

• Focus on outputs rather

than inputs.

• Effectively using

technology.

• Build, buy and borrow.

• Complex systems and

structures.

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Top 4 Learning Solutions for 2014

• Off-the-shelf content

• Video training

• Learning management

systems

• Mobile learning

Cox eLearning Consultants,

Learning Solutions Forecast:

2014 Edition

Online Training Works Better

Than Classroom

60% faster

56%

greater gains

in learning

40% higher

consistency in

presentation

Source: Prokopeak, M. Special Report: Learning Delivery

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Start thinking about employee learning as…

• Access to knowledge

• Job assistance

• On demand

• Anytime, anywhere, any device

• User generated content

• Connecting employees to each other

• Asking and answering questions

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4 Tips for Harnessing Informal Learning

• Accountability

• Work smarter

• Model behavior

• Get the right people

and tools in place

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STATUS QUO

• Inertia and risk

aversion.

• Processes and systems

are hard to change.

• Training and

development

laggards.

ASTD Competencies 2013

BUSINESS SKILLS GLOBAL MINDSET INDUSTRY

KNOWLEDGE

INTERPERSONAL

SKILLS PERSONAL SKILLS

TECHNOLOGY

LITERACY

• KNOWLEDGE MANAGEMENT

• COACHING

• INTEGRATED TALENT MANAGEMENT

• MANAGING LEARNING PROGRAMS

• EVALUATING LEARNING IMPACT

• LEARNING TECHNOLOGIES

• TRAINING DELIVERY

• INSTRUCTIONAL DESIGN

• PERFORMANCE IMPROVEMENT

• CHANGE MANAGEMENT

AREAS OF EXPERTISE

It takes all the running you can do, to

keep in the same place.

If you want to get somewhere else,

you must run at least twice as fast as

that.

The Red Queen Lewis Carroll

Through the Looking Glass

Organizations with a strong learning culture significantly

outperform their peers…

Innovation

46%

More likely

to be first to

market

Productivity

37%

Greater

employee

productivity

Time to

Market

34%

Better

response to

customer

needs

Quality

26%

Greater

ability to

deliver

“quality

products”

Skills for the

future

58%

More

prepared to

meet future

demand

Profitability

17%

More likely

to be

market

share

leaders

BERSIN BY DELOITTE

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Change Management

• L&D must take leadership role.

• 70% of change initiatives fail (John Kotter – Harvard School of Business).

• Holistic view and commitment to follow-through.

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CONVENIENCE

• A “conspiracy of

convenience.”

• Throwing training at a

challenge or problem.

• Alignment with the

organizations strategic

goals.

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Root Cause Analysis

• Systematic approach.

• Relentless and

objective pursuit of

objective truth.

• Ask “why?”

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“TRAINING” MINDSET

• Change focus from input

to performance.

• Are the right things being

measured? Activity or

performance.

• Kirkpatrick levels.

Executives Want to See More Impact and Value

Ranked Importance to Exec’s

Measure Learning Evaluation Level

Example Currently Measured

1 Impact 4 “The Accel project contributed 20% to our reduction in error rates this fiscal.”

8%

2 Value 5 “Within one year, the East program will achieve a 2:1 benefit-cost ratio.”

4%

3 Awards 0 “Our learning program won an award from Chief Learning Officer magazine.”

40%

4 Application 3 “78% are applying their new skills to their jobs”

11%

5 Learning 2 “92% of participants increased their skills”

32%

6 Activity 0 “Last year 7,800 employees participated in our learning programs”

94%

7 Efficiency 0 “Formal learning costs $2.15 per hour” 78%

8 Reaction 1 “Employees rated our training very high with an average of 4.5 on a 5 point scale”

53%

Source: How Executives View Learning Metrics by Patti and

Jack Phillips, CLO Magazine, Dec 2010

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TTRAINING NEEDED TO: TRAINING ACTIVITIES

Increase revenue Sales training

Improve quality Attention to detail courses

Reduce turnover Manager communication skills

Improve morale Open access to online courses

Satisfy customers Customer service courses

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BUSINESS NEED QUANTIFYING QUESTIONS

Increased revenue Buy how much? In which areas?

Improved quality Improved how?

Reduction in turnover What percentage reduction?

Improved morale Improved how?

More satisfied customers In what way?

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MANAGER SUPPORT

• No other relationship has

more impact.

• Manager support and

involvement at every

stage is crucial.

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Make the Employees Stakeholders (Psst . . . They are already learning on their own anyway!)

• Organizational mission

• Engagement

• Tools and resources

• Continuous feedback

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WHAT IS LEARNING AGILITY?

• Set of behaviors.

• Prepares people to

perform well in novel or

unfamiliar situations.

• Can be developed and

learned to an extent.

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BUILDING AGILE LEARNERS

Learning agility as a

key competency.

What’s next?

How do we prepare leaders,

employees and organizations?

A NIMBLE LEARNING STRATEGY

CONTEXTUAL

role

location

plan

CONCISE

short videos

updates

INFORMAL

everyday

ad hoc

TIMELY

just in time

moment of

need

SOCIAL

discussions

observed

behaviors

MOBILE

anywhere

anytime

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In a world of learning and development where

complexity is the enemy, BizLibrary has developed a

simple and nimble approach to delivering high

quality learning, anywhere, anytime.

MICHAEL ROCHELLE

Chief Strategy Officer

Brandon-Hall Group

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Some recommended resources…

Videos:

Employee Awareness Series: Open to Change

Cutting Edge Communication: Accepting Change

Check Your Six – Practical Measures of Workplace

Success

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4,000+ Courses. 25 Topic Areas. Unlimited Access.