Prove that it Plan for happened. success Helen McPhun The usual - - PowerPoint PPT Presentation

Helen McPhun

Plan for success Prove that it happened.

The usual process

Analysis

Training...why?

Performance expectations

Two Cases : Two Stories

Case # 1 Introduction of a national qualification aligned with the induction programme in an insurance company Case # 2 The implementation of a coaching programme in a district health board

Case # 1 The usual approach

Design the Objectives for the Training sessions Make sure delivery isn’t on Friday –

• r in the room that gets

too cold – and order the nicest food

Define Measurable Outcomes Deliver Quality Training Measure Demonstrated Learning Sustain Ongoing Improvements

Connectivity

Senior Managers’ Performance Objectives Area Managers’ Performance Objectives Front line Managers’ Performance Objectives Front line staff’s Performance Objectives MBO Problem or Issue Delivered Solution

Staff FLM

Area Manager

Senior Managers Staff FLM

Area Manager

Senior Managers

Based on MBO Theory

CEO or President’s Performance Objectives

Determine Business Needs Determine Performance Needs Determine Learning Needs Determine Delivery Needs Business Objectives Performance Objectives Learning Objectives Reaction Objectives Problem or Issue Delivered Solution

L & D needs a connected approach – tying training to measurable criteria that impact the bottom line.

Just like a marketing department would!

CONNECTIVITY Helen McPhun Based on work from MBO Theory Dr Donald Kirkpatrick Drs Jack and Pattie Phillips Peter Drucker

Business Objectives Performance Objectives Learning Objectives Delivery Objectives Problem or Issue Delivered Solution

Trainer L & D

Manager & HR

Senior Managers Trainer L & D

Manager & HR

Senior Managers

CONNECTIVITY Helen McPhun Based on work from MBO Theory Dr Donald Kirkpatrick Drs Jack and Pattie Phillips Peter Drucker

Problem

• r Issue

Delivered Solution ISSUE: External training spend too high. New legislation for financial services industry. New qualifications available with flexible delivery. IMPACT NEEDED: To reduce external training spend for new inductees. To have an auditable training path for new legislation. PERFORMANCE NEEDED: To be job confident and competent after in-house induction. LEARNING NEEDED: To pass the NZQA Training Standard requirements & role requirements. DELIVERY NEEDED: To engage learners in a meaningful way. To making learning relevant and applicable. To raise confidence.

Case # 1 - Connectivity

Engage Learners Check they learned Check performance improved Measure impact of performance Quantify ROI Problem or Issue Delivered Solution

With a connected approach L & D can provide quantifiable data to show how the department’s initiatives impact the bottom

• line. Just like the marketing

department can!

CONNECTIVITY Helen McPhun Based on work from MBO Theory Dr Donald Kirkpatrick Drs Jack and Pattie Phillips Peter Drucker

Level 1 - Engagement Problem or Issue Delivered Solution

• Learners loved it.
• They found relevance in each

learning task they did.

• They got to see how the tasks were

integrated into real work.

• They found the material more helpful

when they started their role than the control group had found.

Level 2 - Learning Problem or Issue Delivered Solution

• The test and assessment activities

flowed from regular tasks.

• Each task was realistic and

integrated into workplace situations.

• The learning was connected and

measured.

• All learners achieved their

competency standards.

Level 3 Performance Problem or Issue Delivered Solution

After induction compared to the control group, new staff:

• asked fewer questions
• made fewer errors
• demonstrated better decision

making skills

• improved speed to competency

Level 4 Impact from performance Problem or Issue Delivered Solution

• Speed to competence reduced from

8 weeks to between 2 to 4 weeks post training.

• External training cost eliminated.
• Desirability for job seekers improved.
• Staff said they were more likely to

stay with the company

• ... And a natural by-product:

....Compliant for Financial Advisers Act

PILOT GROUP COSTS Pre Programme Analysis and Planning One off cost Development of Material One off cost Recognition of Prior Learning Assessments One off cost Induction Delivery Recurring cost Balance of Assessments –throughout year Recurring cost Which will reduce Evaluation $0 TOTAL COSTS $53,688 Recurring costs $37,680 One off costs $16,008

Control group costs $50,025 All recurring costs

PILOT GROUP BENEFITS Savings on speed to competence $56,250 Industry Training Org (ITO) Allowance $3,150 Savings in external training fees $10,920 Savings due to reduction in staff churn $20,400 TOTAL Benefits $90,720

** to allay scepticism the ROI was done with and without this figure

Quantify ROI Problem or Issue Delivered Solution

FIRST YEAR ROI 69% Conservative ROI 31% SECOND YEAR ROI 141% Conservative ROI 87%

Integrity

Level 1 - Engagement Level 2 - Learning Level 3 - Performance Level 4- Impact of Performance Calculate ROI Determine Business Needs Determine Performance Needs Determine Learning Needs Determine Delivery Needs Problem or Issue Delivered Solution

Trainer L & D

Manager & HR

Senior Managers Trainer L & D

Manager & HR

Senior Managers

Business Objectives Performance Objectives Learning Objectives Delivery Objectives

CONNECTIVITY Helen McPhun Based on work from MBO Theory Dr Donald Kirkpatrick Drs Jack and Pattie Phillips Peter Drucker

Two Cases : Two Stories

Case # 1 Planned for success and proved that it happened

Background for Case # 2

Im Imple lementatio ion of a coachin ing programme in in a dis istri rict healt lth board

GROWTH today Return tomorrow A NZ Health Board Coaching Programme

The usual approach

A desire to engage the coachees Acknowledgement

• f an underlying

purpose A general understanding of the overall goals This better get some sort of result!

Objectives

Business Objectives Performance Objectives Learning Objectives Delivery Objectives

• Maintain or

increase productivity

• Remain with

DHB

• BAU and

staff feel engaged & do not hinder progress Positively influence:

• leading

change

• communication
• planning
• coping with

change

• decision

making

• efficiency
• effectiveness

Achieve own developmental

• bjectives.

Increased confidence:

• leading change
• communication
• planning
• coping with

change

• decision

making

• efficiency
• effectiveness

Have a positive reaction to the coaching programme and the process.

Data Collection Methods

Evaluation methods (what/how) – Surveys – Focus groups – Interviews – Follow ups

Time frames (when)

– Pre – Mid – Post

People (who)

– Coaches – Coachees – Managers – HR

Turning intangibles into results

Confidence & increased performance in: Leading change Communication Planning Dealing with difficulties Coping with change Decision making Increase in: Performance Efficiency Effectiveness

Performance

I prepare and plan for meetings better and they are now much more efficient My input into meetings feels more valuable. Improved facilitation of meetings leads to tangible outcomes - rather than agenda items rolling around for months on end.

Business as usual

There doesn’t seem to be a lot of angst – People sound highly motivated and engaged in the process. I’m not sensing resistance and anxiety, which is usual for things like this

Cost - Benefit

Costs Pre-programme analysis - planning $15524.00 Development costs Delivery costs Operational costs Evaluation costs Benefits Increased productivity Conservative $$ estimate of time saved triangulated with coach, coachee, management More efficient, better planned meetings Less fire fighting re resistance Commitment to DHB Conservative $$ estimate of lower staff churn Positive talk of DHB Easier to attract staff – $$ not quantified

After one year

Total Costs Total Benefits

Benefit/Cost Ratio

Year One (Conservative) 15524 24108 1.55 Year One without having to replace one coachee 15524 40908 2.64 Year One without having to replace one coachee’s staff member 15524 36108 2.33

After one and two years

Total Costs Total Benefits

Benefit/Cost Ratio

Year One (Conservative)

7762 24108 3.1

Year Two (Conservative)

7762 41328 5.32

Integrity

Results

Lessons learned

Two Cases : Two Stories

Case # 1 Planned for success and proved that it happened Case # 2 Planned for success and proved that it happened

Level 1 - Engagement Level 2 - Learning Level 3 - Performance Level 4- Impact of Performance Calculate ROI Determine Business Needs Determine Performance Needs Determine Learning Needs Determine Delivery Needs Problem or Issue Delivered Solution

Trainer L & D

Manager & HR

Senior Managers Trainer L & D

Manager & HR

Senior Managers

CONNECTIVITY Helen McPhun Based on work from MBO Theory Dr Donald Kirkpatrick Drs Jack and Pattie Phillips Peter Drucker

Business Objectives Performance Objectives Learning Objectives Delivery Objectives

Plan for success

Prove that it happened

Excite and satisfy the bean counters

(AKA the money managers)

Measure learning. Measure performance. Measure the impact. Use their language.

Helen McPhun

Plan for success Prove that it happened.