managing roi through hig-impact learning

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Maximizing Training ROI Through High-Impact Learning A Case Study HR.com Technology Enabled Learning 11:00 am, Eastern June 6, 2012 Gus Prestera, PhD Learning & Performance Strategist [email protected] www.presterafx.com

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Page 1: Managing ROI Through Hig-Impact Learning

Maximizing Training ROIThrough High-Impact Learning

…A Case Study

HR.comTechnology Enabled Learning

11:00 am, EasternJune 6, 2012

Gus Prestera, PhD

Learning & Performance [email protected]

Page 2: Managing ROI Through Hig-Impact Learning

Housekeeping

• Use “Question” area to submit questions• Use “Raise Hand” to respond to quick polls• Will address questions at the end

Page 3: Managing ROI Through Hig-Impact Learning

War of Attrition

Hired >Wk6 Mo 3 Mo 6 Mo 9 Mo 12 Mo 15 Mo 18 Mo 21 Mo 240%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

AttritionRetention

Training

LicenseExams

On Full Commission

No Man’s Land

SelfStudy

Page 4: Managing ROI Through Hig-Impact Learning

“Pimp” My Curriculum

Spray & Pray Approach• Sage-on-the-Stage• Class size: 150-250• 10-hour days• 6-Week ILT• Then self-study

“Old & Busted”

More impact

High Impact Approach• Blended delivery• Lean content• Practice/context-rich• 17-Week Certification• Then high-impact ILT

“New & Hotness”

Less waste

More quickly

More sticky

Page 5: Managing ROI Through Hig-Impact Learning

Business Impact

Hired Wk 6 Mo 3 Mo 6 Mo 9 Mo 12 Mo 15 Mo 18 Mo 21 Mo 240%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

AttritionRetention

Training

Certifications

On Full Commission

High ImpactTraining

Focal Point

LicenseExams

On PartialCommission

Page 6: Managing ROI Through Hig-Impact Learning

How did we do it?

Page 7: Managing ROI Through Hig-Impact Learning

Principles | High Impact Learning

Share Ownership

Create Accountability

Prioritize Learners

Prioritize Needs

Transfer Skills

1. Share Ownership: Stakeholders must own learning process and outcomes

2. Create Accountability: Without it, expect no impact

3. Prioritize Learners: Who produces ROI and warrants more investment?

4. Prioritize Needs: Channel resources to mission-critical needs

5. Transfer Skills: Focus on transfer, your best predictor of individual success and ROI

Page 8: Managing ROI Through Hig-Impact Learning

1. OWNERSHIPStakeholders must own

the learning process and outcomes

Page 9: Managing ROI Through Hig-Impact Learning

Self-Paced Learning

Self-Paced Learning

Authentic Assess-ment

On-The-Job Learning

Action Learning

1. E-learning Tutorials2. Online Simulations3. Online Assessments4. Books5. Intranet Sites6. Internet Sites7. Workbooks

Page 10: Managing ROI Through Hig-Impact Learning

Action Learning

Self-Paced Learning

Authentic Assess-ment

On-The-Job Learning

Action Learning

1. Application Assignments2. Planning Assignments3. Job Shadowing

Page 11: Managing ROI Through Hig-Impact Learning

OTJ Learning

Self-Paced Learning

Authentic Assess-ment

On-The-Job Learning

Action Learning

1. Weekly practice sessions2. Study groups3. 1:1 Mentoring

Page 12: Managing ROI Through Hig-Impact Learning

Authentic Assessment

Self-Paced Learning

Authentic Assess-ment

On-The-Job Learning

Action Learning

1. 1:1 Manager coaching2. Knowledge Test3. Performance Test

Page 13: Managing ROI Through Hig-Impact Learning

2. ACCOUNTABILITYWithout it,

expect no impact

Page 14: Managing ROI Through Hig-Impact Learning

Accountability for Results

Account-ability

Business Unit

Managers

Coaches

Associates(Learners)

Business unit leaders created MBOs related to head count targets, revenue from new Associates, and ROI

Page 15: Managing ROI Through Hig-Impact Learning

Accountability for Results

Account-ability

Business Unit

Managers

Coaches

Associates(Learners)

Managers had variable comp tied to Associate-related MBOs, so their success was tied to the success of their Associates

Page 16: Managing ROI Through Hig-Impact Learning

Accountability for Results

Account-ability

Business Unit

Managers

Coaches

Associates(Learners)

Coaches were compensated and recognized…coaching success evaluated as part of their career development

Page 17: Managing ROI Through Hig-Impact Learning

Accountability for Results

Account-ability

Business Unit

Managers

Coaches

Associates(Learners)

Associates Failure to pass certification exams and performance assessments grounds for termination

Page 18: Managing ROI Through Hig-Impact Learning

3. PRIORITIZE LEARNERSWho produces ROI and

warrants more investment?

Page 19: Managing ROI Through Hig-Impact Learning

Investing in the High Potentials

New HireAssociates

Licensed and Certified

StarPerformers

Phase 1:Certification

“Getting Started”

Phase 2:High-Impact

“Growing the Business”

Month 3Certification

Phase 3:Individualized

“Establishing a Complete Practice”

Bad hires andlow performers

wash out

YearOne

$

$

$

Page 20: Managing ROI Through Hig-Impact Learning

4. PRIORITIZE NEEDSChannel your resources to

mission-critical needs

Page 21: Managing ROI Through Hig-Impact Learning

22

How do you prioritize needs?

low high

low

high

Skill Complexity

Ski

ll Im

port

an

ce

42

31Throw the

kitchen sink at it!

Page 22: Managing ROI Through Hig-Impact Learning

Let’s look at an example of how the savings were spent.…

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5. TRANSFER SKILLS Focus on transfer, your best predictor

of individual success and ROI

Page 30: Managing ROI Through Hig-Impact Learning

3131

The Learning ProcessHow do we support learning over time?

SkillBuilding

KnowledgeBuilding

SkillMastery

SkillTransfer

SkillFluency

AwarenessBuilding

Prestera & Marker, 2006

SkillRefresh

Bar

rier

s to

Tra

nsfe

r

Page 31: Managing ROI Through Hig-Impact Learning

32

Performance Engineering Model

Capacity• …to learn

• …to perform

• …to improve

Motivation• …to learn

• …to perform

• …to improve

Information• Clear

expectations

• Relevant feedback

• Clear instructions

Resources• Materials,

tools

• Time

• Working conditions

Incentives• Financial

rewards

• Recognition, praise

• Positive work environment

Knowledge• Know-how

• Skills

• FluencyIndividual

Factors

OrganizationalFactors

Gilbert, 1970Human Competence

Page 32: Managing ROI Through Hig-Impact Learning

33

Performance Solutions

Capacity• …to learn

• …to perform

• …to improve

Motivation• …to learn

• …to perform

• …to improve

Information• Clear

expectations

• Relevant feedback

• Clear instructions

Resources• Materials,

tools

• Time

• Working conditions

Incentives• Financial

rewards

• Recognition, praise

• Positive work

Knowledge• Know-how

• Skills

• Fluency

• Clarify expectations• Provide feedback• Provide instructions

• Formal learning• Informal learning

• Provide resources• Improve tools• Ergonomics

• Simplify work• Development• Hire/Replace

• Incentivize performance• Recognize performance• Cultural change

• Coach• Hold accountable• Hire/Replace

Page 33: Managing ROI Through Hig-Impact Learning

What does it take to succeed?

Generate 30 new leads per week

Hold 5 appointments per week with qualified leads

Spend at least 6 hours per day on prospecting

$150,000 in new assets per week

Page 34: Managing ROI Through Hig-Impact Learning

Wrapping up….

Page 35: Managing ROI Through Hig-Impact Learning

Questions?

Share Ownership

Create Accountability

Prioritize Learners

Prioritize Needs

Transfer Skills

1. Share Ownership: Stakeholders must own learning process and outcomes

2. Create Accountability: Without it, expect no impact

3. Prioritize Learners: Who produces ROI and warrants more investment?

4. Prioritize Needs: Channel resources to mission-critical needs

5. Transfer Skills: Focus on transfer, your best predictor of individual success and ROI

More impact

Less waste

More quickly

More sticky

Page 36: Managing ROI Through Hig-Impact Learning

Maximizing Training ROIThrough High-Impact Learning

…A Case Study

HR.comTechnology Enabled Learning

11:00 am, EasternJune 6, 2012

Gus Prestera, PhD

Learning & Performance [email protected]

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