HOW SKILL BASED LEARNING DRIVES AN ORGANIZATION’S PERFORMANCE

Dr. Allen Partridge, Adobe eLearning Evangelist

Adobe Captivate Prime LMS

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Create a thriving learning culture

Innovate & contribute to profit

LearnerMotivationBusinessSuccess

SkillMapping

Skills & Motivation are linked• Autonomy• Mastery• Purpose

Comparing Skills & Competencies

KSA’s & KirkpatrickUnderstanding foundations

The path from Business Strategy to Skill based learning

Skill Analysis, Gap Analysis & Training Implementation

Skill Mapping

Is your time valuable?

How do you optimize your time?

Understanding our Adult Learners

• Why should I prioritize this?• Is this a waste of my time?• How will this benefit me?• Will this impact my annual review?• Will this help me do my job better?• Will this enhance my career?• Is this more important than other tasks?• Who will know that I’ve done this?

We all have choices

What motivates you to do one thing versus another?

What kinds of things de-motivate you?

Extrinsic vs. Intrinsic Motivators

Do It for a reward

I want to do it, so I will

Do it or you’re fired

I don’t see any reason

to do it

External Internal

Positive

Negative

The only option to create long term sustainablemotivation is this one.

To learn more about what motivates 21st Century employees, have a look at Daniel Pink’s inspiringTed Talk about motivation.

So what can we do to aid intrinsic motivation?

• Autonomy• Desire to be self-directed

• Mastery• Urge to get better at things• Think about playing a game

• Why do you want to level up?• Why do you improve your skills?

• Purpose• Desire to make a contribution

How can I encourage self-motivation?Remove barriers to success

Ease of Use & Mobile AccessClear communication of expectations & purposeLess stick, more carrot

Provide optionsEnable self-selection of skill based course contentProvide abundant options – relevant to various needsProvide multiple course delivery optionsGive flexible timelines

Provide opportunities for belonging & recognitionThrough participationThrough gamificationThrough feedbackCelebrate MasteryAcknowledge Positive Progress

Purpose

Mastery

A competency is a combination of knowledge, skills and behaviors that constitute expertise.

Communication, Problem Solving, Critical thinking, these are competencies. (Competencies were introduced by McClelland in 1973)

Competency

Knowledge

Skills

Attitude

Knowledge, Skills & Attitudes – Kirkpatrick (KSA)

A skill is a specific learned activity.

Using a computer, Checking blood pressure, making donuts, these are skills.

There are often many skills in a given competency, as well as specific knowledge and attitudes.

So while you could think of a competency as a collection of skills, you must also consider that specific knowledge and behaviors are all a part of competency.

Do you think we evaluate each aspect of competencies equally well?

Are we better at evaluating knowledge, or skill than we are at evaluating behavior? If so, why do you think that is?

During the late 50’s, Donald Kirkpatrick introduced a four level model for evaluating learning impact.

Reaction, Learning, Behavior, Results

L1: Reaction How did the learners react to the training?

L2: LearningWas there improvement in knowledge, skills and abilities?

L3: BehaviorIs the knowledge transferred to on the job action?

L4: ResultsHow did the training impact the business?

L3: Behavior (Attitude)Is the knowledge transferred to on the job action?

Some approaches here: Delayed knowledge testingFormal and informal on-the-job practice4-6 Week manager check up

Isolating focus to skills, rather than KSA’s can simplifyreporting for managers. Behavior reporting is problematic.

Leadership team defines a business

strategy.

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Learning team, aligns business

strategy to skills

Employees choose the best courses to

satisfy assigned skills.

Try it in Adobe Captivate Prime

Recognize & reward individual

achievement

Validate ROI with reports on skill achievement

Try it in Adobe Captivate Prime

L4: ResultsHow did the training impact the business?

The dreaded ROI question. How can you prove to C-Levelexecutives, that the training has a tangible impact on businesssuccess?

Invert the question: Can you break down a business strategy, into parts that require training? Can that training be described as competencies? Can you identify the skills and knowledge that contribute to that competencies? (Set aside attitude for now.)

The path from Business Strategy to Skill-based Learning

Business StrategyDouble annual profits worldwide by leveraging the fastest

innovation in the industry

Scope is Global, Timeframe is this year, Strategy (differentiator) is Innovation

The critical competency requirement for most employees will therefore be innovation, and the role of training should be to contribute to efforts to enable, inspire, drive and reward innovation.

Competencies: Innovation

LeapfroggingBoundary PushingData Intuition / IntegrationAdaptive (Iterative) PlanningSavoring Surprise

Five Leadership Competencies for Disruptive Innovation, Soren Kaplanhttp://www.innovation-point.com/five-leadership-competencies-for-disruptive-innovation/

Skills – Observable and MeasurableKaplan defines LeapfroggingCreating or doing something radically new or different that produces a significant leap forward. Leaders who possess the unyielding intention of creating breakthroughs give themselves a leg up by ensuring everything they do adds a completely new level of value to the market.

Five Leadership Competencies for Disruptive Innovation, Soren Kaplanhttp://www.innovation-point.com/five-leadership-competencies-for-disruptive-innovation/

Skills – Observable and MeasurableLeapfrogging Skills

Listens Actively (Listen, record, repeat, practice, question)Researches Habitually (Inquire, question, record, compare)Adapts rapidly (Accept change, criticism, failure, hardship)Creates (is a Maker)Volitional (chose action over inaction)Explores (Expand sphere of influence, travel, go beyond peers)Experiments (Hacks Life, choose variation over routine)

Five Leadership Competencies for Disruptive Innovation, Soren Kaplanhttp://www.innovation-point.com/five-leadership-competencies-for-disruptive-innovation/

Refine and define skills, train the skillsContinue to refine and define skills until you are certain that you have observable and measurable outcomes. These will form the foundation of the training.

Listens Actively (Listen, record, repeat, practice, question)(Notice how most of these skills are best served by creating a

method for practice. Simulation, gamification, practice on the job prompts, reminders, are generally better tools here than multiple choice quizzes. You can give examples from peers and demonstrate methods.)

Evaluating Business SuccessEvidence that:

• Training improves on-the-job performance• Trainees are positively self-motivated• A culture of learning is active and growing in your organization

• Training is having a direct, positive impact on your bottom line

Making it happen• Use the strategic plan to prioritize training needs• Define standards (aligned to business plan)• Evaluate the skill gap (Current vs. Desired State)• Develop curriculum plan (based on correcting the skill gap)• Implement training • Communicate expectations & purpose, grant autonomy,

encourage self-selection• Recognize and reward mastery• Evaluate skill enhancement (Using L3 Kirkpatrick)

Handshaw, Dick. 2014. Training that Delivers Results

Cripe, Mansfield & Gerlach. 2013. Workitect’s Competency Development Guide

Prioritize training needsDefine standards Evaluate the skill gap Develop curriculum plan

Explain purposeGrant autonomy

Implement training Encourage self-selection

Evaluate skill enhancement Communicate expectations

Recognize and reward mastery

Dr. Allen Partridgeallenp@adobe.com@adobeElearning