1006 – How do you Train your Employees?

Benchmarking Employee Training Programs

2

Panel Members:

• Megan Belcher– ConAgra Foods

• Dave Berndt– Walmart

• Cynthia Sandoval– Jackson Lewis

• Philip Weis– Boehringer Ingelheim Pharmaceuticals

3

I. How We Learn

4

How We Learn– Adult Learning (“Andragogy”) Theory

• Emphasizes value of the process of learning• Problem-based and collaborative rather than didactic

– 6 Principles of Adult Learning – Adults:• Are internally motivated & self-directed• Bring life experiences & knowledge to learning• Are goal oriented• Are relevancy oriented• Are practical• Like to be respected

5

How We Learn– Transformational Learning (TL)• Learning that changes the way individuals think about

themselves & their world; involves shift of consciousness

– To foster TL:• Create a climate that supports TL• Know your students & their preferred learning activities• Develop & use learning activities that explore & expose

different points of view

6

II. Optimal Methods for Learning

7

Optimal Methods for Learning– Classroom / Live• Lecture vs. Interactive

– Online / Facilitated Instruction– Computer-Based Learning (CBL) / Recorded

8

ELLC eGroup Discussion (8/6/15)

“I’ve been asked to research harassment training DVDs for our site HR managers to use in training both employees & managers. Do you have any recommendations?”

9

Responses:I've always found it much better to do the training myself, even if it means traveling and multiple sessions in a day. I learn a lot about the workforce through their questions and "hypotheticals" and it has happened more than once that we've uncovered a potential harassment situation and were able nip it in the bud. I've also heard that employees prefer to have a live person answering questions.

10

Responses:I agree with Mark and I too do live training, finding the interaction with our workforce invaluable. ACC offers excellent free resources on its website through the Compliance Portal, including ready-to-use PowerPoint presentations complete with talking points. You are able to modify the PPTs to tailor them to your specific needs.

11

Responses:Before I came to the company, our HR managers were conducting the trainings at our various sites. Now we have online training and I, too, visit various sites every year to conduct in-person training as well. I agree that in-person can reveal some interesting "hypotheticals."

12

Responses:We just signed up for Navex online training. It seems to me the best alternative to in person training.

13

Responses:Another thought: My company (like many companies) carries an Employment Practices Liability (“EPL”) policy, in addition to our CGL. Our provider (ACE Group) offers free access to a repository provided by Littler called “EPL Assist." It provides many useful model HR policies and training tools. If you have an EPL policy your carrier might offer a similar service.

14

Classroom vs. Online vs. CBL

Advantages / Disadvantages to each forum

15

– Classroom Advantages• Engagement: typically requires full attention (Limited Distractions and Multi-

tasking)• Immediacy / Interactivity: facilitator can respond immediately• Co-learning / Networking: ”classmates” can enhance learning• Customization: facilitator can tailor presentation• Fewer technology requirements for participant

– Classroom Disadvantages• Cost• Limited Scalability• Scheduling• Travel• Time away from duties

16

– Online Advantages• Focused on the individual• More cost effective – no travel time• More uniformity and consistency

– Online Disadvantages• Distractions and multi-tasking• May be hard to express thoughts/opinions in writing• Lots of reading (lecture, discussion board posts)• Difficult to form real connection with instructor and co-

employees

17

– CBL Advantages• Scalable• Most cost effective – no travel time• Flexible delivery: time zone and schedule friendly• Most uniform and consistent

– CBL Disadvantages• Difficult to ensure full attention• Distractions and multi-tasking• Limited Interactivity• No co-learning opportunity• Limited customization- but can assign modules

18

In curriculum design, we need to consider how to exploit and integrate the comparative advantages of different modes of instruction to specific courses by offering not only fully face-to-face or online but also hybrid classes to overcome the constraints of time, place, and resources.

» Comparing the Effectiveness of Classroom and Online Learning: Teaching Research Methods, Anna Ya Ni, California State University–San Bernardino, Journal of Public Affairs Education, Volume 19-2

19

Keys to Success for Effective CBL

• Identify executive corporate champions• Develop marketing campaigns and excitement around programs• Stakeholder involvement• Recognize that effective CBTs are not just a digitized version of live classroom

materials• Set deadlines for learners to complete the training (convey sense of urgency)• Ensure that learners have opportunities to use the skills gained (within short

time frame from taking training)• Make the training available to learners as a refresher even after they’ve

completed it

20

Note: many organizations determine what training they will use without ever considering what they are trying to accomplish!

–It’s not just about cost!

Remember: Organization’s vision = Strategy; training is only a tactical component of that overall strategy

21

III. Internal vs. External Facilitation

22

Internal vs. External Facilitation– Criteria for deciding on who does the training• Do you have the internal resources and are they

available?– Build or Buy– Capability– Capacity– Experience–Motivation

23

Advantages/disadvantages to either source of facilitationAdvantages of Internal Facilitation• Use of the word “we,” and “our”• Familiar with Company Culture and Structure• Non-mercinary approach; will be around

Disadvantages of Internal Facilitation• External party viewed as an outsider• May be viewed as a diminished commitment

24

IV. Mandatory vs. Voluntary Training

25

• Analysis of what is the floor, what is the ceiling, and what is a business enabler

• Considerations for types:– Culture– Monetary and human resources– LMS platforms and tools– Company risk areas and hot buttons– SME stakeholders – Business strategy

Mandatory vs. Voluntary Training

26

• Federal requirements• State requirements• Local considerations• Affirmative defenses• Hot spots/incident specific• Regional needs• A note on the federal sentencing guidelines

and the external environment

Mandatory Training

27

• “Don’t just have a paper [compliance and ethics] program. The biggest problem we see is lack of execution.” - U.S. Department of Justice

• The organizations board actively oversees the program content and operation

• Allocate program resources to the highest risk activities

• Establish standards and procedures to prevent and detect criminal conduct.

A Note on the Federal Sentencing Guidelines

28

• Take reasonable steps to respond appropriately to the criminal conduct and prevent further similar criminal conduct

• Take reasonable steps to periodically educate an organizations members on the compliance program’s standards and procedures

• Take reasonable steps to ensure the program is followed, including monitoring and auditing

• Keep senior management and the board apprised of key risk and program performance

A Note on the Federal Sentencing Guidelines

29

• Standards and procedures• Organizational leadership and culture• Reasonable efforts to exclude bad actors from

managerial ranks• Training and education• Monitoring, auditing, and evaluation of program

effectiveness• Performance incentives and disciplinary measure• Appropriate remedial action• Risk assessment

A Note on the Federal Sentencing Guidelines

• Increasing attention on anti-bribery and anti-corruption legislation internationally, with significant costs and penalties• Desire to target executives for individual liability,

along with publicity, coupled with the strict liability nature of key offenses• Impact of enhanced whistleblower incentives• Trend to hold companies accountable for the acts

of third parties with whom they have relationships• Compliance evolving into a critical brand issue

Increasing Complexity in the External Environment

31

• Participation tracking• Surveys• Testing• Grading/professional credit• Culture surveys• Metrics that matter• Feedback

Ascertaining Comprehension/Measuring Success

32

Culture of Integrity

• A strong culture of integrity correlates positively with long-term total shareholder return.

• Employees in high integrity cultures are 67% less likely to observe significant instances of business misconduct.

• Employee productivity increases by 12% if their managers exhibit ethical values and behavior.

• Ethical companies receive widespread public attention, secure the trust of customers and suppliers, and better attract and retain talent.

Business and Financial

Performance

Employee Engagement

and Productivity

Reputation and Goodwill

Risk Management and Levels of Misconduct

1 2 43

Driving process

improvement aimed at a culture of integrity

reduces risk, while also improving employee

and business performance Source: CEB CELC Research, “Ethical Leadership – The Important Links Between Culture,

Risk Management, and Business Performance.

What is the business case for impactful training?

33

V. Measuring Success

34

Best Practices Include:• Post-training surveys• Testing (both within training program and

after)• Grading/Receiving credit• Soliciting feedback

35

Training Forum Impact:• Classroom vs. CBL – different types of

feedback, testing, etc.

36

QUESTIONS?