Train to IngrainCentral PA ASTD

Transfer of Training

Before During After

Manager

Participant

Trainer

1 3

2 4

7

8

5 6

9

Why?

• Roots in education

• We adopted their “end point”

• Not accepted business outcomes as our objective

Accountability—the manager’s perspective

• No one said this was “my role”• I “paid” for it• I released participants from normal work• I don’t know what they were taught

– (was HR trying to make theirsubordinates better than the boss)

• No organizational systems hold me accountable

Accountability—participants’ perspective

• Know they have some responsibility• Get mixed message

– No one asks about it– No one reinforces it– “My manager doesn’t do these things”– Something that I was supposed to know, but not

necessarily to implement• All pressures of job immediately return• Lots of forces combine to have participants

behave consistently with their past

Accountability: HRD perspective

• We are responsible for an informative, engaging classroom or e-learning experience

• Our content should be relevant to work

• We have no responsibility for learners once they cross the threshold of the doorway.

Visibility• HRD has no line of sight when people return to job• The line manager has visibility only in selected instances:

– Sales manager making calls with salesperson– Customer service manager listening in to calls– Manager observes a presentation

from someone who just completed a presentation skills class

• Overall, a giant fog-bank

Follow-up

• When HRD followed up, it was on the traditional f’s---faculty, facilities, food and fun. Never, “what did you do?”

• Follow-up has 3 functions:– a reminder to keep commitments top-of-mind– incentive to plan actions for coming period– accounting or reporting on past actions

• When it is done, implementation soars. When it is not done, little implementation takes place.

• It can be done in many ways:– Write a letter – Surveys– Phone calls – Additional sessions– Managerial discussions – Email messages

In most organizations…

There is no up-front motivation of participants

The role/responsibility of managers and participants is not

clearly defined in the training process

There are no ongoing support groups to help the learner

move from a skill which CAN be accomplished to an

automatic behavior

Our Goal

Know specifically who needs what training

Provide training that is linked to business outcomes

Ensure highly motivated participant learners

Prepare the organization to ensure long-term success

Implement feedback loop to help supervisor recognize and

celebrate growth and to support the coaching process

Insure that post training support is in place and is working

for the learner

Group Discussion: Implementation Strategies

• How would you get managers to commit to the things that will ensure successful behavior change and hold them accountable?

• How would you gain access to, and educate, the executive team to gain needed support for time investment required by managers and supervisors in this process?

• How would you track what is / is not happening between Manager/ Participant following training and feedback?

Train to Ingrain…changing how you view training

“Primal Leadership”Daniel Goleman, Richard Boyatzis & Annie McKee

“Roughly 50 to 70 percent of how employees perceive their

organization’s climate can be traced to the actions of one person: the

leader. More than anyone else, the boss creates the conditions that

determine people’s ability to work well.”

Why is that important?

Gallup documented the impact of optimum performance.

103% higher success rate 2-4 points higher in customer satisfaction $80K - $120K higher monthly revenue lower turnover fewer safety incidents

Why is that Important?

Transitioning from SUPER-worker to SUPER-visor is Complex

and Difficult

• Wider focus

• Responsible for larger business

picture

• Supports/coaches others as a

manager, mentor, or idea leader

• Produces results through team

• Represents workgroup effectively

to management & customers

• Less technical, more general

• Strong internal & external network

LeaderLeader::Leveraging OthersLeveraging Others

• Narrow focus

• Assumes responsibility for important work

• Does not rely on supervision; works independently

• Produces significant results

• Develops credibility and a reputation

• Increases in technical competence and ability

• Strong internal collegial network

SpecialistSpecialist::Individual ContributorIndividual Contributor

Stage IIStage II Stage IIIStage III

Long term “behavior change” is critical

“The central issue is never strategy,

structure, culture or systems.

The core of the matter is always about

changing the behavior of people.”

-John Kotter, Harvard Business School,

Fast Company May 2005

It takes 10,000 practice tennis swings to change your serve. (Mark Townsand, Upper Main Line YMCA

9 out of 10 people when given the choice between change or death, choose death! (Fast Company, May 2005)

Just how hard is change?

Dr. Dean Ornish* “giving people information about what they are doing wrong is important but not sufficient.”

His weekly reinforcement group meetings achieved a 77% SUCCESS rate… compared to a typical 90% failure rate

*Founder - Preventative Medicine Research Institute

Just how hard is change?

In order for change to occur…physical changes must take place in the brain to actually form new neural pathways.

Without extensive reinforcement, new neural pathways won’t establish themselvesWithout new neural pathways, new behaviors won’t become comfortable and habitual If new behaviors don’t become comfortable & habitual, learners fall back on old behaviors

Synaptic Connections

Synaptic Connectio

ns

Why change is difficult… How the brain learns

Learners need practice and more practice and a forum to discuss what they are doing

• Brown Bag lunches, spaced learning, support groups– Positive skill modeling– Discussions of real issues using skills– Reports of Success stories and failures, learning from each

• Reinforcement feedback • Coaching & Assistance from management• Continued access to content online

What’s Needed?Ongoing Reinforcement

After skill practice on the job, assess behaviors• Results to coaches/ managers

–Immediate intervention and support

–Demonstrate organizational commitment to training

What’s Needed?Ongoing Assessment

An integrated learning solution

Commit

Prepare & Commit

Preparing a detailed plan of action that

commits leadership, human resources, and

participants to a reinforcement-centered learning process is a critical first step

toward achieving behavior change.

Assess

Assess & Motivate

Meaningful participant skill assessment

provides powerful, insightful feedback prior to training and develops

understanding of individual skill

strengths/gaps and builds personal

motivation to want to learn.

Train

Learn & Train

High impact training provides awareness of possibility, new

ideas and methods to apply, and structured, and safe opportunity to rehearse the use

of new skills.

Reinforce

Reinforce & Practice

Continued structured reinforcement that

focuses on ongoing learning, ongoing

feedback, coaching, and accountability

ingrains the training in ways that

overcome old patterns of behavior.

Integrate

Integrate & Implement

Integrating methods learned in training into

daily business practices and

organizational policies ensures continued reinforcement of behavior change.

Train to Ingrain

Train to Ingrain

Consulting

360

Feedback

Classroom

TrainingOnline

Reinforcement

Feedback

Loop Train to Ingrain

Consulting

Senior Management Intro/Kick-off Work Thru

Online Modules

Review, Discuss & Rehearse

Modules

One-on-One Follow-up Coaching

Review, Discuss & Rehearse

Modules

Online Reinforcement + Application Tools

Work Thru Online

Modules

Many Pieces to the Puzzle

1. How can we ensure feedback summaries provided to the manager are used properly?

2. How can we use a feedback loop without raters tiring from the process?

3. What are some of the normal challenges with 360 and what can be done about these?

Group Discussion:Implementation Strategies

Mini Train to Ingrain Experience

Take Online Communication Training Module

Plan to implement learning

Discuss plans with accountability partner (AP)

Practice skills on the job/ discuss with AP

Assess your performance - 360 feedback

Debrief and share goals with AP

Train to Ingrain…changing how you view training