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Presenting Today
Erin BoettgeContent Marketing Manager
Follow along on Twitter: #BizWebinar @BizLibrary
Krista BrubakerMarketing Coordinator
BizLibrary helps organizations succeed by improving the way employees learn.
www.bizlibrary.com/free-trial
We need a learning revolution: in the schools, at home, and in the workplace. Although the science of learning has made enormous advances over the past decade, its discoveries have remained restricted to academic journals and conferences. It’s time to liberate this knowledge for the good of learners everywhere.”
SOURCE: Annie Murphy Paul, The Science of How We Learn,
Time Magazine (online)
LearnMoment of need
ApplyImprove job performance
Retain
The 3 Functional Components of Effective Employee Training
EncodingShort-term memory, observations, memory traces and what we’ve seen (limited capacity)
RetrievalForced retrieval is most effective after time intervals and some forgetting has occurred
ConsolidationTime scientists believe the brain replays or rehearses the learning, new knowledge next to neural markers
Human Learning Process
The three elements cannot be separated… though we try.
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Kirkpatrick – Phillips Model
Kirkpatrick – Phillips Model
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ReactionParticipant satisfaction
Kirkpatrick – Phillips Model
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LEVEL 5LearningKnowledge, skills and attitudes
Kirkpatrick – Phillips Model
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BehaviorApplication and on-the-job learning
Kirkpatrick – Phillips Model
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Results Business impact
Kirkpatrick – Phillips Model
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ROIReturn on investment
ROI + Business Benefit Require ApplicationThat’s why the Kirkpatrick/Phillips Model still matters…
Employees must learn . . . Employees must retain what they’ve learnedEmployees must apply what they’ve learned to improve performance
Simple, right? Should be, but too many organizations struggle with it.
No matter how much you invest into training and development, nearly everything you teach to your employees will be forgotten.
Indeed, although corporations spend 60 billion dollars a year on training, this investment is like pumping gas into a car that has a hole in the tank. All of your hard work simply drains away.”
SOURCE: Art Kohn, PHD, Professor, Author and
Consultant
Hermann Ebbinghaus: The Forgetting Curve
SOURCE: Mentormegate.com
10 MIN. 2 DAYS 2 WEEKS2
MONTHS
Overcoming the Curve2 + 2 + 2
Retention Ecosystem
Content +
Delivery+
Capabilities
Systems and Processes
Stakeholders
Retention Ecosystem +Application, Processes, Systems and Stakeholders
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Trainer
Employee
Manager
Trainer
Employee
Manager
Trainer
Employee
Manager
Usage Impact
POST
EVENT
PRE
Impact for Training Transfer
Most Powerful Least PowerfulSource: Barbara Carnes, Making Training Stick
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Trainer
Employee
Manager
Trainer
Employee
Manager
Trainer
Employee
Manager
Usage Impact
PRE
Impact for Training Transfer
Most Powerful Least PowerfulSource: Barbara Carnes, Making Training Stick
0 1 2 3 4 5 6 7 8 9 10
Trainer
Employee
Manager
Trainer
Employee
Manager
Trainer
Employee
Manager
Usage Impact
EVENT
Impact for Training Transfer
Most Powerful Least PowerfulSource: Barbara Carnes, Making Training Stick
0 1 2 3 4 5 6 7 8 9 10
Trainer
Employee
Manager
Trainer
Employee
Manager
Trainer
Employee
Manager
Usage Impact
POST
Impact for Training Transfer
Most Powerful Least PowerfulSource: Barbara Carnes, Making Training Stick
0 1 2 3 4 5 6 7 8 9 10
Trainer
Employee
Manager
Trainer
Employee
Manager
Trainer
Employee
Manager
Use /Frequency
Power /Impact
POST
EVENT
PRE
Impact for Training Transfer
Most Powerful Least Powerful
Biggest disconnect is our perception of the impact during the event and the reality.
Source: Barbara Carnes, Making Training Stick
0 1 2 3 4 5 6 7 8 9 10
Trainer
Employee
Manager
Trainer
Employee
Manager
Trainer
Employee
Manager
Use
POST
EVENT
PRE
Impact for Training Transfer
Most Powerful Least Powerful
Manager pre-training has the biggest impact.Trainer pre-training has the second biggest impact.
Manager post training has the third biggest impact.
Source: Barbara Carnes, Making Training Stick
Managers Before TrainingDifference between current state of performance and desired state?
ROOT cause analysis
What are the realproblems?
Performance gap, notneeds analysis
Root Cause Analysis
Ask why until you can’t ask why anymore…Is training the solution?
6 Best Practices for a Manager to Support Learning
1. Identify performance gaps2. Identify skill and competency gaps3. Make the employees stakeholders4. Get involved and be a good
example5. Incorporate learning into
day-to-day work6. Celebrate and recognize
$$
$
@
Manager Curriculum
Performance
Emotional Intelligence
Delegation Engagement / Motivation
Listening Skills Strategic
Thinking
Coaching Presentation Skills
Leadership
10 MIN. 2 DAYS 2 WEEKS2
MONTHS
After training begins:• Ask questions about content• Ask reflection questions• Suggestion additional videos
Sample Reflection QuestionAccording to the webinar materials so far, how might you involve your managers in the planning of your next employee training effort?
10 MIN. 2 DAYS 2 WEEKS2
MONTHS
48 hours:• Coaching on content and learning objectives• Performance improvement as goal
Overcoming the Curve | Managers as Assets Systems and Processes: 2+2+2
Poll QuestionIn your organization, how do your managers support employees in the application of new things to their jobs :
In your organization, how do your managers support employees in the application of new things to their jobs :
a. Our managers offer little support, mostly because they are not committed to learning and development themselves.
b. Our managers offer little to no support, mostly because they are not willing to do so.
c. Our managers offer little to no support because they do not know how to do so.
d. Managers provide some support, but not enough.e. Managers are well-trained, involved and provide excellent support across
the board.f. Something else.
10 MIN. 2 DAYS 2 WEEKS2
MONTHS
2 weeks later:• Use case: give the employee a new situation to
explore with new visual clues
Overcoming the Curve | Managers as Assets Systems and Processes: 2+2+2
10 MIN. 2 DAYS 2 WEEKS2
MONTHS
2 months later:• Manager / employee review of quiz answers• New set of hypotheticals with visual examples
Overcoming the Curve | Managers as Assets Systems and Processes: 2+2+2
Overcoming the Curve Manager Key for the 2 Month Mark
Employees should be applying what they’ve learned . . . .
• Compare new levels of performance to performance gap analysis• Still gaps?• What part of learning is and is not being applied?• Managers must explore any barriers to application of learning
now!
Sample Question for ManagersProvide a specific instance where you had a problem applying the active listening skills training we’ve been working on over the last two months?• What happened?• What do you think caused the problem?• What might you have done differently?• What was the outcome?
Stakeholder
• Employees and managers are part of interconnected system of learning (encoding), consolidation and retrieval.
• And in the end - application!
• Employees and managers alike must see valueand purpose behind learning.
• Managers must know how to incorporate learning into work environment.
The contextual cues in the learning and remembering situations.
The difficulty of the retention test.
The power of the learning methods used.
The type of material being learned.
Connect Stakeholders to Content
The amount of time the learning has to be retained.The learners’ prior
knowledge and motivation to learn.
SOURCE: How Much Do People Forget? Will Thalheimer
Content’s Relation to LearnerWhen content is important to learner, relevant to their experience and based upon things they already know.
Content Design and Delivery
• Visual content (video) works best, short bursts both before forgotten and for retention purposes
• Anchor learning with context – visual cues – works best
• Make recollection of content difficult but not impossible. Review with correct answers after intervals - allow some forgetting to occur
Key Take-Aways
Employee application of learning to improved job performance BEGINS before training programs ever start!
Managers are a crucial part of the retention/application ecosystem to drive ROI and business benefits.
Micro-learning can be a great tool to help employees in moment of need (direct application) of newly acquired skills to job performance.
www.bizlibrary.com
What to Say When: You See An Opportunity To Do Things Better
“What to Say When” Video Series
1. Someone Criticizes You2. A Team Member is
Uncooperative3. You Need to Break A
Commitment4. The Boss Keeps Changing
Priorities5. You Need To Persuade a
Colleague
… and more
Human Resources: Insights and StrategiesHR Insights and
StrategiesVideo Series
1. HR Strategy and Management2. HR Dashboard of Metrics and
Analytics3. Managing Recruitment
Effectively4. Implementing Successful
Training5. Reward and Remuneration6. Performance Appraisals7. Confidentiality Obligations of
HR8. The Induction Promise
Try out these video lessons and more!
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