Best Practices in Training & Development

■ Doing Learning Right

The need for corporate training is well established in today’s business environment.Research has long demonstrated the positive link between investments in training andshareholder return. According to the 2006 ASTD State of the Industry report, companiesthat spent slightly more on learning reported improvements in employee and customersatisfaction, quality of products and services, productivity, revenue and overall profitability.

■ Six ways to link human resources development to your bottom line

In today’s cost-conscious, rapidly changing environment, efforts to sustain the relevance ofhuman resource development hinge on three golden words: return on investment (ROI).Demonstrate your the ROI of human resource development and chances are it will not go MIA.But how can HR demonstrate that its people development adds bottom-line value?

■ Quiznos Supports Franchise Owners with Blended Learning

Ranked by Nation’s Restaurant News as the number one national chain of restaurants in terms ofgrowth of U.S. units from 2002 to 2006, Quiznos feeds corporate growth with a comprehensivetraining program for franchise owners and store managers. The training program is central to thecompany’s business strategy because it enables new franchise owners with no small business orfood industry experience to learn how to profitably operate a Quiznos restaurant.

Convergys . . . . . . . . . . . . . . . S3

Kepner Tregoe . . . . . . . . . . . . S5

Learn.com . . . . . . . . . . . . . . . S7

Best Practices in Training & Development

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Doing Learning RightM A R I A N N E L A N G L O I S, V P||C O N V E R G Y S L E A R N I N G S O L U T I O N S

The need for corporate training

is well established in today’sbusiness environment. Re-search has long demonstrated

the positive link between investments intraining and shareholder return. Accord-ing to the 2006 ASTD State of the Indus-try report, companies that spent slightlymore on learning reported improvementsin employee and customer satisfaction,quality of products and services, produc-tivity, revenue and overall profitability.

However, many organizations stillstruggle with the changing drivers behindlearning. Companies need to deliver moretraining to more people to be competitive.According to ASTD, the per-employeetraining spend increased from $1,298 in2003 to $1,434 in 2006. The averagenumber of hours each employee spendsin training also increased from just over42 in 2002 to more than 45 in 2006.

Companies are spending more timeand money on learning, but are they real-izing more returns?

There is a way to break the ever-esca-lating relationship between more learn-ing and more spend. Organizations havebeen outsourcing learning content devel-opment for some time. But selectivelyoutsourcing other portions of the learn-ing function—from administration andoperations to technology and contentsourcing—can drive greater efficiencieswithin the learning department, while al-so linking learning initiatives with orga-nizational goals.

How do you know if outsourcing isright for you? A diagnostic examination ofyour learning organization may providethe answer.

A diagnostic approach, which typical-ly spans four to six weeks, analyzes areaswithin your organization that could beimproved upon. Learning experts fromthe outsourcing provider can assess yourcurrent programs, activities and spend-ing. By thoroughly assessing each ofthese areas and benchmarking your

learning function’s performance againstindustry standards, you can determinewhich parts will deliver the greatest ROIif outsourced. Once the initial assess-ment is complete, you can see whereyour organization stands, relative to otherorganizations. The costs of performing adiagnostic are not prohibitive, and in thelong run can save money and improve thelearning function as a whole.

There are some common problemsthat a diagnostic could highlight. Manycompanies rely on redundant multiplelearning management systems or ERPplatforms. Some are saddled with out-dated systems. Still others have not in-vested in learning technology at all. In adecentralized environment, there is du-plication across business units, as con-tent sourcing and vendor managementare handled by various training staffmembers. The organization loses out onthe power of combining “buys” for moreleverage with vendors.

A third major challenge is associatedwith administration and operations, aslearning staff members find their time in-creasingly stretched across less strategictasks. In fact, studies show that nearly athird of their time is spent on administra-tive duties like registering learners,scheduling courses, maintaining databas-es, managing resources, instructors andfacilities, selecting and managing ven-dors. Many times, learning investmentsrepresent a fixed cost for the businessand cannot be changed to accommodatefluctuations in training requirements.

How can outsourcing help? Cost re-duction is the primary reason most or-ganizations choose to outsource. There ismore visibility into the learning spend,giving the organization greater control.Outsourcing providers have a great dealof experience in technology hosting thattheir clients can capitalize on. Compa-nies that rely on a provider for contentsourcing reduce the complexity of man-aging multiple vendors, as the provider

manages those relationships for them.Outsourcing administrative functions re-duces the fixed cost burdens placed onthe learning department. With adminis-tration and operations outsourced, it isthe provider that absorbs fluctuations intraining budgets and requirements.

The learning experts who work withoutsourcing providers also are up tospeed with industry best practices. Thisenables the organization not only to stayon top of learning trends, but also helpsmanage compliance with new legislativerules. Another advantage to outsourcingis improved access to analytics. Accord-ing to Bersin & Associates, companiesthat outsource are 18 percent more like-ly to say their learning is “extremely ef-fective” than those that handle every-thing internally.

Once a selective outsourcing approachis adopted, improvements to the learningfunction’s efficiency and performancewill build, and the strategic connectionsbetween the learning function and theenterprise’s goals can be realized.



Marianne Langlois, Vice Presi-dent, Convergys Learning Solu-tions, has been recognized as one ofthe “Twenty Most Influential Train-ing Professionals,” in 2007 by Train-ing Industry Inc. With more than 20years of successful learning busi-ness experience in companies suchas Haverstick Consulting andBISYS, Langloisis the drivingforce behind thetransformationof ConvergysLearning Solu-tions to a globalprovider of con-solidated learn-ing services.

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Six Ways to Link Human Resources Development to Your Bottom LineK E P N E R - T R E G O E

In today’s cost-conscious, rapidly chang-ing environment, efforts to sustain therelevance of human resource develop-ment hinge on three golden words: re-

turn on investment (ROI). Demonstrate theROI of human resource development andchances are it will not go MIA. But how canHR demonstrate bottom-line value? 11.. SSeett eexxppeeccttaattiioonnss bbeeffoorree lleeaarrnniinngg

bbeeggiinnss—Setting expectations and pro-viding management support before for-mal learning begins helps participantsunderstand what will be expected ofthem and how training will relate totheir work.

One pharmaceutical manufactur-er had received a warning letter fromthe FDA citing a backlog of open inves-tigations and failure to consistently findroot cause. To remedy the situation, fa-cilitators were developed to conductworkshops in problem solving and pre-vention for all employees involved inthe writing of investigations. In one ofthe company’s facilities, the facilitatorsalso conducted hour-long pre-workshopmeetings that set expectations for theworkshop participants. When resultswere measured, this facility outper-formed all others. In addition, by iden-tifying issues for future resolution andtargeting investments accordingly, thecompany could forecast probable out-comes and then calculate ROI.

22.. PPrroovviiddee ccooaacchhiinngg ttoo ssuuppppoorrttssuucccceessss—Coaches can often guideemployees as they apply their newskills. For instance, a medical insur-ance company found that it needed toexpand its IT staff ’s problem-solving,decision-making and project manage-ment skills. Facilitators were trainedto conduct workshops to impart theseskills and to provide coaching supportafterwards. The news spread quicklyto the rest of the organization, whichbegan requesting coaching help. Thismaximized ROI and also ensured thatthe ongoing benefits of training weredocumented.

33.. RReeqquuiirree eevviiddeennccee ooff aapppplliiccaattiioonn ooff nneewwsskkiillllss—One key challenge for new learn-ers is to identify application opportuni-ties. When engineers at an oil refinerywere trained in troubleshooting, manage-ment set the expectation that they wouldbe required to begin specific trouble–shooting applications during class andthen complete them back on the job. Inthe process of working on a gasket prob-lem, one participant discovered that a re-cent explosion in the plant had loosenedgritty material, which had begun to workits way through the system. He thenasked, “Where else could this materialbe?” The material was found in an im-portant but rarely used part of the plantthat was due to be started up shortly.

If this participant had not been re-quired to apply his new skills, ask ques-tions and find the cause of the gasketwear, the line would have shut down atthe moment it was most needed. Sure,it’s important to connect the front end ofskill development to the business, but it’sequally important to ensure that resultsimprove ongoing business operations.

44.. CCrreeaattee aa wwoorrkk eennvviirroonnmmeenntt tthhaatt ssuuppppoorrttsstthhee uussee ooff nneeww sskkiillllss—If the work envi-ronment makes it difficult to use newskills, development dollars are wasted.Sun Microsystems sought to reduce theamount of time Sun engineers were tak-ing to solve customers’ complex prob-lems by implementing the Sun GlobalResolution Troubleshooting method.The approach went well beyond class-room training to include coaching, per-formance system changes, process re-design, software tool development, andSix Sigma discipline. This 360-degreeapproach ensured that classroom learn-ing was integrated into the workplaceenvironment and that engineers had themotivation, resources, and supportingprocesses to excel. Result: Sun reducedcustomer wait time by over 1200 yearsper year, and average time to solutiondecreased 52 percent for internally es-calated cases.

55.. MMoonniittoorr oonnggooiinngg aapppplliiccaattiioonn ooff nneewwsskkiillllss—How can you encourage learnersto use their new skills, now and in the fu-ture? A major food manufacturer initiat-ed a program that added the applicationof newly acquired problem-solving anddecision-making skills to its associates’scorecards. Managers required docu-mented use of the new skills each quar-ter. In this way, managers set expecta-tions for participants and provided themwith self-regulating feedback. Within ayear, application of the skills became ‘theway work was done’. Measuring andmonitoring the ROI ensured that its val-ue to the business wasn’t left to chance.

66.. KKeeeepp lleeaarrnniinngg rreessuullttss--bbaasseedd—The pur-pose of learning is measurable results.Skill development must be driven bystrategic and operational objectives. Forexample, Kepner-Tregoe skill develop-ment efforts can involve integratingclassroom learning with work-related ap-plicaton. During a workshop in manu-facturing setting, participants learnproblem analysis and move directly totheir plant floor to apply the newlylearned concepts to existing and poten-tial problems and to document resultsand savings. At Honda Motors of Ameri-ca, we’ve provided an approach thatcombines facilitators with classroom andonline learning. The focus is on rapidskill transfer and business results.

FFiinnaall nnoottee —By taking these six actions toimprove the ROI of your development efforts,you’ll likely keep the cost cutters looking else-where to reduce overheads.

Kepner-Tregoe, Inc. (KT) uses a rationalthinking approach to develop the capabilitiesof individuals and organizations. Through tar-geted consulting and training engagements,KT helps organizations achieve rapid resultsand embed lasting change. Learn more onlineat www.kepner-tregoe.com and contact KT at [email protected]. ■

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Quiznos Supports Franchise Owners with Blended Learning L E A R N. C O M

IN THIS CASE STUDYRanked by Nation’s Restaurant News as

the number one national chain of restaurantsin terms of growth of U.S. units from 2002to 2006, Quiznos feeds corporate growthwith a comprehensive training program forfranchise owners and store managers. Thetraining program is central to the company’sbusiness strategy because it enables newfranchise owners with no small business orfood industry experience to learn how toprofitably operate a Quiznos restaurant.

Company OverviewStarting as a single restaurant in Denver,

Colorado in 1981, Quiznos, a leader in the up-scale sandwich category, has expanded to morethan 5,000 locations worldwide, making it oneof the fastest growing restaurant chains.

The Business EnvironmentEvery Quiznos restaurant is operated by a

local franchise owner and a store managerhired by the owner. This contrasts with otherQuick Service Restaurants, whose restaurantsare operated by both franchisees and the fran-chising corporation.

Quiznos University Quiznos University (QU) trains franchise

owners and store managers on the business as-pects of running a quick service restaurant.Every Quiznos store in North America musthave a franchise owner and store manager cer-tified by Quiznos University.

Corporate employees who work directlywith franchise owners and store managersmust earn a diploma from Quiznos University.Heading up the learning program is theQuiznos University chancellor, who holds adoctorate degree in education.

Blended CurriculumEarning certification from Quiznos Univer-

sity requires the successful completion of a 9-month blended curriculum consisting of threeprograms – QU-101, QU-102 and QU-103.

Learning content covers every aspect ofrunning a Quiznos store– from preparingfood to generating profits. To advance fromone program to the next, franchise owners

and store managers must pass several quali-fying examinations.

Spiral Learning The blended curriculum is specifically de-

signed to support the concept of “spiral learn-ing.” The curriculum attempts to introducemost key concepts early on and then build onthose ideas over time as they are applied tomore complex situations.

QU-101: Online LearningThe QU-101 curriculum offers franchise

owners and store managers knowledge regard-ing: financials, operation procedures, foodsafety and sanitation, and more.

The initial Welcome / Orientation course isshipped to franchise owners on a CD. All oth-er courses are accessed via the Learn.com®LearnCenter® platform, which include:• Lessons and tutorials• Online operations manual• Enrollment status• Registration

Sub Commander Simulation Game

To help franchise owners and store man-agers prepare the company’s 32 subs, QuiznosUniversity developed a sandwich-building sim-ulation game, called “Sub Commander” as partof the QU-101 curriculum. Players progressthrough increasing levels of difficulty, muchlike a video game.

QU-102: Regional StoreTraining

After completing the QU-101 online cur-riculum, franchise owners and store managersadvance to QU-102, regional store training,where they learn how to: prepare food, servecustomers, order products, and more.

QU-103: Classroom Instruction

The Quiznos University classroom experi-ence, called QU-103, covers the fundamentalsof: small business management, promotionand advertising, leadership, and more.

Lessons LearnedIn the process of designing and implement-

ing a blended curriculum based on the con-cept of spiral learning, Quiznos has learnedseveral important lessons that can be used byother learning organizations.• Spiral learning is a more complex design

than a traditional approach of developingone course, then another, then another.Quiznos University is able to handle thiscomplexity because it is willing to committhe instructional design resources re-quired to implement and support the con-cept of spiral design.

• Quiznos instructional designers were newto the idea of spiral learning, so they hadto work through a learning curve as theprogram was built. Learn.com and thechancellor, who had extensive experiencein a former e-learning company, support-ed their learning process.

• Quiznos University also needed the planto make sense to learners mostly throughthe Welcome / Orientation CD, whichlearners receive when they sign their fran-chise agreements.

Conclusion Quiznos University is currently delivering

one of the most innovative and comprehen-sive learning programs found in the retail in-dustry. It has developed a blended curricu-lum of e-learning, hands-on regional training,and headquarters classroom instruction,which supports the reinforcement of keyconcepts via spiral learning.

Student learning assessments are given atevery level of the program, and a simulationgame was developed to boost retention of sand-wich making information. Overall, the QuiznosUniversity learning program successfully ad-dresses many of the company’s business chal-lenges, particularly the lack of restaurant andsmall business knowledge and experienceshared by many of its franchise owners.

About Learn.comLearn.com, the world leader in on de-

mand workforce development and productiv-ity, is being used by some of the world’s mostsuccessful organizations to ensure that theirworkforce is dramatically more effective, ef-ficient, and organized and we can do thesame for your organization.




For more information on the companies that contributed to thiswhite paper, visit their web sites or contact them directly at:

WorkƒorceM A N A G E M E N T

WorkƒorceM A N A G E M E N T

For information on participating in upcoming Best Practice White Papers, contact:

Jason Asch, National Sales Manager -- 212-210-0112 -- [email protected]

Convergys CorporationCorporate Headquarters 201 East Fourth Street Cincinnati, OH 45202 Phone: 800.344.3000 www.convergys.com

Kepner-TregoePO Box 704Skillman, NJ 08542Phone: 609.921.2806Toll Free: 800.537.6378 www.kepner-tregoe.com

Irvine Headquarters4 Executive Circle, Suite 185Irvine, CA 92614-6791949.255.5340

www.workforce.com

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Learn.com14000 N.W. 4th StreetSunrise, FL 33325Phone: 954.233.4000 Fax: 954.233.4001 www.learn.com

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Best Practices in Training & Development