3. How well do your employees apply what they learn in training
to their job? a. Very well. Theres a clear link between training
and performance. b. Pretty good. Some performance improvement from
training. c. Ok. We do training, but its not supported by managers.
d. No link. Training is an event without support.
4. a. Very important b. Somewhat important c. Not important d.
Something else How important are your managers in helping employees
apply what they learn in training to their job performance?
5. WHAT WELL COVER
6. Why a learning culture is important? Aligning training to
organizational goals. The central role managers play in the success
of training programs. Strategies to encourage manager support.
7. Learning is good business and good for business. Learning
improves engagement and retention. Learning keeps us competitive.
WHY IS SUPPORTING LEARNING SO IMPORTANT?
8. Executives Want to See More Impact and Value Ranked
Importance to Execs Measure Learning Evaluation Level Example
Currently Measured 1 Impact 4 The Accel project contributed 20% to
our reduction in error rates this fiscal. 8% 2 Value 5 Within one
year, the East program will achieve a 2:1 benefit-cost ratio. 4% 3
Awards 0 Our learning program won an award from Chief Learning
Officer magazine. 40% 4 Application 3 78% are applying their new
skills to their jobs 11% 5 Learning 2 92% of participants increased
their skills 32% 6 Activity 0 Last year 7,800 employees
participated in our learning programs 94% 7 Efficiency 0 Formal
learning costs $2.15 per hour 78% 8 Reaction 1 Employees rated our
training very high with an average of 4.5 on a 5 point scale 53%
Source: How Executives View Learning Metrics by Patti and Jack
Phillips, CLO Magazine, Dec 2010
9. Alignment with Organizational Goals Functional Area Goals
Functional Area Organizational Goal Improve Customer Retention by
10% Sales Focus Sales on Our Best or Core Solutions Identify Leads
that will lead to Repeat Business Customer Service Marketing
10. Organizations with a strong learning culture significantly
outperform their peers Innovation 46% More likely to be first to
market Productivity 37% Greater employee productivity Time to
Market 34% Better response to customer needs Quality 26% Greater
ability to deliver quality products Skills for the future 58% More
prepared to meet future demand Profitability 17% More likely to be
market share leaders BERSIN AND ASSOCIATES 2012
11. Employee reaction to learning How much learning occurred
Application of learning on the job Business results supported by
learning ROI on Learning
12. Power/Impact Use/Frequency Disconnect PRE Trainer 2 2 0
Employee 7 8 -1 Manager 1 5 -4 EVENT Trainer 4 1 3 Employee 5 3 2
Manager 8 6 2 POST Trainer 9 7 2 Employee 6 4 2 Manager 3 9 -6 1=
MOST POWERFUL/IMPACTFUL FOR TRAINING TRANSFER SOURCE: BARBARA
CARNES, MAKING TRAINING STICK
13. Identify competencies Identify skill gaps Make the
employees stakeholders Get involved and be a good example
Incorporate learning into day-to-day work Celebrate and recognize 6
Best Practices for a Manager to Support Learning
14. Identify Competencies Identify essential traits and
behaviors Assessments can be used to identify strengths and
weaknesses Individual development plans can help create a tailored
program Consider traditional and modern
15. Competency Models and Maps Competency Behavior Development
Resource Target Audience Job Role Resources, activities and
development opportunities, Elearning courses, videos, books,
workshops. Job Family and Job-Specific Competencies Sales,
Operations, Administrative, Customer Service Individual Contributor
Manager Executive Perform a particular job at a successful level.
Demonstrated behaviors that support the competency Core
Competencies Cultural or organizational
16. Identify Skill Gaps Development and training opportunities
Skill and knowledge CURRENT PERFORMANCE DESIRED PERFORMANCE SKILL
GAPS
17. Make the Employees Stakeholders Organizational mission
Engagement Tools and resources Continuous feedback
18. is the breakfast of champions. Ken Blanchard
19. Get Involved and Be a Good Example Continuous learning Take
the training yourself Freedom to fail Learn by doing
20. Incorporate Learning into Day-to-Day Work Performance
support after training Weekly meeting or touch base Share
experiences and application
21. Case Study: Dental Insurance Call Center Challenge: hard to
make time for training TAG TRAINING Development opportunity
Maintain work flow and service standard Share with co-workers
23. Celebrate and Recognize Success stories Peer to peer
Employee spotlight Additional opportunities and participation
24. Employee reaction to learning How much learning occurred
Application of learning on the job Business results supported by
learning ROI on Learning
25. Measuring the Impact What will success look like? How will
I know? EMPLOYEES MANAGERS ORGANIZATION
26. Online Training Libraries 1,800 + Streaming Videos 5,000 +
E-learning Courses Online Books Simulations Scenario-Based Courses
Try them out free for 30- days no obligation!
