The document discusses barriers to effective training programs and how to overcome them. It identifies the top 5 barriers as: lack of resources/time, lack of motivation to change, training not making an impact, no improvement in performance, and lack of support from senior leaders. It provides best practices for addressing these barriers, such as focusing on outcomes rather than activities, gaining manager support, and measuring training impact and value rather than just participation rates. The goal is to move from a "training mindset" to performance-driven learning that is aligned with business needs.

1. BARRIERS TO
EFFECTIVE TRAINING
PROGRAMS AND
HOW TO CRUSH THEM.

2. 4,000+ Courses. 25 Topic Areas. Unlimited Access.

3. A.
POLL QUESTION
What are the biggest
barriers YOU have
faced related to
learning and
development on the
job?
Lack of resources
and times.
B.
Lack of motivation to
change or improve.
C.
Training doesn’t
make an impact.
D.
Performance isn’t
improved.
E.
Lack of support from
senior leaders.

4. What you’ll
learn:
The strategic framework
for effective learning and
development programs.
The 5 barriers
organizations often face.
Best practices about how
you can overcome the
barriers.

5. In 2012 - 25% of the workforce
was comprised of Millennials.
By 2015 Millennials are
expected to be the
majority.
U.S. Bureau of Labor Statistics

6. Executives Want to See More Impact and Value
Ranked
Importance
to Exec’s
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

7. If we just put a great employee
training program together, the
employees will love it!

8. complexity is
the enemy.

9. 1. Efficiency
2. Status Quo
3. Convenience
4. “Training” Mindset
5. Manager Support

10. EFFICIENCY
• Focus on outputs rather
than inputs.
• Effectively using
technology.
• Build, buy and borrow.
• Complex systems and
structures.
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11. Top 4 Learning Solutions for 2014
• Off-the-shelf content
• Video training
• Learning management
systems
• Mobile learning
Cox eLearning Consultants,
Learning Solutions Forecast:
2014 Edition
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12. Online Training Works Better
Than Classroom
56%
60% faster
greater gains
in learning
40% higher
consistency in
presentation
Source: Prokopeak, M. Special Report: Learning Delivery

13. Start thinking about employee
learning as…
Access to knowledge
Job assistance
On demand
Anytime, anywhere, any
device
• User generated content
• Connecting employees to
each other
• Asking and answering
questions
•
•
•
•
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14. 4 Tips for Harnessing Informal
Learning
•
•
•
•
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Accountability
Work smarter
Model behavior
Get the right people
and tools in place

15. STATUS QUO
• Inertia and risk
aversion.
•
•
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Processes and systems
are hard to change.
Training and
development
laggards.

16. ASTD Competencies 2013
BUSINESS SKILLS
INDUSTRY
KNOWLEDGE
INTERPERSONAL
SKILLS
•
•
•
•
•
GLOBAL MINDSET
PERSONAL SKILLS
TECHNOLOGY
LITERACY
KNOWLEDGE MANAGEMENT
COACHING
INTEGRATED TALENT MANAGEMENT
MANAGING LEARNING PROGRAMS
EVALUATING LEARNING IMPACT
•
•
•
•
•
LEARNING TECHNOLOGIES
TRAINING DELIVERY
INSTRUCTIONAL DESIGN
PERFORMANCE IMPROVEMENT
CHANGE MANAGEMENT
AREAS OF EXPERTISE

17. It takes all the running you can do, to
keep in the same place.
If you want to get somewhere else,
you must run at least twice as fast as
that.
The Red Queen
Lewis Carroll
Through the Looking Glass

18. Organizations with a strong learning culture significantly
outperform their peers…
Innovation
Productivity
Time to
Market
46%
37%
34%
More likely
to be first to
market
Greater
employee
productivity
Better
response to
customer
needs
Quality
26%
Greater
ability to
deliver
“quality
products”
Skills for the
future
Profitability
58%
17%
More
prepared to
meet future
demand
More likely
to be
market
share
leaders
BERSIN BY DELOITTE

20. Change Management
• L&D must take leadership
role.
• 70% of change initiatives
fail (John Kotter – Harvard
School of Business).
• Holistic view and
commitment to followthrough.
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21. CONVENIENCE
• A “conspiracy of
convenience.”
• Throwing training at a
challenge or problem.
• Alignment with the
organizations strategic
goals.
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22. Root Cause Analysis
• Systematic approach.
• Relentless and
objective pursuit of
objective truth.
• Ask “why?”
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23. “TRAINING” MINDSET
• Change focus from input
to performance.
• Are the right things being
measured? Activity or
performance.
• Kirkpatrick levels.
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24. Executives Want to See More Impact and Value
Ranked
Importance
to Exec’s
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

25. TTRAINING NEEDED TO:
TRAINING ACTIVITIES
Increase revenue
Sales training
Improve quality
Attention to detail courses
Reduce turnover
Manager communication skills
Improve morale
Open access to online courses
Satisfy customers
Customer service courses
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26. BUSINESS NEED
QUANTIFYING QUESTIONS
Increased revenue
Buy how much? In which areas?
Improved quality
Improved how?
Reduction in turnover
What percentage reduction?
Improved morale
Improved how?
More satisfied customers
In what way?
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27. MANAGER SUPPORT
• No other relationship has
more impact.
• Manager support and
involvement at every
stage is crucial.
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28. Make the Employees Stakeholders
(Psst . . . They are already learning on their own anyway!)
• Organizational mission
• Engagement
• Tools and resources
• Continuous feedback
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29. WHAT IS LEARNING AGILITY?
• Set of behaviors.
• Prepares people to
perform well in novel or
unfamiliar situations.
• Can be developed and
learned to an extent.
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30. BUILDING AGILE LEARNERS
What’s next?
How do we prepare leaders,
employees and organizations?
Learning agility as a
key competency.
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31. A NIMBLE LEARNING STRATEGY
CONTEXTUAL
role
location
plan
CONCISE
short videos
updates
INFORMAL
everyday
ad hoc
TIMELY
just in time
moment of
need
SOCIAL
discussions
observed
behaviors
MOBILE
anywhere
anytime

32. In a world of learning and development where
complexity is the enemy, BizLibrary has developed a
simple and nimble approach to delivering high
quality learning, anywhere, anytime.
MICHAEL ROCHELLE
Chief Strategy Officer
Brandon-Hall Group
BIZLIBRARY.COM

33. Some recommended resources…
Videos:
Employee Awareness Series: Open to Change
Cutting Edge Communication: Accepting Change
Check Your Six – Practical Measures of Workplace
Success
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34. Free trial of the BizLibrary Collection or Demo
4,000+ Courses. 25 Topic Areas. Unlimited Access.
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