1. The document discusses how to create a talent development culture by training managers to effectively deliver training to employees using a chunked learning approach. 2. It explains that traditional training often fails because managers are not properly trained in assessing needs, building curricula, delivering curricula, and following up. 3. The chunked learning approach breaks content into short, digestible modules to avoid cognitive overload and makes training seem more manageable for managers, increasing engagement, retention, and results.

1. Creating a Talent Development Culture: How Managers Can Make Training Stick and Boost Performance 1

2. 2 Stephen Meyer CEO and Director of Learning and Development at Rapid Learning Institute SMeyer@rapidlearninginstitute.com

3. 3 Why it all stays in Vegas

4. Sure you got some value But why is knowledge retention so poor? And what’s the cost? 4 No big deal?

5. The science behind forgetting Why the problem goes way beyond that conference in Vegas What if all the training in your organization doesn’t stick? 5 What we’ll discuss

6. Your training isn’t achieving ROI There’s another way that changes everything 6 Re-framing training

7. This approach addresses the one killer factor in the talent development dilemma: Managers are accountable for training It’s not their fault But we can’t run from the problem 7 The core problem

8. Training fails because managers fail to: Assess needs Build curricula Deliver curricula Follow up Why? Because we never trained them 8 Why training fails

9. Great leaders? No Great trainers? No Either seniority or technical skill Company placed a bet “You’ll be able to get results through others” 9 Why managers get promoted

10. Great leaders have two qualities: Strong technical skills The ability to develop people But new managers quickly discover: “I don’t know how to do this” “Even if I can do it, I don’t have time” 10 The second core competency

11. Managers know talent development is crucial But urgent matters take precedence Training either: Doesn’t get done Gets done half-heartedly 11 Bottom of the list

12. The Four Levels Reaction Learning Behaviors Results 12 Kirkpatrick on ‘Training Evaluation’

13. How often do organizations actually use the four levels: Reaction – 96% Learning – 37% Behaviors – 13% Results – 3% Source: McMurrer et al. (2000) surveyed the ASTD Benchmarking Forum 13 ASTD Study: The bad news

14. We don’t know whether we’re getting an ROI Why training so often fails 14 What the survey tells us

15. How often do organizations actually use the four levels: Reaction – 96% Learning – 37% Behaviors – 13% Results – 3% Source: McMurrer et al. (2000) surveyed the ASTD Benchmarking Forum 15 Study: The bad news

16. It’s that training is just an event “I sent Jane to training, so I’ll automatically get some benefit” That makes me feel good about myself 16 The deadly assumption

17. Training is a PROCESS, not an event! That’s why the ASTD survey is so troubling Without follow-up, training events fail 17 You shouldn’t feel good

18. 18 Killer Sales Trainer

19. I asked the sales manager, “How will you make it stick?” His voice said: “I’ll follow up” His body language said: “I haven’t a clue” 19 An uncomfortable question

20. 20 Killer Sales Trainer

21. 21

22. Have you heard of the “learning curve?” Term coined by HermannEbbinghaus in 1880s He coined a less well-known term … 22 Studies on knowledge retention Hermann Ebbinghaus 1850-1909

23. 23 The Ebbinghaus ‘Forgetting Curve’ Retention (percent) immediate recall 20 minutes 1 hour 9 hours 20% retention 2 4 6 8 10 15 20 25 31 Elapsed Time (days) Source: Hermann Ebbinghaus, Memory: A Contribution to Experimental Psychology, 1885/1913

24. 24 Follow up is the key

26. The event itself

27. Follow upPlanning: 10% Training Event: 85% Source: “The Promise of Phase 3, TD Magazine”, Jan. 2005

28. Follow up ain’thappenin’ Everyone believes the ROI is automatic Companies are losing lots of money 26 Wasted money and effort

29. 27 Follow up Highest skill level Permanent mastery of skills Skill improves Skill improves Follow-up occurs Skill improves Follow-up occurs Most employees Training occurs Lowest skill level Source: The Ultimate Sales Machine by Chet Holmes

30. Bersin & Associates study: Which of 22 management processes has highest impact? Answer: Performance coaching Coaching is follow up – revisiting fundamentals 28 Coaching study

31. The most-cited study on the value of post-training follow-up 31 people got management training Result: 22% increase in performance Same group got performance coaching Result: 88% increase in performance Coaching increased ROI 4x 29 The Baruch study

32. 30 It’s all about follow up If follow up works so well, why isn’t anybody doing it? If we’re uncomfortable doing something, we put it off

33. Isolating a learning concept 31 The answer: Chunking

34. Short examples “Nail the first 20 seconds of a cold call” “How to terminate an insubordinate employee” “How to smoke out an imposter in a job interview” Breaking it down 32

35. 33 Why employees benefit Adult learners are different They quickly succumb to “cognitive overload”

36. J 34 Exercise FKFB INAT OUP SNA SAI RS

37. JFK FBI NATO UPS NASA IRS 35 Exercise

38. Chunking delivers: Higher engagement Higher knowledge retention Killer Sales Trainer did too much: Created cognitive overload 36 Shut off the fire hose

39. The brain isn’t immutable It changes based on what we do Lately, we’ve been doing a lot of Googling 37 Neuroplasticity

40. 38 Digital natives

41. 39 Boomers and GenXers

42. “The homily in general should not go over eight, minutes – the average amount of time for a listener to concentrate.” L'Osservatore Romano (Vatican newspaper) 3/10/2008 40 Vatican endorsement

43. Remember: Most managers lack the “Second Core Competency” Chunking helps them “reframe” their talent development role 41 Breakthrough for managers

44. Most manager view TD through a wide lens I need to teach sales reps “to sell” I need to teach managers “to manage” The result: TD seems overwhelming 42 The wide lens

45. I’ll teach my sales reps to make cold calls I’ll teach my managers how to delegate The narrow lens makestraining seem doable 43 The narrow lens

46. Common sales challenge is price objections: “I don’t have the budget for that” “My boss will blow a gasket” Concept: buyers who say that are making THEIR problem YOUR problem They’re throwing you a hot potato Action step: Throw the hot potato back Make THEIR problem, THEIR problem 44 Example: The hot potato

47. What sales manager Connie does: Kicks off meeting with “chunked” module 45 minutes of discussion and role play Her confidence as a talent developer was low But … 45 Chunked learning in action

48. She got good REACTION – “Connie, that session was great” She got evidence of LEARNING – “I’d never looked at price objections that way before” She saw BEHAVIOR change – “Connie, I held firm on price with a prospect today” She got RESULTS: “Connie, the buyer agreed my price was fair” 46 Kirkpatrick revisited

49. 47 A Small Victory

50. Spent three weeks on price objections Continually reinforced the concept Moved on to new topics on three-week cycles In a year she achieved 17 small victories She also become a very competent trainer 48 What Connie did

51. For learners: Decreases cognitive overload For managers: It’s transformational Chunks of learning don’t seem overwhelming Training gets done Managers build a newcore competency 49 Game changer

52. 50 Example of chunked learning QUICK TAKE MODULE: How To Deliver High-Impact Employee Praise

53. Key points: Praise can backfire Common praise missteps The proper way to give praise Do you feel inspired to act? Give praise today Example of chunked learning

54. The Offer For a free tour of the Compliance & Management Rapid Learning Center Call 877-792-2172