Managing ROI Through Hig-Impact Learning
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The document discusses how to maximize training ROI through high-impact learning. It describes how one company shifted from a "spray and pray" training approach to a blended, high-impact approach focused on ownership, accountability, prioritizing learners and needs, and skills transfer. This resulted in higher certification and retention rates, more people becoming fully licensed and generating revenue sooner.
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Managing ROI Through Hig-Impact Learning
- 1. Maximizing Training ROI Through High-Impact Learning …A Case Study HR.com Gus Prestera, PhD Technology Enabled Learning Learning & Performance Strategist 11:00 am, Eastern gus@presterafx.com June 6, 2012 www.presterafx.com
- 2. Housekeeping • Use “Question” area to submit questions • Use “Raise Hand” to respond to quick polls • Will address questions at the end
- 3. War of Attrition 100% 90% Training 80% Self Study License 70% Exams 60% 50% No Man’s Attrition Land 40% Retention 30% On Full 20% Commission 10% 0% Hired >Wk6 Mo 3 Mo 6 Mo 9 Mo 12 Mo 15 Mo 18 Mo 21 Mo 24
- 4. “Pimp” My Curriculum Spray & Pray Approach High Impact Approach More sticky • Sage-on-the-Stage • Blended delivery • Class size: 150-250 • Lean content • 10-hour days • Practice/context-rich More impact • 6-Week ILT • 17-Week Certification • Then self-study • Then high-impact ILT More quickly “Old & Busted” “New & Hotness” Less waste
- 5. Business Impact 100% 90% License Exams Training 80% 70% Certifications 60% On Full On Partial 50% Commission Commission Attrition 40% Retention 30% High Impact Training 20% Focal Point 10% 0% Hired Wk 6 Mo 3 Mo 6 Mo 9 Mo 12 Mo 15 Mo 18 Mo 21 Mo 24
- 6. How did we do it?
- 7. Principles | High Impact Learning 1. Share Ownership: Stakeholders must Share Ownership own learning process and outcomes Create Accountability 2. Create Accountability: Without it, expect no impact Prioritize Learners 3. Prioritize Learners: Who produces ROI Prioritize Needs and warrants more investment? 4. Prioritize Needs: Channel resources to mission-critical needs Transfer Skills 5. Transfer Skills: Focus on transfer, your best predictor of individual success and ROI
- 8. 1. OWNERSHIP Stakeholders must own the learning process and outcomes
- 9. Self-Paced Learning Self-Paced Learning 1. E-learning Tutorials 2. Online Simulations 3. Online Assessments 4. Books Authentic Action 5. Intranet Sites Assess- Learning ment 6. Internet Sites 7. Workbooks On-The-Job Learning
- 10. Action Learning Self-Paced Learning 1. Application Assignments 2. Planning Assignments 3. Job Shadowing Authentic Action Assess- Learning ment On-The-Job Learning
- 11. OTJ Learning Self-Paced Learning 1. Weekly practice sessions 2. Study groups 3. 1:1 Mentoring Authentic Action Assess- Learning ment On-The-Job Learning
- 12. Authentic Assessment Self-Paced Learning 1. 1:1 Manager coaching 2. Knowledge Test 3. Performance Test Authentic Action Assess- Learning ment On-The-Job Learning
- 13. 2. ACCOUNTABILITY Without it, expect no impact
- 14. Accountability for Results Business Business unit leaders created Unit MBOs related to head count targets, revenue from new Associates, and ROI Associates Account Managers (Learners) -ability Coaches
- 15. Accountability for Results Business Unit Associates Account Managers (Learners) -ability Managers had variable comp tied to Associate-related MBOs, so Coaches their success was tied to the success of their Associates
- 16. Accountability for Results Business Unit Associates Account Managers (Learners) -ability Coaches were compensated and recognized…coaching success evaluated as part of their career Coaches development
- 17. Accountability for Results Associates Failure to pass Business Unit certification exams and performance assessments grounds for termination Associates Account Managers (Learners) -ability Coaches
- 18. 3. PRIORITIZE LEARNERS Who produces ROI and warrants more investment?
- 19. Investing in the High Potentials Phase 3: Individualized “Establishing a Complete Practice” Phase 2: High-Impact “Growing the Year $ Star Business” One $ Performers Licensed Phase 1: Month 3 Certification and Certification Certified “Getting $ Started” New Hire Associates Bad hires and low performers wash out
- 20. 4. PRIORITIZE NEEDS Channel your resources to mission-critical needs
- 21. How do you prioritize needs? Skill Complexity Skill Importance low high low 1 3 Throw the kitchen sink at it! high 2 4
- 22. Let’s look at an example of how the savings were spent.…
- 29. 5. TRANSFER SKILLS Focus on transfer, your best predictor of individual success and ROI
- 30. The Learning Process How do we support learning over time? Knowledge Skill Building Fluency Awareness Skill Skill Building Mastery Transfer Barriers to Transfer Skill Skill Building Refresh Prestera & Marker, 2006 31
- 31. Performance Engineering Model Information Resources Incentives • Clear • Materials, tools • Financial rewards Organizational expectations • Time • Factors • Relevant Recognition, prais • Working feedback e conditions • Clear instructions • Positive work environment Knowledge Capacity Motivation • Know-how • …to learn • …to learn Individual • Skills • …to perform • …to perform Factors • Fluency • …to improve • …to improve Gilbert, 1970 Human Competence
- 32. Performance Solutions Information Resources Incentives • Clear • Materials, tools • Financial rewards expectations • Clarify expectations • Provide resources • Time • • Incentivize performance • Provide feedback• Relevant • Improve tools Recognition, prais • Recognize performance • Working feedback • Provide instructions • Ergonomics e • Cultural change conditions • Clear instructions • Positive work Knowledge Capacity Motivation • Know-how • …to learn • …to learn • Simplify • …to perform work • Coach perform • …to • Formal learning• Skills • Development • Hold accountable • Informal learningFluency • • …to improve • …to improve • Hire/Replace • Hire/Replace
- 33. What does it take to succeed? Generate 30 new leads per week Hold 5 appointments per week with qualified leads Spend at least 6 hours per day on prospecting $150,000 in new assets per week
- 34. Wrapping up….
- 35. Questions? 1. Share Ownership: Stakeholders must Share Ownership own learning process and outcomes More sticky Create Accountability 2. Create Accountability: Without it, expect no impact More impact Prioritize Learners 3. Prioritize Learners: Who produces ROI Prioritize Needs and warrants more investment? More quickly 4. Prioritize Needs: Channel resources to mission-critical needs Less waste Transfer Skills 5. Transfer Skills: Focus on transfer, your best predictor of individual success and ROI
- 36. Thank you! Please complete survey Maximizing Training ROI Through High-Impact Learning …A Case Study HR.com Gus Prestera, PhD Technology Enabled Learning Learning & Performance Strategist 11:00 am, Eastern gus@presterafx.com June 6, 2012 www.presterafx.com
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- Maximizing Training ROI Through High-Impact Learning: A Case StudyDoes your enterprise learning organization spend large amounts of money on training with little apparent effect on business results? That’s not unusual. Training dollars are often spent on knowledge transfer rather than performance support, when the latter has a stronger correlation with improved organizational effectiveness. Training dollars are often spent on infrastructure that is poorly architected and content that is poorly designed, so asset utilization rates are generally low. Training dollars are often not linked to core business results in any serious manner with true accountability and consequences in place to back up an organizational commitment to learning. These dysfunctions are commonplace, yet there are exceptions, and we can learn from them. I’ll share with you some ways to combat low training ROI, leveraging a recent case study. A global financial services firm with a national network of brokerage offices housing more than 10,000 Financial Advisors found that it was spending too much on Associate on-boarding while yielding a poor return on investment. The on-boarding program was costly yet ineffective, because it relied completely on classroom training, was poorly designed and developed, lacked management support, and took too long to complete. In this webinar, we’ll discuss how the curriculum was re-designed to make better use of technology and to drive performance outcomes more quickly and cost-effectively. Specifically, we’ll discuss how the team leveraged High Impact Learning principles to prioritize learning needs and concentrate training resources on the places where it would have the greatest impact on organizational performance. By picking their battles wisely, making practical use of technology, and investing in high-impact training where it could do the most good as well as high-efficiency training where it couldn’t, they maximized ROI for their organization. Short Description: Does your organization spend large amounts of money on training with little apparent effect on business results? That’s not unusual, but I’ll share with you some ways to combat low training ROI, leveraging a recent case study. Specifically, we’ll discuss how the team leveraged High Impact Learning principles to prioritize learning needs and concentrate training resources on the places where it would have the greatest impact on organizational performance. By picking their battles wisely, making practical use of technology, and investing in high-impact training where it could do the most good as well as high-efficiency training where it couldn’t, they maximized ROI for their organization. 3 Things You Will Learn: After attending this session, you will learn:How to prioritize enterprise learning needs effectivelyTechniques for driving business results and creating ROITechniques for managing costs to maximize ROI
- By doing this, we are able to reinvest some of the savings from phase 1 into phases 2 and 3, where the ROI was going to be greater.