effective learning systems mike kunkle - general

effective learning systems
:: mike kunkle ::
october 2014
improve human performance and deliver business impact through training and more

Mike Kunkle
Transform Sales Results with Effective Learning Systems
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training is not
delivering results

Mike Kunkle
3
training can have
a massive impact

Mike Kunkle
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goal:
arm you to
think differently
about training
to make a difference

current state of training
Hope
Reality
agenda – current state
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:: mike kunkle :: transforming business results ::

agenda – solution content design managers transfer coaching measures perf. mgt.
integration alignment
change
the big three top-producer practices engaging line managers managing change.
framework
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current state: training spend
55.4
training expenditures 2008-2013
in $ billions
39.9
5.7
source: http://www.trainingmag.com/sites/default/files//2013_Training_Industry_Report.pdf
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current state: training spend
source: http://www.trainingmag.com/sites/default/files//2013_Training_Industry_Report.pdf
average training budgets by company size: large - $17.6mm midsize - $1.2mm small - $301k
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current state: results
training ATD (formerly ASTD): in 2012, half the respondents felt that 50% or less of training was relevant to their job McKinsey: 75% of training programs fail to contribute to the success of the business CEB: 50% of frontline managers believe shutting down the training department would have no impact on employee performance
coaching Nightingale-Conant: 67% of managers aren’t coaching & 52% are “too busy” Objective Management Group: only 15% of managers spend 25% of their time coaching Sales Management Association: frontline sales managers spend only 26% of their time managing performance (setting expectations, monitoring, coaching and development)
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framework effective learning systems integration, alignment, change
the big three
solution: framework or the big three content design managers transfer coaching measures perf. mgt.
change
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framework most common training focus
change
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solution: framework content design managers transfer coaching measures perf. mgt.
change
framework the difference
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solution: framework content design managers transfer coaching measures perf. mgt.
change
framework combined – very powerful it’s rare competitive differentiation
“our people are our greatest asset!”
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solution: framework
but mike… (you ask)… “what if we don’t have the… time resources budget support?”
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the big three content managers change
change
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remember the current state?
the ugly facts…
this looks hard – why bother?
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this works better
some real results… $398MM YOY, $9.96MM profit increase, 400% roi increased sales results 600% over previous year while decreasing net operating expenses by 21% increased sales per rep by 47% in 9 months improved average profitability per rep by 11% in 4 months new-hire 4-month reps outperform 5-year employees increased sales per rep in the 90-day period post-training by 2.3 per month (revenue increase of $36.6mm in 12 months).
this looks hard – why bother?
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it impacts us all
because…
:: we all attend training
:: some of us will send employees
:: we have a fiscal responsibility (business sense)
:: it’s ethical
:: we believe that:
-people are important assets…
-and a competitive differentiation
and why should we care?
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content: top producer practices task analysis
–what do they do? sequence?
–why?
–how do they do it? when? (where?) business process methods and practices performance levers* compare top & middle – differentiators continue | start | stop lists build content around replicable skills.
* my performance lever methodology for later reading: http://slidesha.re/PerfLevers082011
content
solution: the right content
priority focus
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sound instructional design process, not events chunk, sequence, layer separate knowledge and skill elearning, virtual, classroom blends focus on honing skills performance support build in feedback and accountability.
design
solution: learning design
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basic instructional design for later reading: http://bit.ly/BasicISD

involve managers; improve skills get buy-in for employee training assess top manager performers day in the life studies & best practices gap analysis | differentiators continue | start | stop lists build content around replicable skills.
managers
solution: frontline manager engagement
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get the training used on the job design transfer plans into learning process assess at various stages use performance support build social/community reinforcement consider mobile & gamification provide manager toolkits connect reps & managers before, during and after training.
transfer
solution: planned transfer
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get managers coaching train mgrs. 1st on emp. programs & coaching mgrs. monitor progress through learning mgrs. attend class w/ emp. as an in-class coach mgrs. reinforce, train and coach, as taught develop very-specific coaching programs
–diagnose: form hypothesis
–dialogue + observe: confirm performance gaps
–develop: solutions based on gap type
–do: implement solutions to improve performance.
coaching
solution: coaching excellence
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what gets measured gets done agree on lead and lag indicators and verifiable outcomes for both learning & performance report progress throughout training develop post-learning reporting establish regular cadence with manager/coaches do testing over time (retention checks) and skill usage surveys communicate success stories.
measures
solution: metrics & measures
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set expectations & manage performance beyond manager support for learning, training & coaching establish a cadence of check-ins
–review of activity plans, results, and dialogue / observation / coaching managers counsel and manage performance as needed, holding employees accountable senior leaders hold managers accountable.
perf. mgt.
solution: performance management
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this is all really change management link training to business strategy ask for top-down support establish clear roles & responsibilities communicate change plans, rationales, goals, risks, metrics, and impact establish regular and open communication with leadership teams – share success stories find and address issues quickly.
solution: integration, alignment, change
integration alignment change
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the big three this is the minimalist approach not as impactful as the full framework much better than the current state if unable to implement a full-fledged learning system, start here
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1.build content based on differentiating top-producer practices
2.engage managers in content, training, coaching and performance management
3.execute an aligned change plan with discipline
the big three

what’s on your mind?
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questions thoughts concerns ideas
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appendix
effective learning systems
:: mike kunkle ::
:: transforming business results ::

about mike
mike is a training and organization effectiveness leader with special expertise in sales force transformation.
after his initial years on the frontline in sales and sales management, he spent the next 21 years as a corporate manager or consultant, leading departments and projects with one purpose – improve sales results.
today, in his role as commercial training & development leader for GE Capital, mike uses his in expertise in best-in-class learning strategies, methods, processes, and change leadership to develop the capabilities of sales representatives and sales managers to drive business results.
mike freely shares his own sales transformation methodology, speaking at conferences and writing online (see http://slidesha.re/PerfLevers082011 and http://bit.ly/EffectiveSalesLearningSystems as examples) and can be reached at <mike at mikekunkle dotcom>, through his blog at http://www.mikekunkle.com, or on various social media sites.
–linkedin
–twitter
–google+
–slideshare
let’s get connected!
http://www.mikekunkle.com/about-me
the thoughts and opinions expressed here are my own
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performance lever presentation http://slidesha.re/PerfLevers082011
training industry stats http://www.trainingmag.com/sites/default/files//2013_Training_Industry_Report.pdf
more on effective learning systems http://www.mikekunkle.com/2014/07/30/stop-wasting-money-on-sales-training/ http://www.slideshare.net/MikeKunkle/sales-training-mission-impossible-or-mission-accomplished- 09062013-slide-share http://blogs.richardson.com/2013/07/03/using-tailored-post-program-sales-coaching-to-get-results- from-sales-training/ http://hrcouncil.ca/hr-toolkit/learning-implementing.cfm http://humanresources.about.com/od/trainingtransfer/fl/9-more-tips-for-training-transfer.htm (see “more tips” links at bottom of article) http://www.trainingindustry.com/media/16392137/training_s_role_in_implementation_of_strategic_ sales_initiatives_v5.pdf
appendix: resources to explore
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effective learning systems mike kunkle - general

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