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.
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
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
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
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
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”
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
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
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
Hinweis der Redaktion
GO TO YOU HANDOUT[ASK] How do you know that training works or doesn’t work?” [USE THE FLIP CHART – WRITE DOWN THE FOUR LEVELS AS THE AUDIENCE BRINGS THEM UP]The technical term for what we just described is “training evaluation.” The model that everybody uses was created by Donald Kirkpatrick back in the 1950s. He did his Ph.D. thesis on it. It’s extremely simple, without being simplistic, and totally intuitive. When evaluating a trainingyou look at it from four levels. Let’s say you sent a salesperson named Jane to a two-day training session. You invested a lot of money in this training, so you naturally want to know whether you got a payoff. Here, according to Kirkpatrick’s model, is what you’d look at:1. Reaction: what did Jane think of the program. She loved it. She’s fired up.2. What did Jane learn – let’s say she learned a technique called High-Probability Selling method for prospecting. It taught specific behaviors for dis-qualifying non-buyers and identifying real ones.3. Behavior – you want to know if Jane is actually implementing the techniques she learned4. Results – Did her sales results improve.GO TO HANDOUT AND LOOK AT SKIM THROUGH THE RESPONSES.
Here’s some bad news for anybody who’s spending money on training.ASTD Benchmarking Forum survey to determine what percentage each of Kirkpatrick's four levels are used in organizations: These stats tell an awful story. The only reason to do training is to get results. But most people aren’t tracking them. The 3% and 13% numbers are shocking, but you can sort of see why they’re so low. It’s pretty hard to observe behavior changes and it’s really hard to map training directly to results. I’m most intrigued by the 37% for learning because it’s relatively simple to determine if somebody learned something at training. You could ask them, what did you learn? You could give a quiz? Have them write a one-page summary. But 60%+ of the time that’s not happening. [WHAT ASSUMPTIONS IS A MANAGER MAKING IF HE/SHE DOESN’T EVEN ASK “WHAT DID YO LEARN?”That many managers do “feel good” training. They know they’re supposed to train their people. They’ve got some budget for it. So they pay $20k or whatever and bring in an outside consultant. And they figure, “Okay, I’m done.” They believe training is an event, not a process.
Here’s some bad news for anybody who’s spending money on training.ASTD Benchmarking Forum survey to determine what percentage each of Kirkpatrick's four levels are used in organizations: These stats tell an awful story. The only reason to do training is to get results. But most people aren’t tracking them. The 3% and 13% numbers are shocking, but you can sort of see why they’re so low. It’s pretty hard to observe behavior changes and it’s really hard to map training directly to results. I’m most intrigued by the 37% for learning because it’s relatively simple to determine if somebody learned something at training. You could ask them, what did you learn? You could give a quiz? Have them write a one-page summary. But 60%+ of the time that’s not happening. [WHAT ASSUMPTIONS IS A MANAGER MAKING IF HE/SHE DOESN’T EVEN ASK “WHAT DID YO LEARN?”That many managers do “feel good” training. They know they’re supposed to train their people. They’ve got some budget for it. So they pay $20k or whatever and bring in an outside consultant. And they figure, “Okay, I’m done.” They believe training is an event, not a process.
This is kind of what he was saying about his client
Interesting tidbit. Even the Vatican has caught on to chunking. Isn’t the Vatican the most conservative organization on earth? The last one to embrace change?