Micro-Video + Manager Training = High-Performing Employees
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Congratulations! You’ve developed the greatest training program ever. The content is ideally suited to your business problems, the technology works and the employees seem to like it. There’s only one problem: Nobody knows what to do with it when they return to their jobs. We need our employees to learn, retain and then apply what they learn to reach higher levels of performance. But how many times do we fail to see the ROI we expect? How many times do we fail to see really good content applied on the job? How many times do we have to go back to the CFO and explain why the ROI we expected never materialized? Join us for this complimentary TrainingIndustry.com webinar sponsored by BizLibrary. Your host, Erin Boettge, content marketing manager at BizLibary, will provide easy-to-understand insights on: How to help employees apply their learning and improve job performance The manager’s role in employee retention and training ROI How microlearning is a great tool for helping employees acquire skills just when they need them
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Micro-Video + Manager Training = High-Performing Employees
- 2. Presenting Today Erin Boettge Content Marketing Manager BizLibrary eboettge@bizlibrary.com Follow along on Twitter: #BizWebinar @BizLibrary Krista Brubaker Marketing Coordinator BizLibrary kbrubaker@bizlibrary.com
- 3. BizLibrary helps organizations succeed by improving the way employees learn. www.bizlibrary.com/free-trial
- 4. We need a learning revolution: in the schools, at home, and in the workplace. Although the science of learning has made enormous advances over the past decade, its discoveries have remained restricted to academic journals and conferences. It’s time to liberate this knowledge for the good of learners everywhere.” SOURCE: Annie Murphy Paul, The Science of How We Learn, Time Magazine (online)
- 6. Learn Moment of need Apply Improve job performance Retain The 3 Functional Components of Effective Employee Training
- 7. Encoding Short-term memory, observations, memory traces and what we’ve seen (limited capacity) Retrieval Forced retrieval is most effective after time intervals and some forgetting has occurred Consolidation Time scientists believe the brain replays or rehearses the learning, new knowledge next to neural markers Human Learning Process
- 8. The three elements cannot be separated… though we try.
- 9. LEVEL 1 LEVEL 4 LEVEL 2 LEVEL 3 LEVEL 5 Kirkpatrick – Phillips Model
- 10. Kirkpatrick – Phillips Model LEVEL 1 LEVEL 4 LEVEL 2 LEVEL 3 LEVEL 5 Reaction Participant satisfaction
- 11. Kirkpatrick – Phillips Model LEVEL 1 LEVEL 4 LEVEL 2 LEVEL 3 LEVEL 5 Learning Knowledge, skills and attitudes
- 12. Kirkpatrick – Phillips Model LEVEL 1 LEVEL 4 LEVEL 2 LEVEL 3 LEVEL 5 Behavior Application and on-the-job learning
- 13. Kirkpatrick – Phillips Model LEVEL 1 LEVEL 4 LEVEL 2 LEVEL 3 LEVEL 5 Results Business impact
- 14. Kirkpatrick – Phillips Model LEVEL 1 LEVEL 4 LEVEL 2 LEVEL 3 LEVEL 5 ROI Return on investment
- 15. ROI + Business Benefit Require Application That’s why the Kirkpatrick/Phillips Model still matters… Employees must learn . . . Employees must retain what they’ve learned Employees must apply what they’ve learned to improve performance Simple, right? Should be, but too many organizations struggle with it.
- 16. No matter how much you invest into training and development, nearly everything you teach to your employees will be forgotten. Indeed, although corporations spend 60 billion dollars a year on training, this investment is like pumping gas into a car that has a hole in the tank. All of your hard work simply drains away.” SOURCE: Art Kohn, PHD, Professor, Author and Consultant
- 17. Hermann Ebbinghaus: The Forgetting Curve
- 19. 10 MIN. 2 DAYS 2 WEEKS 2 MONTHS Overcoming the Curve 2 + 2 + 2
- 20. Retention Ecosystem Content + Delivery + Capabilities Systems and Processes Stakeholders
- 21. Retention Ecosystem + Application, Processes, Systems and Stakeholders
- 22. 0 1 2 3 4 5 6 7 8 9 10 Trainer Employee Manager Trainer Employee Manager Trainer Employee Manager Usage Impact POST EVENT PRE Impact for Training Transfer Most Powerful Least Powerful Source: Barbara Carnes, Making Training Stick
- 23. 0 1 2 3 4 5 6 7 8 9 10 Trainer Employee Manager Trainer Employee Manager Trainer Employee Manager Usage Impact PRE Impact for Training Transfer Most Powerful Least Powerful Source: Barbara Carnes, Making Training Stick
- 24. 0 1 2 3 4 5 6 7 8 9 10 Trainer Employee Manager Trainer Employee Manager Trainer Employee Manager Usage Impact EVENT Impact for Training Transfer Most Powerful Least Powerful Source: Barbara Carnes, Making Training Stick
- 25. 0 1 2 3 4 5 6 7 8 9 10 Trainer Employee Manager Trainer Employee Manager Trainer Employee Manager Usage Impact POST Impact for Training Transfer Most Powerful Least Powerful Source: Barbara Carnes, Making Training Stick
- 26. 0 1 2 3 4 5 6 7 8 9 10 Trainer Employee Manager Trainer Employee Manager Trainer Employee Manager Use / Frequency Power / Impact POST EVENT PRE Impact for Training Transfer Most Powerful Least Powerful Biggest disconnect is our perception of the impact during the event and the reality. Source: Barbara Carnes, Making Training Stick
- 27. 0 1 2 3 4 5 6 7 8 9 10 Trainer Employee Manager Trainer Employee Manager Trainer Employee Manager U s e POST EVENT PRE Impact for Training Transfer Most Powerful Least Powerful Manager pre-training has the biggest impact. Trainer pre-training has the second biggest impact. Manager post training has the third biggest impact. Source: Barbara Carnes, Making Training Stick
- 28. Managers Before Training Difference between current state of performance and desired state? ROOT cause analysis What are the real problems? Performance gap, not needs analysis
- 29. Root Cause Analysis Ask why until you can’t ask why anymore… Is training the solution?
- 30. 6 Best Practices for a Manager to Support Learning 1. Identify performance gaps 2. Identify skill and competency gaps 3. Make the employees stakeholders 4. Get involved and be a good example 5. Incorporate learning into day-to-day work 6. Celebrate and recognize $ $ $ @
- 31. Manager Curriculum Performance Emotional Intelligence Delegation Engagement / Motivation Listening Skills Strategic Thinking Coaching Presentation Skills Leadership
- 32. 10 MIN. 2 DAYS 2 WEEKS 2 MONTHS After training begins: • Ask questions about content • Ask reflection questions • Suggestion additional videos
- 33. Sample Reflection Question According to the webinar materials so far, how might you involve your managers in the planning of your next employee training effort?
- 34. 10 MIN. 2 DAYS 2 WEEKS 2 MONTHS 48 hours: • Coaching on content and learning objectives • Performance improvement as goal Overcoming the Curve | Managers as Assets Systems and Processes: 2+2+2
- 35. Poll Question In your organization, how do your managers support employees in the application of new things to their jobs :
- 36. In your organization, how do your managers support employees in the application of new things to their jobs : a. Our managers offer little support, mostly because they are not committed to learning and development themselves. b. Our managers offer little to no support, mostly because they are not willing to do so. c. Our managers offer little to no support because they do not know how to do so. d. Managers provide some support, but not enough. e. Managers are well-trained, involved and provide excellent support across the board. f. Something else.
- 37. 10 MIN. 2 DAYS 2 WEEKS 2 MONTHS 2 weeks later: • Use case: give the employee a new situation to explore with new visual clues Overcoming the Curve | Managers as Assets Systems and Processes: 2+2+2
- 38. 10 MIN. 2 DAYS 2 WEEKS 2 MONTHS 2 months later: • Manager / employee review of quiz answers • New set of hypotheticals with visual examples Overcoming the Curve | Managers as Assets Systems and Processes: 2+2+2
- 39. Overcoming the Curve Manager Key for the 2 Month Mark Employees should be applying what they’ve learned . . . . • Compare new levels of performance to performance gap analysis • Still gaps? • What part of learning is and is not being applied? • Managers must explore any barriers to application of learning now!
- 40. Sample Question for Managers Provide a specific instance where you had a problem applying the active listening skills training we’ve been working on over the last two months? • What happened? • What do you think caused the problem? • What might you have done differently? • What was the outcome?
- 41. Stakeholder • Employees and managers are part of interconnected system of learning (encoding), consolidation and retrieval. • And in the end - application! • Employees and managers alike must see value and purpose behind learning. • Managers must know how to incorporate learning into work environment.
- 42. The contextual cues in the learning and remembering situations. The difficulty of the retention test. The power of the learning methods used. The type of material being learned. Connect Stakeholders to Content The amount of time the learning has to be retained.The learners’ prior knowledge and motivation to learn. SOURCE: How Much Do People Forget? Will Thalheimer
- 43. Content’s Relation to Learner When content is important to learner, relevant to their experience and based upon things they already know.
- 44. Content Design and Delivery • Visual content (video) works best, short bursts both before forgotten and for retention purposes • Anchor learning with context – visual cues – works best • Make recollection of content difficult but not impossible. Review with correct answers after intervals - allow some forgetting to occur
- 45. Key Take-Aways Employee application of learning to improved job performance BEGINS before training programs ever start! Managers are a crucial part of the retention/application ecosystem to drive ROI and business benefits. Micro-learning can be a great tool to help employees in moment of need (direct application) of newly acquired skills to job performance. www.bizlibrary.com
- 46. What to Say When: You See An Opportunity To Do Things Better “What to Say When” Video Series 1. Someone Criticizes You 2. A Team Member is Uncooperative 3. You Need to Break A Commitment 4. The Boss Keeps Changing Priorities 5. You Need To Persuade a Colleague … and more
- 47. Human Resources: Insights and Strategies HR Insights and Strategies Video Series 1. HR Strategy and Management 2. HR Dashboard of Metrics and Analytics 3. Managing Recruitment Effectively 4. Implementing Successful Training 5. Reward and Remuneration 6. Performance Appraisals 7. Confidentiality Obligations of HR 8. The Induction Promise
- 48. Try out these video lessons and more! Let us know if you’d like a free trial of BizLibrary’s online course collection. www.bizlibrary.com/free-trial