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The world is more competitive than ever.
Learning is essential to keep pace.
Training is Significant investment.
Getting a return on that Investment requires both
‘Great Learning & Great Learning Transfer’.
Great Learning Transfer requires us to go on beyond
traditional Learning.
--- Beyond traditional Design Models
Why the “focus” on “Results”
@sbabu1671
How do you define
“Learning Transfer”?
@sbabu1671
What is Learning Transfer ?
Learning Transfer
Is the process of
Putting learning to Work
In a way that
improves performance.
-Wick et al(2010); 6 Disciplines of Breakthrough Learning
@sbabu1671
Two Questions Drive Transfer
• Can I
• Will I
@sbabu1671
Two Questions Drive Transfer
Can I
Will I
Did the Training Program actually teach me HOW
Do I have the Opportunity to
Am I Motivated to make the effort
-Do I think it will help me
- Will anybody notice if I do
- What does my manager think
- What do my peers think
@sbabu1671
Six Disciplines work together to unlock learning transfer to ensure both
great learning and great results.
@sbabu1671
Only reason that learning organizations exist is to
Drive Business Outcomes
Impart new knowledge and skills
Keep Employees happy and engaged.
Reduce the cost of doing business
Increase revenue
Business Case For Learning
@sbabu1671
Business Case For Learning
Our Product is Improved Performance
• Not Courses or Programmes.
Our Value is the extent to which performance improves
• Not whether people liked the learning
• Or even how much they learned.
@sbabu1671
Define Business Outcomes
What`s the Big Idea
• Training is a business function.
• The Goal is to drive Business
Outcomes.
• Learning Objectives are still necessary.
o But not sufficient
• We need to articulate benefits, not
just features.
@sbabu1671
Learning Vs Business Outcomes
Traditional Learning
Objectives Business Outcomes
Time Frame
Focus
@sbabu1671
Define Business Outcomes
Post attending Training Program, the learner will be
able to correctly define each steps of Selling Skill
process and give an example of how they could used
for in-clinic discussion effectively.
@sbabu1671
Define Business Outcomes
Post attending Training Program, the learner will be
able to correctly define each steps of Selling Skill
process and give an example of how they could used
for in-clinic discussion effectively.
Learner will be able to apply Selling Skills principles
for in-clinic discussions and effectively increase sales
by 10%.
@sbabu1671
Define Business Outcomes
1. What Business
Needs will be
met
@sbabu1671
Define Business Outcomes
What Business
Needs will
be met
What will
participants
do
differently
and better
What or Who
could
confirm
these
changes
What are the
specific
criteria of
success
SURROUND
What
Business
Needs
will be met
What
Will Participants
Do different
& Better.
What & Who
Could confirm
Do different
& Better.
What
Are the
Specific
Criteria for
Success
TRANSFER CLIMATE
What
Else need
To be in
Place
@sbabu1671
What can you do now
1. Review your Course Descriptions
2. Do they describe business benefits or just the
features (length, place, topics covered etc)
3. Connect to business sponsor
4. How business define success
5. Rewrite descriptions to focus on outcomes and
test them with stakeholders
@sbabu1671
Finish Line of Learning
Question
When you award certificates, medals or credit, when do you give them?
-As soon as people sign up for the course
-When they complete the class or elearn module.
-When their on-the-job-performance improves
@sbabu1671
Design the complete Experience
Learning is a process
-Not just a event.
What happens before and after training is as important as training itself.
The learning organisation does not control all the steps.
-However it can and should influence them
@sbabu1671
An Example
Leading Insurance Organisation
4 Phase Leadership Development Seminar
1 Pre Course Teleconference
2 Preparatory Work
3 Week Long Intensive Training Programme
4 10 Weeks Learning Transfer support
5 3 months post course webcast
@sbabu1671
What can we do now
Look at “Application Scorecard” to ensure that your design addresses the
complete experience.
Programs that include only part of it are incomplete and likely to fail
@sbabu1671
@sbabu1671
@sbabu1671
@sbabu1671
Deliver for Application
What`s the big idea?
Help Learners cross the learning-doing gap.
Instructional method affects transfer success.
Active learning with practice and feedback is
essential.
o Most programmes try to convey too much
information
@sbabu1671
Deliver for Application
Content
Covered is
Not Content
Learned
Evidence-Based Training Methods: A Guide for Training Professionals
by Ruth Colvin Clark
@sbabu1671
Key Concepts
For adult learners, relevance and utility are
paramount.
We need to link learning topics and exercise
to business outcomes.
@sbabu1671
What you can do now
Try to draw the value chain for all programs
Are the links strong? Can they be improved?
Desired Business
Outcomes
Skills & Behaviors
Required
Planned Learning
Experiences
@sbabu1671
Perception of Effectiveness
Voice of Customer
• Only one quarter of
respondents to a recent
• McKinsey Survey said
their Training &
Development programs
measurably improved
business performance.
@sbabu1671
Driving Learning Transfer
What`s the “Big Idea”?
Great Learning is essential.
You need both great learning and effective transfer.
No Transfer = No Results.
ACQUIRE
NEW
SKILLS
&
KNOWLEDGE
TRANSFER
TO
WORK
IMPROVE
PERFORMANCE
@sbabu1671
Learning Transfer is Vital.
LEARNING X TRANSFER = RESULTS
LEARNING RESULTS
TRANSFER
Old
Finish
Line
New
Finish
Line
@sbabu1671
Key Concepts
Transfer is the usually the missing link between
Training & Results.
• Greatest Source of Training Crap
• Best Opportunity to increase value.
@sbabu1671
Typical Results
.
@sbabu1671
.
To change behaviour and get
the results you want, you need
structure, support,
and accountability.
—Ken Blanchard, Know Can Do!
@sbabu1671
Transfer Support
TRANSFER
Reminders
Reflection
Accountability
Coaching
Collaboration
Content
@sbabu1671
What you can do now
Evaluate the transfer climate of a critical program.
Is transfer activity managed or left to chance.
Are you providing enough structure, Support,
Accountability.
If not,
• Include learning transfer support in program
designs.
• Explore the usage of automated transfer support
systems.
@sbabu1671
Value of Performance Support
When is performance support more valuable.
a) When trying to master a new skill
b) When error is intolerable.
c) When performance is rarely done task.
d) When procedures change frequently.
e) All of the above.
@sbabu1671
Deploy Performance Support
What`s the “Big idea”?.
-Performance support is vital
When learning new skills.
-Support increases learning
transfer & Business value.
-Can take many forms
• Job Aids
• Coaches
• Systems
Support
Only
Accountability
Only
Accountability
Plus Support
@sbabu1671
Impact of Managers
Research proves that
“Immediate manager
has the potential to
either make or break
any training effort”.
Your Success depends on line managers
Enhance Engagement
Provide Specific
Instructions
Worksheets &
Checklists
@sbabu1671
What you can do
1. Review a Critical Program
o Does it include all performance support.
If not add it.
2. Poll recently attended learners on the level of
managerial engagement.
o Share results with Senior management.
3. Provide managers with short, practical guides for
getting the most out of training program.
@sbabu1671
What matters
The only result that business leaders care
about from a training programme is the
financial ROI
a) True
b) False
@sbabu1671
Document Results
What’s the “Big Idea”?
Training must add value.
Measurement is essential.
-To prove value
-To improve future offerings.
@sbabu1671
Guiding Principles.
Time Line from Learning to results
Intermediate
In Process
Check Data
Measures That really
Matters to
business
Training or
Other Structured
Learning
Acquisitions of New
Skill &
Knowledge
Transfer
Learning
To Work
Improved
Performance &
Business Outcomes
@sbabu1671
Learning Vs Business Metrics.
Training needs to know Business want to know
How many people did we train?
How much did it cost?
How many courses did we
offer?
Were the facilitators effective?
Did they learn the material?
Are People Performing better?
@sbabu1671
Guiding Principles
Relevant- To the business
objectives.
Credible – Believable &
Unbiased.
Compelling – Leads to
action
@sbabu1671
Key Concepts
You must measure what you
claim.
o D6 must reflect D1.
Business leaders do not know or
care of Kirkpatrick.
o Report business in business
language, not learning jargon.
@sbabu1671
What you can do now
Discuss a critical program with
the business sponsor
o What are the criteria for
success
o Do they feel you are providing,
relevant, credible and
compelling evidence of
success.
Make evaluation a required part
of program design.
@sbabu1671
Putting it all together.
Applied the 6Ds to a program
Results-
Reduced client time to readiness.
Increased performance of new hires
Increased first year retention rates.
Cut program costs
Required Commitment to all phases of learning.
@sbabu1671

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6 Disciplines of Breakthrough Learning

  • 1. The world is more competitive than ever. Learning is essential to keep pace. Training is Significant investment. Getting a return on that Investment requires both ‘Great Learning & Great Learning Transfer’. Great Learning Transfer requires us to go on beyond traditional Learning. --- Beyond traditional Design Models Why the “focus” on “Results” @sbabu1671
  • 2. How do you define “Learning Transfer”? @sbabu1671
  • 3. What is Learning Transfer ? Learning Transfer Is the process of Putting learning to Work In a way that improves performance. -Wick et al(2010); 6 Disciplines of Breakthrough Learning @sbabu1671
  • 4. Two Questions Drive Transfer • Can I • Will I @sbabu1671
  • 5. Two Questions Drive Transfer Can I Will I Did the Training Program actually teach me HOW Do I have the Opportunity to Am I Motivated to make the effort -Do I think it will help me - Will anybody notice if I do - What does my manager think - What do my peers think @sbabu1671
  • 6. Six Disciplines work together to unlock learning transfer to ensure both great learning and great results. @sbabu1671
  • 7. Only reason that learning organizations exist is to Drive Business Outcomes Impart new knowledge and skills Keep Employees happy and engaged. Reduce the cost of doing business Increase revenue Business Case For Learning @sbabu1671
  • 8. Business Case For Learning Our Product is Improved Performance • Not Courses or Programmes. Our Value is the extent to which performance improves • Not whether people liked the learning • Or even how much they learned. @sbabu1671
  • 9. Define Business Outcomes What`s the Big Idea • Training is a business function. • The Goal is to drive Business Outcomes. • Learning Objectives are still necessary. o But not sufficient • We need to articulate benefits, not just features. @sbabu1671
  • 10. Learning Vs Business Outcomes Traditional Learning Objectives Business Outcomes Time Frame Focus @sbabu1671
  • 11. Define Business Outcomes Post attending Training Program, the learner will be able to correctly define each steps of Selling Skill process and give an example of how they could used for in-clinic discussion effectively. @sbabu1671
  • 12. Define Business Outcomes Post attending Training Program, the learner will be able to correctly define each steps of Selling Skill process and give an example of how they could used for in-clinic discussion effectively. Learner will be able to apply Selling Skills principles for in-clinic discussions and effectively increase sales by 10%. @sbabu1671
  • 13. Define Business Outcomes 1. What Business Needs will be met @sbabu1671
  • 14. Define Business Outcomes What Business Needs will be met What will participants do differently and better What or Who could confirm these changes What are the specific criteria of success SURROUND What Business Needs will be met What Will Participants Do different & Better. What & Who Could confirm Do different & Better. What Are the Specific Criteria for Success TRANSFER CLIMATE What Else need To be in Place @sbabu1671
  • 15. What can you do now 1. Review your Course Descriptions 2. Do they describe business benefits or just the features (length, place, topics covered etc) 3. Connect to business sponsor 4. How business define success 5. Rewrite descriptions to focus on outcomes and test them with stakeholders @sbabu1671
  • 16. Finish Line of Learning Question When you award certificates, medals or credit, when do you give them? -As soon as people sign up for the course -When they complete the class or elearn module. -When their on-the-job-performance improves @sbabu1671
  • 17. Design the complete Experience Learning is a process -Not just a event. What happens before and after training is as important as training itself. The learning organisation does not control all the steps. -However it can and should influence them @sbabu1671
  • 18. An Example Leading Insurance Organisation 4 Phase Leadership Development Seminar 1 Pre Course Teleconference 2 Preparatory Work 3 Week Long Intensive Training Programme 4 10 Weeks Learning Transfer support 5 3 months post course webcast @sbabu1671
  • 19. What can we do now Look at “Application Scorecard” to ensure that your design addresses the complete experience. Programs that include only part of it are incomplete and likely to fail @sbabu1671
  • 23. Deliver for Application What`s the big idea? Help Learners cross the learning-doing gap. Instructional method affects transfer success. Active learning with practice and feedback is essential. o Most programmes try to convey too much information @sbabu1671
  • 24. Deliver for Application Content Covered is Not Content Learned Evidence-Based Training Methods: A Guide for Training Professionals by Ruth Colvin Clark @sbabu1671
  • 25. Key Concepts For adult learners, relevance and utility are paramount. We need to link learning topics and exercise to business outcomes. @sbabu1671
  • 26. What you can do now Try to draw the value chain for all programs Are the links strong? Can they be improved? Desired Business Outcomes Skills & Behaviors Required Planned Learning Experiences @sbabu1671
  • 27. Perception of Effectiveness Voice of Customer • Only one quarter of respondents to a recent • McKinsey Survey said their Training & Development programs measurably improved business performance. @sbabu1671
  • 28. Driving Learning Transfer What`s the “Big Idea”? Great Learning is essential. You need both great learning and effective transfer. No Transfer = No Results. ACQUIRE NEW SKILLS & KNOWLEDGE TRANSFER TO WORK IMPROVE PERFORMANCE @sbabu1671
  • 29. Learning Transfer is Vital. LEARNING X TRANSFER = RESULTS LEARNING RESULTS TRANSFER Old Finish Line New Finish Line @sbabu1671
  • 30. Key Concepts Transfer is the usually the missing link between Training & Results. • Greatest Source of Training Crap • Best Opportunity to increase value. @sbabu1671
  • 32. . To change behaviour and get the results you want, you need structure, support, and accountability. —Ken Blanchard, Know Can Do! @sbabu1671
  • 34. What you can do now Evaluate the transfer climate of a critical program. Is transfer activity managed or left to chance. Are you providing enough structure, Support, Accountability. If not, • Include learning transfer support in program designs. • Explore the usage of automated transfer support systems. @sbabu1671
  • 35. Value of Performance Support When is performance support more valuable. a) When trying to master a new skill b) When error is intolerable. c) When performance is rarely done task. d) When procedures change frequently. e) All of the above. @sbabu1671
  • 36. Deploy Performance Support What`s the “Big idea”?. -Performance support is vital When learning new skills. -Support increases learning transfer & Business value. -Can take many forms • Job Aids • Coaches • Systems Support Only Accountability Only Accountability Plus Support @sbabu1671
  • 37. Impact of Managers Research proves that “Immediate manager has the potential to either make or break any training effort”. Your Success depends on line managers
  • 39. What you can do 1. Review a Critical Program o Does it include all performance support. If not add it. 2. Poll recently attended learners on the level of managerial engagement. o Share results with Senior management. 3. Provide managers with short, practical guides for getting the most out of training program. @sbabu1671
  • 40. What matters The only result that business leaders care about from a training programme is the financial ROI a) True b) False @sbabu1671
  • 41. Document Results What’s the “Big Idea”? Training must add value. Measurement is essential. -To prove value -To improve future offerings. @sbabu1671
  • 42. Guiding Principles. Time Line from Learning to results Intermediate In Process Check Data Measures That really Matters to business Training or Other Structured Learning Acquisitions of New Skill & Knowledge Transfer Learning To Work Improved Performance & Business Outcomes @sbabu1671
  • 43. Learning Vs Business Metrics. Training needs to know Business want to know How many people did we train? How much did it cost? How many courses did we offer? Were the facilitators effective? Did they learn the material? Are People Performing better? @sbabu1671
  • 44. Guiding Principles Relevant- To the business objectives. Credible – Believable & Unbiased. Compelling – Leads to action @sbabu1671
  • 45. Key Concepts You must measure what you claim. o D6 must reflect D1. Business leaders do not know or care of Kirkpatrick. o Report business in business language, not learning jargon. @sbabu1671
  • 46. What you can do now Discuss a critical program with the business sponsor o What are the criteria for success o Do they feel you are providing, relevant, credible and compelling evidence of success. Make evaluation a required part of program design. @sbabu1671
  • 47. Putting it all together. Applied the 6Ds to a program Results- Reduced client time to readiness. Increased performance of new hires Increased first year retention rates. Cut program costs Required Commitment to all phases of learning. @sbabu1671