Blending Formal & Informal Learning for Employee Accreditation

Results Matter: Blending
Formal & Informal
Learning for Employee
Accreditation

Karie Willyerd
Vice President & Chief Learning Officer

© 2012 SuccessFactors, an SAP Company. All rights reserved.© 2012 SuccessFactors, an SAP Company. All rights reserved. 1

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My Background
#1


Agenda

• The challenge
• Why accredit?
• Defining terms
• Components of accreditation for a sales role
• How we will measure success
• Next in the journey


The
Challenge?


Ever Heard This?

Go train the entire
sales force on our
products!!!


What Do You Say Next?


I Always Start With:


What Did the Boss Really Mean?

Our revenue isn’t meeting
expectations! Customers tell me
they didn’t know we had product X!
New sales people take too long to
get to quota! Sales is selling too
much of A and not enough of B!


Sound Familiar?

By the way, there’s
no time for fancy
analysis! I need
results now!


The Real Issues

1. The time it takes for a new sales rep to get to quota
2. The diversity of product mix our sales reps sell
3. Our ability to sell at the top of the house
4. Predictable pipeline
5. The time it takes our services team to configure
6. The amount of low-level calls to Support
7. The number of qualified partners
8. Etc.

These are the kinds of goals on our annual performance commitments!


Our Analysis Approach


What the Reps Said:
Why they say It takes a long time to ramp:
1. Too much unorganized information
2. Difficult to navigate company infrastructure
3. Lack of quality mentoring / good on-boarding
4. Don’t understand our internal tools: BMI, SFDC, Deal Desk
5. Lack of quality management involvement
What reps say they need from managers:
1. Need an actual mentor, coach
2. Remove road blocks
3. Spend time with the team
4. Sales process support
5. Better territory planning


What Research & Experience Told Us:

• Be sure we’re hiring to the right profile
• Get to reps early in their employment
• Create sales goals just a little beyond comfortable
• Reinforce learning on the job
• Build a blended solution
• Train the managers on coaching
• Ensure they have the collateral they need
• Give them hands on prospecting experience
• Create learning goals reinforced by management


How Are Those Kinds of
Challenges Fixed?


How Does Learning Really Happen?


What We Proposed
• Building the profile
• Training managers
• Interviewing job aids

• Train existing sales team at annual
meeting
• Expand bootcamp and make
mandatory in first 30 days
• Build accreditation process for all
sales

• Assign professional
mentors
• Expand curriculum
• Leader development
• Informal learning


Why
Accreditation?
Definitions?


Mutual Benefits of Accreditation*

For the employee: For the organization:
• Career advancement • Improved productivity and
• Mobility profitability
• Job security • Employee motivation
• Self confidence • Employee relations
• Pride • Workforce planning
• Job satisfaction • Progress toward being a
• Personal fulfillment learning organization
• Improved management style

* Partially sourced from John Geale, “Accreditation of Employee Development,” 1995

Accreditation vs. Certification

For purposes of this presentation, the following definitions are used. These
may not be universal definitions.

Accreditation Certification
• Recognition that an employee • Recognition that an employee
has achieved a qualification has achieved a standardized
level in a body of knowledge qualification level in a body of
through measurable results knowledge through
• Valid for demonstrating measurable results
competence within the • Valid for demonstrating
sponsoring organization competence across
• Granted by the organization organizations
• Granted by an independent
third party

Disclaimer #1

We are still on the
journey for the
following phases and
in mid-implementation.
Your feedback and
advice are welcome!


Our Accreditation Path

Do you
know the Can you
content apply your Can you
area? knowledge deliver Have you
in a measurable shared your
relevant results? capability
situation?
with the
broader
community?


Applying
Accreditation
to a Sales
Role With
Blended
Learning


Examples of Sales Accreditations

• Product expertise
• Building a pipeline
• Positioning our value proposition
• C-level conversations
• Negotiating and closing a deal


Sales Mentors
• Since we are in high-
growth mode, we are
exhausting managers and
new-hire buddies
• We hired five sales
mentors who meet with the
employee and his/her
manager regularly
• They are using a checklist
derived from our Predictive
Action Model (PAM) to
determine progress
• Each new rep assigned
progress status from the
bootcamp onward


Mentor Roles
• Help make connections to people and information
• Practice discovery questions, pitches, presentations
• Review research gathered and account plans as
requested
• Coach on how reps can get what they need from their
managers
• Monitor and discuss pipeline and related activities
• Capture data to build out a Predictive Action Model to
give early warning signs and indicators of success
and risk to implement appropriate interventions
• Gather feedback on manager involvement
• Communicate with manager’s on rep progress; coach
manager as needed

Disclaimer #2
We love our products! A secondary goal is to use our
own products as a part of our solution.


Knowledge: Performance & Goals
Example for Sales Rep

• Demonstrated by passing a test
• Knowledge may be acquired formally or informally; no
mandatory training required for Performance & Goals
• Formal delivery options include eLearning in the LMS;
strongly suggested as homework for bootcamp
• Informal options include Jam groups, a marketing
portal with sales collateral, books and articles in our
Books 24x7 library, peer-to-peer consultation
• Reps can be automatically invited to Jam groups
upon hiring, upon completing a course, etc.
• Recorded in the LMS as Phase I achievement


Curated Informal Content Example


Discussion Groups


Test Example


Lots of Ways to Find Learning


Behavior

• Demonstrated application of the knowledge
• Accomplished by incorporating knowledge into an
account plan
• Manager reviews account plan and signs off that the
Performance & Goals part of the account plan is
solidly prepared
• Manager sign-off is done through the LMS
• Employee is accredited for Phase II
• This phase completely on-the-job


Results

• Demonstrated sales in Performance & Goals
• Signed off by manager who validates that the rep held
primary responsibility for the sale
• Manager sign-off is done through the LMS
• Dollar value of sale recorded in the LMS for
determining ROI
• Rep is assigned level III accreditation


Contribution

• Informal learning communities work best when
experts contribute
• Rep may contribute by doing any of the following:
• Load a presentation used with a client to sell Performance & Goals
• Host a webinar
• Record a video talking about the win with tips and advice
• Be a new-hire buddy to a new rep
• Post a link to a valuable web resource
• Etc.
• Rep submits evidence to learning
• Rep accredited as Phase IV


Summary of Approach
Phase Deliver Validate Record
Knowledge eLearning LMS test LMS
Live
Jam/informal

Behavior Informal OTJ Manager OTJ LMS
Manager coaching
Mentor coaching
Informal resources

Results On the job Manager OTJ LMS
experience
Manager coaching
Mentor coaching
Informal resources

Contribute Jam Portfolio LMS
On the job submission

Metrics and
What‟s Next


Metrics

• Reported metrics
• Bootcamp assessment
• Progress to quota
• Early anecdotes
• Evaluations
• Collected metrics (eventually will report)
• Pipeline status
• Manager evaluation
• Forecast accuracy
• Numbers of modules sold
• Etc.


Mentee Success Stories
Q1‟12 New Hire RSMs

Early on – start with anecdotes so success
CA– Enterprise DS– Geo
• Date of hire: Jan 16 • Date of hire: Jan 16
• 2 upsell deals to: • J.J.B Hilliard Lyons $XK. Align &
Cameron $X PM&GM Perform, LMS, Succession & CDP;
Anadarko $X Jam Taleo replacement
• Took them from, “Hi, I’m your new • New business from a “contact us”
SuccessFactors Account Manager.” via website
To “Sign here” in about 6 weeks. • Did the demo DURING bootcamp
• Used Bootcamp knowledge to and used competitive info and sales
create presentations for both network from bootcamp to help
• His key to first quarter success: close
“Calling on all my accounts right • His key to first quarter success:
away and keeping an open mind “Know who to go to!!! I received help
when you’re told, “They are your from many different people, to make
account, but they don’t like us. Good the deal come in. RSMs that utilize
luck.” their resources the most efficiently
will win faster and more often.”

New Hire Bookings Achievement
(RSMs & RVPs)
Q3 ‟11 Q4 ‟11 Q1 „12

19 Q3 ‘11
hires

25 Q4 ‘11
hires

35 Q1
‘12 hires Revised
No sales training
Partial quota starts
On quota here

Other Phase I Solutions

• Sales Governance Council
• Sales Framework Development
• Resource libraries
• All while integrating with SAP!


What‟s Next

• Integration of PAM with our Workforce Analytics
module to collect Level IV Kirkpatrick results
• Build out and implement entire accreditation process
• Continue role-based curriculum development
• SCs
• SMB reps, etc.
• Create a single gateway for learning/collateral access
• Continue detailed analysis with Allison Rossett and
streamline/edit offerings accordingly
• Integrate our process with SAP


Questions?


kwillyerd@successfactors.com
Twitter: @angler


Blending Formal & Informal Learning for Employee Accreditation

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