driving impact of 1-day trainings university human resources through wrap - around support
TRANSCRIPT
Driving Impact of 1-Day Trainings
University Human Resources
T H R O U G H W R A P- A R O U N D S U P P O R T
Set Your Intention• Why did you choose to attend this workshop? • How will it add value to your work or organization? • Who will you share the learning with and when?• How will you apply what you learned?
TAKE ONE MINUTE TO WRITE A SHORT GOAL FOR THIS SESSION.
Agenda1. THE KNOWING-DOING GAP2. UNDERSTANDING TRAINING IMPACT BARRIERS AND DRIVERS3. THE WRAP-AROUND MODEL4. COST5. RESOURCES6. Q & A
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Placeholder: Polling QuestionsWHAT PERCENT OF TRAINING PROGRAMS ACHIEVE HIGH LEVELS OF APPLICATION? A: 20%
WHAT PERCENTAGE OF MANAGERS VIEW L&D AS ESSENTIAL TO BOOSTING EMPLOYEE PERFORMANCE AND BUSINESS RESULTS? A: <33%
SETTING GOALS WITH A MANAGER BEFORE ATTENDING TRAINING SIGNIFICANTLY INCREASES THE RATE OF APPLICATION: (TRUE, FALSE)
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Highly Satisfied Learners Are No Better Off
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High Application = High PerformanceHigh levels of learning application boost employee performance
Impact of Learning Application on Improvement in Employee Performance
Source: Corporate Executive Board, Learning and Development Roundtable research.
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What Drives Value?
Before During After RESULTS
50%26% 24% 50%
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Failure to Achieve Impact ≠ Bad TrainingSO WHAT DOES SUPPORT APPLICATION BACK ON THE JOB?
Goals set in advance
Impact Drivers
Manager Support
Clear payoff
Relevance Can apply learning right
away
Opportunities for reflection and practice
Accountability
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Stanford’s Model
Create Focus & Build
Intentionality
Provide Quality
Learning Interventions
Support Performance Improvement
RESULTS
50%
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Create Focus & Build Intentionality
Set Goals and Intentions
• Sent to facilitator* Preferably with Manager
Facilitator Review
• Adjustments made to meet participant needs
Start with Goals in Mind
• Focus participants to begin the day
Create Focus & Build
Intentionality
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Stanford’s Learning Plan
What do I hope to learn and why?
How will I support my learning, track progress and gather feedback?
I need the following support from my manager to be successful:
What would success look like? How will I measure success at three months, six months and one year?
My Intention
My Vision of
Success
My Support
Manager Support
My Action Plan
Where/when/how will I apply my learning? What strategies will I use if I find myself reverting to old habits?
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Sample: Email in AdvanceWE LOOK FORWARD TO SEEING YOU AT THE LEADING EFFECTIVE MEETINGS WORKSHOP! BELOW ARE SOME QUESTIONS TO GET YOU THINKING ABOUT THE TOPICS YOU’LL BE WORKING ON IN THIS SESSION. PLEASE COMPLETE THIS ASSIGNMENT PRIOR TO THE WORKSHOP AND THEN BRING IT WITH YOU TO THE SESSION.
THINK ABOUT THE MEETINGS YOU ATTEND AT STANFORD. IN GENERAL, WHAT WORDS WOULD YOU USE TO DESCRIBE THEM? LIST THOSE WORDS BELOW.
MY ANSWER:COLLEAGUE 1:COLLEAGUE 2:
IN YOUR OPINION, ARE LIVE MEETINGS REALLY NECESSARY? EXPLAIN YOUR ANSWER. MY ANSWER:COLLEAGUE 1:COLLEAGUE 2:
THINK ABOUT SOMEONE WHO IS AN EXCELLENT MODEL OF LEADING EFFECTIVE MEETINGS. WHAT IS SOMETHING HE/SHE DOES TO MAKE MEETINGS EFFECTIVE?
MY ANSWER:COLLEAGUE 1:COLLEAGUE 2:
THE FOLLOWING QUESTION IS JUST FOR YOU. (OF COURSE, IF YOU WANT FEEDBACK FROM OTHERS, FEEL FREE TO ASK.)AS A MEETING-LEADER, MY GREATEST STRENGTH IS: AS A MEETING-LEADER, MY GREATEST CHALLENGE IS:
SUSAN AND LORI
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“List a few of the crucial conversations that, if handled well, would make your life better and would improve results”
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Provide Quality Learning Interventions
Focus on Practice
• People learn by doing, not by listening
Use Real Issues
• Challenge participants to use real scenarios
Commit to Action
• Leverage participants to provide accountability
Provide Quality
Learning Interventions
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Support Performance Improvement
Drive Application
• Remind the participant of their goals, and offer both short- and long-term opportunities for application
Support the Manager
• Tell the manager when training complete and offer tips to support the employee in applying the learning
Follow Up on Key Learnings
• Ping participants after two months to remind them of key concepts and how to apply them
Support Performance Improvement
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Hello, Manager Academy Alumni!
On Friday I spent 5 hours waiting for a delivery that never showed up. My first call to the company resulted in a response that it would be there, and then the person hung up. The second call resulted in learning that the delivery had never gone out on a truck, and it would be delivered Monday, “maybe”. It was offered to me to be transferred to the branch manager’s voicemail to leave a complaint. Which leads me to the question for today’s deep dive: How do you get your employees to be accountable for success, even when you’re not around?
You need to create a “culture” of accountability. This blog post summarizes the ideas in The Arbinger Institute’s book “Leadership and Self-Deception”. They look at accountability in terms of a model of what happens when we fail to do for another what we know is right. The post also makes reference to the book “The Oz Principle”. “Leadership and Self-Deception” talks about being “in the box” or “out of the box”; “The Oz Princple” talks about being “above” or “below” the line, but both focus on our own awareness of whether we are “doing the right thing”. (If you want to read “Part 1”, see this link.
While I find these to be powerful models, it is not the easy road. To implement an approach like this requires each of your employees to develop self-awareness about their own behaviors, and the desire to change them. That comes from your own skillful coaching, and leading by example (in other words, be able to have this self-awareness yourself first). It does not come from simply “holding them more accountable”. In fact, sometimes, as illustrated by this video, the most powerful lessons come from not being “held accountable”.
And with that, I need to go wait for a delivery….again.
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Money
1-Day Training With Wrap-Around0%
20%
40%
60%
80%
100%
120%
100% 104%
Δ= 4%
Learner performance
increases by up to 50%IMPROVE BUSINESS RESULTS BY 28%
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Make a CommitmentFIND A PARTNER. LOOK BACK AT THE GOAL YOU SET FOR YOURSELF AT THE START OF TRAINING.WITH YOUR PARTNER, SHARE HOW YOU WILL APPLY WHAT YOU LEARNED TODAY AND BY WHEN.
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On Your Flash DrivePOWERPOINT DECKEXAMPLES OF PRE AND POST WORKSAMPLE EMAILS TO PARTICIPANTSMY CONTACT INFORMATION
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Your Turn
Q & A
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Contact Information
MEGAN MCDEVITTTALENT PORTFOLIO MANAGER
STANFORD UNIVERSITY HUMAN [email protected]
(650) 725-7318