creating a learning strategy for maximum impact€¦ · 2 “if you don't know where you are...

Creating a Learning Strategy

for Maximum Impact

Marty Rosenheck, Ph.D.,

Director, Talent Development Consulting

mrosenheck@elearningbrothers.com

“If you don't know where you are going,you'll end up someplace else.”

― Yogi Berra

• Case Example Water Quality Association

• Apply Learning Strategy Template

Agenda

Learning Strategy Template

Leaders

Guidance

Action

Support

Value to Organization

Outcomes

MeasurementsAnalytics

CompetenceProficiencies

Employee

ManagerCoachPeers

Learning Path

Learning Experiences

ContentPerformance Support

Organizational Technology Ecosystem

ExpertsMaster Practitioners

ExecutivesStakeholders

Learning and Dev Professionals

Results Performance Enablement

Learning Science Learning Experience DesignDesign ThinkingDisciplines

Context Cultural

Modular EducationProgram

Basics

Office/Support StaffSales

InstallersService Technicians

Designers

Fundamentals

Sales(Certified Water Treatment Rep)

Design(Certified Water

Specialist)

Installation(Certified Installer)

Service(Certified Service

Master Water(Master Water

Specialist)

Master Service(Master Service Tech)

Foundational

Core Advanced

• Manages and tracks learning paths that include formal, informal, and on-the job learning (OJL)

• Provides a targeted Nano-Coaching Feedback CycleTM

• Automates tracking, reporting, accountability, and analytics

Mobile SaaS software that optimizes the development of workplace skills

that lead to business results

Water Quality Association(TREK screen shots from an

Android phone)

• New sales rep logs in• Sees 3 assigned learning

• Sales rep touches the Sale Rep Certificate and it expands out to show one assigned badge with three learning activities.

• He selects the third –Perform a Water Test.

• He looks at a quick video on how to conduct a water test.

• (TREK can link to any relevant proprietary customer or outside content – just in time, at the teachable moment.)

• Now he conducts the test and records his results.

• He uses the sensors of the mobile device to capture and track real-world work product.

• In this case he takes a picture with his phone’s camera and uses the GPS to show that he was on the customer’s site.

• He takes the picture, which is uploaded into TREK.

• When he submits it, his coach or supervisor is sent a notification that he needs to review the Sales Rep’s work and provide feedback.

Coach’s View• The coach got the

notification so he logs on to his phone.

• He reviews the submission of work from the Sales Rep including the photo.

• The coach is given guidelines and the info needed to make it easy to give good feedback.

• The coach can approve the work or tell rep to try it again.

• When the Sales Rep completes the requirements and shows that he can actually do the job, he earns a badge.

• The badge is authenticated and, when clicked, it shows the evidence of accomplishment.

What you want to hear:

“I enthusiastically recommend the program. It’s a great tool for both new and

experienced people. “

WQA Member Company Owner

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

• Board of Directors• Executive Director• Member Company Owners/Execs• Education Director

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

• Professionalism• Credibility with State Regulators• Member Company Employee Skilled/Certified• Adoption and Financial ROI

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

• Increased market share revenue • State recognition• Employees pass certification exams• Growing membership

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

• Increased speed to proficiency• Number of States that recognize • Number of certified employees• New members, renewals, revenue to WQA

100%Proficiency

80%Proficiency

Speed to Proficiency

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

Experts or Master Practitioners

Harvest Experiences & Knowledge

Goal: Be like the Expert/Proficient Practitioner

• The target

• I wanna be like Mike!

Expert Knowledge Organization and Solution Process

• Prototypical cases and variations

• Common and uncommon

• Simple to complex

Taxonomy of Cases

• Build experiences, scenarios, stories, challenges

• Learning path

Cases Provide Raw Material

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

Badges Competence Proficiencies

Water Diagnosis

Diagnose Water

Problems

• Greet customer properly

• Explain service call process

• Assess water problems through asking questions

• Determine whether water or health issue

• Assess visual clues of customer problem

• Conduct a complete water test (i.e. hot and cold)

• Read a water test

• Interpret water quality test

• Determine steps to take following water test

• Determine causes of water problems

Solution

Recommendations

Identify Solutions:

Select Best

Fit/Option for

Customer’s Needs

• Determine which codes apply

• Size and estimate job

• Determine Location for Equipment (following codes, manufacturer

guidelines, access for service)

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

Employee

Goals• Desires

• Aspirations

• Challenges

• Frustrations

• Fears

Previous Experience

Level of Expertise

Motivation • Extrinsic

• Intrinsic

What might he/she

be:• Thinking

• Feeling

• Saying

Empathize!

• Focus groups• Observation• Ride alongs

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

Nano-Coaching Feedback Cycle

• Executing skill-specific tasks on the job using built in guidance and resources for optimal results

• Capturing work experiences using features of mobile devices (GPS, camera, audio recorder, observation checklists)

• Sharing work products with assigned coaches and peers using email notification and in-dashboard view

• Providing performance support and feedback guidance to assigned coaches

• Tracking and reporting insights that enable accountability and visibility to individual and organizational skills gaps as they close.

Managers/Coaches“I love the ability to communicate back and

forth with my employees.I love being proactively prompted that

something is ready for me to review. This system gives me a reason to talk with my

people about customers and issues so I can tell if they understand what they’re learning.

I liked it so much I want to coach more people.”

WQA Manager

Initial skepticism• Too busy• Don’t see value

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

Formal Training

Learning Record Store Everything Tracked

Data Analytics

Creating a Guided Path to Proficiency

Content RepositoryPerformance Support, Videos,

Reference

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

Certification, Badges

Formal Learning Activities

(Workshops, eLearning Courses)

Informal Learning Activities

(knowledge base, short video, social)

Experiential Learning Activities

(e.g., on-the-job activity)

Experience API to Learning

Record Store (LRS)

Learning Path

Tracking, Analytics, Reporting

Performance Metrics

Nano-Coaching

ObservationsFeedback

CompetencyAssessment

Recommendation

ProficiencyCompetence

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

CONTENT

EXPERIENCEIf content is

king, experience is

the emperor!

@mbr1online

Takeaway:

This Photo by Unknown Author is licensed under CC BY-SA-NC

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

Learning Ecosystem

Data Warehouse

Microsoft Dynamics Association

Management System

Certification Badges

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

A formal method for

practical, creative

resolution of problems

and creation of

solutions

Design ThinkingEmpathize

Define

Ideate

Prototype

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

Cognitive Science

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

57Proficiency

70% On-the-Job Experience

20% Informal/Coaching

Formal

Training

Instructional Design

Learning Experience Design

Takeaway:

Instruction is only a small part of learning.

@mbr1online

Leaders

Guidance

Action

Support

Outcomes

Employee

ManagerCoachPeers

Learning Path

Context Cultural

The Result“We picked the right vendor.

You guys have been spectacular. Everyone I’ve worked with from your organization

has been a pro. The way you guys approach this from a cognitive

and organizational level blows my mind. I hope you take pride in knowing that you helped an

industry that had a lot of great info get that thing on a much better plane.

I can’t tell you how excited and thrilled and thankful I am to be part of a project that’s going to change

this industry.”

WQA President

Marty Rosenheck, Ph.D.,

mrosenheck@elearningbrothers.com

Director, Talent Development Consulting

Booth 829

21st Century Apprenticeship

19th Century Apprenticeship 20th Century Training

Data Analytics

Mobile

creating a learning strategy for maximum impact€¦ · 2 “if you don't know where you are...

Documents

the future ain’t what it used to be. -- yogi berra

it aint over til it [s over – the life and times of yogi...

isaac newton, yogi berra, and marcia brady

britclub news - sarasota british club berra (may 12, 1925...

yogi berra said

final review it ain’t over till its over… yogi berra

“it’s hard to predict things, particularly things in the...

yogi berra touching home at 1942 regional tournament in...

7 quotes from yogi berra to get you through the day

6 lessons yogi berra can teach you about selling your...

observations vs. inferences “you can observe a lot just by...

—yogi berra, former new york yankees catcher and sage

5 business lessons from dr.seuss, bruce lee, yogi berra, ray...

chapter 3: physical evidence “you can learn a lot by just...

chapter 2: types of evidence “you can learn a lot by just...

“it’s hard to predict things, particularly things in the...

the wit and wisdom of yogi berra by phil pepe [excerpt]

vertex environmental inc. - · pdf file• 150 year old...

closing sales quotes selling without closing is just...

lloydn.trefethen€¦ · · 2016-11-08lloydn.trefethen...