astd chicago 2010 su210 final

1 | Corporate Presentation, April 13, 2023

vestas.com

Impact Measurement of the Global Learning Portfolio at Vestas Wind Systems - SU210

ASTD ICE, Chicago IL May 16, 2010

Learning Objectives:

Critically review your own measurement efforts and identify new areas for improvement.

Design and implement large scale impact measurement on Kirkpatrick’s Levels 1 – 3.

Improve dialogue with the business, based on the facts from impact measurement.

Jette Nissen

Specialist

Impact Measurement

[email protected]

Lars Julin

CEO

[email protected]

2 | Impact Measurement at Vestas Wind Systems

Agenda

• Brief introduction to Vestas

• Impact Measurement at Vestas

• The Peopleway High Impact Learning Approach

• Global Continuous Improvement of learning at Vestas

• What does it take?


During the last 25 years...

…Vestas has multiplied its turbine output 100 times.

30 kW 3,000 kW


Vestas Northern Europe Vestas Mediterranean Vestas Central Europe Vestas Asia Pacific

Vestas China

Vestas OffshoreVestas Americas

Vestas Nacelles A/S

Vestas Blades A/S

Vestas Spare Parts A/S

Vestas Towers A/S

Vestas Control Systems A/S

Vestas People & Culture

Vestas Technology R&D

Global outlook - Local presence


Ramping up our human resources

5999

15305

1230910618

6525

9594

20829 20730

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

20000

22000

24000

2002 2003 2004 2005 2006 2007 2008 2009

EMPLOYEES


The SAP Case - Background

In 2008 the global implementation of SAP started - an Enterprise ResourcePlanning (ERP) system supporting all the processes in the Vestas Value Chain

Training and measurementSAP implementation in the seven regions were completed Sept. 2009937 courses conducted and measured during the implementation7,657 were trained anparticipants d measured

Impact Measurement of the training – a strategic decision by the Executive Vice President and CFO

ServiceProjectProductionDevelopment Sales


Impact Measurement at Vestas


The Peopleway High Impact Learning ApproachIntroduction to basic design and concepts



Peopleway A/S

Peopleway A/S was founded in 1986 in Denmark.

The Peopleway® High Impact Learning Approach and the Ease® Impact Measurement Solution are results of more than 20 years of research and cooperation with numerous international companies.

The Peopleway Approach is greatly inspired by the work of Donald L. Kirkpatrick, Jack J. Phillips and Robert O. Brinkerhoff.

In 2009, Peopleway and Vestas won two international awards: The Bersin Award – “Learning Initiative Excellence” honored as “The

best of the best” in its field. The Brandon Hall Award - “Best use of Virtual Worlds for Learning”.



Reaction

Learning

Behaviour

Learning Capability

Transfer

The Peopleway Approach – Inspiration and scope

Peopleway® Services and Research

ROI

Ease® Integration

Result

Low costAll trainingevaluation

High costProject

evaluation

Explaining causeFormative evaluation

MeasuringSummative evaluation

Rob

ert

O.

Bri

nkerh

off

The S

ucc

ess

Case

Meth

od

JackPhillips

ROI

Peopleway ©


Reaction

Learning

Behaviour

Learning Capability

Transfer

Ease® Solution

Donald Kirkpatrick Reaction Learning Behaviour Result

1 2 3 4

The Peopleway High Impact Learning

Approach


L5 R

OI

Jack Phillips

The Peopleway Evaluation LevelsSeven levels of evaluation

L4 Result Business results

L3 Job behavior Behaviour

L2 Learning Knowledge, Attitude, Intention

Transfer of Learning Knowledge, Attitude, Intention Peopleway

Brinkerhoff Learning Capability Drivers and Resistors

Job

The Peopleway Evaluation Levels ©

L1 Reaction Satisfaction

Donald Kirkpatrick

Training Level 1 and 2Zero Correlation!

Peopleway



Why Impact Measurement?

In only 13% of all learning activities is there a significant positive correlation between satisfaction and learning.

Reaction measurements cannot reliably measure learning.

Subjective criteria measurements using satisfaction, self assessment or perception questions do not produce reliable and valid measures of learning or impact of learning.

To implement reliable and valid impact measurements, an approach using effect measurement and objective criteria in design of questions is needed.



Evaluation DesignFace-to-face training

0-14 before

Pre-test

?

@

Learning Activity

ASSESSMENT LEARNING

@

0-14 days after

Satisfaction and Post-test

?

@

IMPLEMENTATION

3-6 months after

Job-test

?

@

KnowledgeAttitudeIntentionBehaviour

KnowledgeAttitudeIntention

Satisfaction

KnowledgeAttitudeIntentionBehaviour

Peopleway ©



Increased Learning ≈ Increased Earning and ROI

50%

Learn

ing

0%

100%

80%

10,000 hours

Peop

lew

ay ©

7,500 Hours

Time

Decreasing hours of learning ≈ Decreasing Costs



Implementation of Learning – Drivers and Resistors

No implementation

Learning is Relevant

Timing is good

Management involvement 90%

No implementation

Learning is Relevant

Timing is good

75%

No implementation

Learning is Relevant 45%

No implementatio

n

20%

Implementation of Learning

Time

Pre

Post

Job

Learning

80%

Learn

ing

0%

100%

Peopleway ©



From Learning Objectives to Measurement

Learning Objectives should: Link to business needs Be defined at an appropriate level of detail Include a learning taxonomy

When designing measurements, it’s important: To produce an optimum number of questions (not to many nor

to few) That the questions are equally distributed according to learning

objectives That questions target the right learning level taxonomy That questions use objective criteria techniques (test, critical

incident etc.) That questions are validated



Program

Learning Program

Module

Module 1

Module 2

Objective

Objective 1

Objective 2

Objective 3

Objective 4

Module 3

Objective 5

Objective 6

Objective 7

Taxonomy

1 Know

2 Comprehend

1 Know

3 Apply

2 Comprehend

3 Apply

3 Apply

Intention

Knowledge

Behaviour

KnowledgeAttitude

Measurement

AttitudeIntention

Knowledge

KnowledgeBehaviour

From Learning Objectives to Measurement



Ease® Learning Objectives


ProgramProgram

Objective

ObjectiveTaxon

om

yTaxon

om

y

Mea

sure

men

t

Mea

sure

men

t

Quest

ions

Quest

ions


The Learning Continuous Improvement Process (CIP)

Pre-learning

Training Development

Learning Evaluation

Learning Activity

Pre-test

AnalysisLearning Feedback

Learning activity

Peopleway ©

C I P

HR & Learning Developer

Ease Solution Learning Provider

HR/organization

Question designLearning development

Identify Training Needs

Define Learning Objectives

Create QuestionsDevelop Learning

Program

Proofreading

Validate Questions

Instructor’s improvement

Developers improvement

Post-test



Learning Analysis Objectives SAP SA04 (3 days sales course)

Not the one and only truth, but an indication

that here lies something worth exploring.


Learning Analysis - Answer distributionProcess Engineering

Pre Post


SAP SA 04, India – May ’08Areas to improve


Peopleway

India - May '08

China/Korea/Pacific - Sep '08

NEU - Oct '08

Tokyo - Feb '09

MED I - Mar '09

MED II - Sep ’0929% 7%

Average Improvement


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

USA India AsianPacific

NorthernEurope

MED I CentralEurope

MED II

Learning

Continuous Improvement of Vestas global SAP training Improving learning for more than 7,657 participants and

produced an overall 68 percent increase in learning

937 learning activities



Training results by course level Northern Europe

Course / Post test score 0-60% 61-80% 81-100% Grand Total

SERVICE 01 15 28 57 100

SERVICE 02 - PDA 8 21 70 100

SERVICE 03 - TASK MAN. 23 46 31 100

FINANCE&CON 37 41 22 100

PRODUCT LIFECYCLE MAN. 0 56 44 100

PROJECT 28 38 33 100

SALES 9 26 65 100

Supply Chain Management 45 33 23 100

Grand Total 24 32 44 100


Continuous improvement of SAP training


What does it take to implement Continuous Improvement in your learning portfolio?

• Management decision and support

• A scalable Effect and Impact Measurement setup

• Detailed learning objectives

• Objective measures of learning

• Timing and effort

Management decision and support


Brief introduction to Vestas

Impact measurement at Vestas

The Peopleway High Impact Learning Approach

Global continuous improvement of learning at Vestas

What does it take?

Thank you for your attention

29 | Corporate Presentation, April 13, 2023

vestas.com

Thank you for your attentionASTD ICE, Chicago IL May 16, 2010

Copyright NoticeThese documents are created by Vestas Wind Systems A/S and Peopleway A/S and contain copyrighted material, trademarks, and other proprietary information. All rights reserved. No part of the documents may be reproduced or copied in any form or by any means—such as graphic, electronic, or mechanical, including photocopying, taping, or information storage and retrieval systems without the prior written permission of Vestas Wind Systems A/S and Peopleway A/S. The use of these documents by you, or anyone else authorized by you, is prohibited unless specifically permitted by Vestas Wind Systems A/S and Peopleway A/S. You may not alter or remove any trademark, copyright or other notice from the documents. The documents are provided “as is” and Vestas Wind Systems A/S and Peopleway A/S shall not have any responsibility or liability whatsoever for the results of use of the documents by you.

Jette Nissen

Specialist

Impact Measurement

[email protected]

Lars Julin

CEO

[email protected]

astd chicago 2010 su210 final

Documents

impact of learning

vestas impact measurement

implementation learning

learning activities

vestas blades

vestas towers

concepts impact measurement

vestas control systems