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Best Practices in Learning and Development

Best Practices in Learning and DevelopmentIntroduction

• Over the next decade, 2 million job unfilled.

Looming Retirement

Unskilled Millennials

Manufacturing Skills Gap Continues**

• Due to reshoring, retirements, economic expansion, changing technologies and fewer students pursuing manufacturing careers.

**The Skills Gap in US Manufacturing: 2015 and Beyond. (Deloitte and Manufacturing Institute)

• 6 out of 10 positions remain unfilled.

• Average of 70 days to recruit skilled production workers.



**Made in America Again, The U.S. Skills Gap, Could it Threaten a Manufacturing Renaissance.

(The Boston Consulting Group, August 2013)

-875,000 DEMOGRAPHICS SHOW LACK OF WORKERS

IN THE 10-20 YEARS OF COMPANY TENURE.

Access to a talented workforce is a top indicator of a

manufacturers competitiveness.


**Readiness Assessment Insights Report (Tooling U-SME, 2015)

33%Manufacturers say their job-related training options are minimal. New hires job-shadowing veterans is the extent.



25%Manufacturers say their company offers a structured training program on manufacturing skills.



24%Manufacturers agree that the training their company provides is adequate to meet the needs of the organization going forward.



4%Manufacturers agree that the training their company respondents agree that their company does an excellent job in consistently delivering the right training and development programs throughout the organization.


Are you feeling impact from the Skills Gap?

Introduction


Innovation

Performance

Skilled Workforce

Innovation

Best Practices in Learning and DevelopmentObjectives

1. Recall characteristics of High Impact Learning Organizations and where you align to these elements.

2. Understand the theory behind the 5 Moments of Learning Need and its application to manufacturing environments and ongoing performance.

After today’s session, you will be to:

Best Practices in Learning and DevelopmentObjectives

3. Identify and understand the key elements of a worker qualification program.

4. Identify cutting edge technologies that can help in performance support and maintain competency.

5. Recall current benchmark investments in learning programs.

After today’s session, you will be to:

Best Practices in Learning and DevelopmentHigh Impact Learning Organizations**

**High-Impact Learning Culture: The Best 40 Best Practices for Creating an Empowered Enterprise.(Bersin & Associates, June 10 2010)

What Is a High-Impact Learning Culture?

A learning culture is a set of organizational values, conventions, processes,

and practices that encourage individuals - and the organization as a whole - to

increase knowledge, competence, and performance.

“High impact” simply describes the idea that the learning culture positively

impacts business results. In other words, it makes a difference.

• 32% more likely to be first to market

• 37% greater employee productivity

• 34% better response to customer needs.

• 26% greater ability to deliver quality products.

• 58% more likely to have skills to meet future demand.

• 17% more likely to be market share leader.


Is learning an active part of your company’s strategic success? Do you integrate learning with talent management in support of capability development?

High Impact Learning Organizations**



Is learning a part of your company’s culture of leadership? Do you use leadership development programs to encourage leaders and management to take ownership of the learning culture, not only for them, but for their people too?




Does your company take full use of captive audiences? Do you use required training activities to prove the value of learning by making it worthwhile and interesting for learners?




Does your company make a great first impression? Do you use onboarding programs to encourage employees to take personal responsibility for learning and to demonstrate the company’s commitment to development?




Does your company make work educational? Do you use embedded learning approaches to maximize experiential and reflective learning? Embedded or just-in-time learning allows people to reflect on how they learn by putting them to work on real business problems.




Does your company make knowledge sharing an organizational habit? Do you institutionalize knowledge sharing by incorporating incentives and opportunities into every learning and performance management process, including looking at ways to introduce mentoring programs.




Does your company make performance management a driver of development? Are you teaching the right skills, the right way, at the right time and making it a defined and subjective process.



Best Practices in Learning and DevelopmentHigh Impact Learning Organizations

World Class Learning and Development Attributes

High Performance

Onboarding

Job-Based

Competencies

Career Pathways

Flexible Workforce

Positive Learning

Culture

Strategic

Partnerships (L&D,

HR, Production)

Superior Content and

Delivery System

Community Focus

Measuring Learning

and Development

Impact on Business

Best Practices in Learning and DevelopmentFive Moments of Learning Need**

**At the Moment of Learning Need, A Case for Performance Support. (Rosenberg E-learning GuildWhite Paper, 2013

Best Practices in Learning and DevelopmentWorker Qualification Program

Work Qualification Standard

OJT Trainer Credentialing

Knowledge & Skills Training & Evaluation

OJT Standard Work Training & Evaluation

Job Qualification Standard (JQS)

Evaluation


Tips for Success

Build your business

case

Develop Objectives of

Program

Collect Baseline Data

Gain Stakeholder

Approval

Codify your

program

Create a governance document

Create a communication

plan

Certify your trainers

Evaluate the

Results

Collect data for 5 Levels of Evaluation

Measure rigor and integrity of

the content

Create an impact report

for financial ROI

Define your job

roles

Adopt Competency Modeling to Identify KSAs

Merge Standard Work into your

Models

Measurable evaluation

results

Do not treat your training as a single event, but rather a

system.

Best Practices in Learning and DevelopmentPerformance Support**


Pro

fici

ency

/Co

mp

eten

cy

Training Post-Training

Are Learners Truly Competent After Learning?

With Performance Support

\Without Performance Support

Best Practices in Learning and DevelopmentPerformance Support**


“An orchestrated set of services that provide on-demand access to integrated information, guidance, advice, assistance, training, and tools to enable high-level job performance with a minimum of support from other people.”

Performance Support

Best Practices in Learning and DevelopmentPerformance Support

Best Practices in Learning and DevelopmentLearning and Development Benchmarking**

**2015 State of the Industry. (ATD, 2015)

2105 ATD Statistics

$745.20 Manufacturing

$1,210.63 Oil and Gas

Average Direct Expenditure

Per Employee (consolidated)

$1,229



2105 ATD Statistics

25.87Manufacturing

20.46Oil and Gas

Learning Hours Used per

Employee (consolidated)

32.4



2105 ATD Statistics

3.29%Manufacturing

1.82%Oil and Gas

Direct Expenditure as % of

Payroll (consolidated)

4%



2105 ATD Statistics

1.63%Manufacturing

1.32%Oil and Gas


Revenue (consolidated)

1.5%



2105 ATD Statistics

6.10%Manufacturing

7.20%Oil and Gas


Profit (consolidated)

8%


Work Qualification Standard

OJT Trainer Credentialing

Knowledge & Skills Training & Evaluation

OJT Standard Work Training & Evaluation

Job Qualification Standard (JQS)

Evaluation

Best Practices in Learning and DevelopmentSummary

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