business learning system lecture

05/01/2023 Honest Value Media Design (c)2015 Author Joel Drotts Esq.

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WARNING: THIS MATERIAL AND PRESENTATION IS COPYRIGHTED MATERIAL, AND MAY NOT BE REPRODUCED OR BROADCAST WITHOUT THE EXPLICIT WRITEN CONCENT OF THE AUTHOR/PRODUCER/OWNER OF THIS COMMERCIAL EDUCATIONAL COURSE MATERIAL, AND ALL VIOLATORS WILL BE PROSECUTED, FINED, AND/OR JAILED!

COPYRIGHT OWNERHONEST VALUE MEDIA DESIGN

©2015


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How to design and deploy Business Learning System:What Human Resources doesn’t know, and what management needs!

Honest Value Media Design© 2015

Author and DesignerJoel Drotts Juris Doctorate


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Welcome all HR Experts, Managers, Corporate Officers, and Business Owners.This course and lecture is designed to teach you:

What a Business Learning System is How to design one How to deploy one How to maintain and operate one How to gain insight from your BLS

Honest Value Media Design


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Overview: 1. Goals of course

2. Vocabulary

3. Why invest in a Business Learning System

4. Steps to deploy a BLS

5. Utilizing your BLS 6. Wrap up

7. Final thoughts and Finish


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Basic Vocabulary:Business Learning: A type of learning that is “on the job centric,” instituted and measured by an employer, and having the specific purpose and intent of increasing productivity, increasing employee position intelligence, improving employee performance, reducing on the job errors, and increasing employee satisfaction.

Business Learning SystemA human management system which is enterprise wide, designed to maximize and achieve optimum levels of Business Learning, and deployed as strategic goal, which is measured and capable of being calculated, as an actual value added financial gain. In short, it is continuous corporate education on steroids, enterprise wide, and measured so it can be improved, actually calculated, and translated into financial gain.


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ALL LEADING TO???? $INCREASED PROFITS$!!!!

Why should I invest in deploying a learning management system through-out my enterprise or company?

• Increased productivity.

• Reduced on the job employee error and accident.

• Improved worker satisfaction and increased vertical intercompany communication and team work.

• Better succession planning and more accurate promotions from with-in the enterprise.

• Over all improved inter-enterprise communication and coherency.

• Increased employee talent retention.


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Why look at the importance of measuring learning for business?

To what extent should management concern itself with whether or not it has a Business Learning System embedded into the stated corporate governance and policy decisions?

If I implemented a Business Learning System, what realistic goals should I set, and how can I calculate my ROI?

How does Management deploy a Business Learning System as a component of the Human Capital Management (Hereinafter HCM) strategy?


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If human capital and production is an actual capital asset, then how can corporate leadership best ensure the growth of that asset and

do so without having to make new hires?

*Education fosters better employer and employee relationships.

*Education and knowledge sharing fosters team building.

*Educating and training employees as efficiently as possible improves retention and creates a pool of qualified inter-office talent available for succession planning needs

and position fulfillment.

* Employees grow in value to the company, as their on the job knowledge and skill increase. Reason: Better trained/educated employees have higher rates of

output and less errors.

*Deploying the BLS creates greater job satisfaction as employees feel more valued by the enterprise, as they are called on to impart and bestow their enterprise

knowledge to subordinates.

*The Business Learning System Index is an invaluable tool to management and HR Departments to aid them in HCM, succession planning, and documenting profit

increases to employee learning and output increases.


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Step one of BLS Deployment• The dissecting and defining of positions,

expectations, and responsibilities of every position through-out the enterprise.

• Identify the required bare minimum standard aptitudes, abilities, knowledge, and understanding required for each position in the company, as well as the expected efficiency, quality, and speed of output for any given position. The aforementioned parameters set and define the first benchmark by which the matrix for business learning is measured.


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What are the things to consider while dissecting and defining each positions role? What are you looking for?

(List of position traits and possible roles originally printed in: Advancing Your Cause Through the People You Manage. Management Assistance Group. Lead Authors: Susan Gross, Inca Mohamed, Robin Katcher, Neel MasterMAG Editorial Team: Dorothy Betts, Mark Leach, Robbie Ross TischCopy Editor: Neil F. Carlson)

• Responsibilities they are expected to assume. • Tasks they are expected to perform. Results and outcomes for which they are responsible. • Goals they should be working toward. • What their focus and priorities should be. • The basis upon which their performance will be appraised and what the performance standards are. • Expectations for specific assignments. Whom they report to, who supervises and evaluates their work. • Which decisions they can make on their own, and which require sign-off – and who will provide it. • When they can initiate and produce on their own, or when they must get directions, review, or approval. • At what point they should bring matters to their supervisor for a review or sign-off.

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Continued: • If and when they can speak for or bind the organization. • Matters about which they need to keep their supervisors informed – and

how they should do it. • Who reports to them. What the mission, goals, and priorities of the

organization are, and how their job advances them. • How their job fits/connects with other jobs. • What the responsibilities are of other people in the organization. • With whom they need to coordinate, and why. • Whose work they need to integrate their work with, and why. • Who else they need to involve to get their jobs done. • What organizational rules and policies people are expected to follow. • What the organization’s ethics, norms, and values are that they are

expected to honor.

Honest Value Media Design (c)2015 Author Joel Drotts Esq.


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Step Two: State and make known to all employees the learning goals for each position. Adopt a corporate learning agenda by making the identified standards from step one actual stated personal goals for each employee and each position. Just as you have a stated profit goal, so to should your company have a stated learning goal for every quarter.

Example: 1. Employee: Frank Frankenfrank 2. Rank: Mid-Level Manager 3. Title: Department Head Sales Manager 4. Duties:

Point A: Understand corporate mission statement. Point B: Able to define department dutiesPoint C: Able to explain how their department affects the greater outcome and profits.Point D: Which other departments rely immediately on managers department.Point E: What is the significance of managers department in over-all corporate structure?Point F: What is highest levels of output of department, what is expected.Point G: Historic lowest output of department in companies history, what was output?Point H: Does manager have the technical knowledge require (Ex: parts, offerings, clients, whatever manager is expected to know by employer.)Point I: Department task understanding.Point J: Able to manage 3-20 people.Point K: Complete tasks.Point L: Work within corporate structure.Point M: Develop plans for improvements with-in the department.Point N: Begin and finish the improvements.Point O: Note the costs and savings for company by making those improvements.


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Step Three: Assign senior staff and management their designated subordinates to teach.

Having identified the standards in step one, and announcing those standards as a goal for each employee in step two deploy step three. Step three is the actual assigning of superiors to subordinates.

Literally tell Employee A that he is to teach Employees X and Y, along with Employee B and Employee C, and teach them the defined goals from steps one and two. At the same time, tell Employee A that he is to be taught by Employees M and N, and so on through-out the entire enterprise, from top to bottom. By actually partnering in this fashion you will instill team work, as these teams work towards incentive goals.

Once you’ve assigned the learning tree and stated the expected direction of information flow from teachers to learners, task those superiors with the job of teaching and explaining the not only what to do and how to do it, but why it is done in relation to the larger operations of the company as a whole.

It is with the why where actual creative input and trouble shooting does occur inside the human brain. Don’t allow employees to be mindless drones at work, and challenge them to think about why they’re doing a task as it applies and contributes to the larger goals of the company. Remember it is also the why where employees will derive meaning found through the knowledge of the actual purpose of the tasks they are asked to perform. Therefore, understanding of company operations taught by superiors is key.


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Step three is the actual assigning of superiors to subordinates, and taskingthose superiors with the job of teaching and explaining the not only what to do and how to do it, but why it is done in relation to the larger operations of the company asa whole.

Set the Corporate Culture and incorporate that culture into the over-all strategy for profit generation through the business learning system!

As the manager deploying a BLS, it is imperative that it is explained that through-out the work flow and authority chain assigned superiors/teachers/coaches are expected to teach and train their designated underling/subordinate/student. That imparting knowledge on the subordinates is an aspect and duty of each employee from top to bottom, and is a job function and duty that is every bit as important as every other responsibility of every position through-out the enterprise.

Why?

Why is it that the employee does what he does, and how does it help advance the short and long term goals of the enterprise?

How does the employee help achieve the mission statement?


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Step Four: Incentive to learn and to teach.(Step one) Having identified standards, (step two) setting those learning standards as a stated goal, and (step three) deployed a senior employee or manager to subordinate employee teaching structure from top to bottom, where every employee has at least two personal mentors who are actually tasked with teaching , just as subordinate are tasked with learning, then deploy (step four) and incentivize the entire program.

This is done by tying at least a portion of employee pay or possible bonuses to not only learning the stated knowledge, skills, and standards, but teaching them as well.

In this way, accountability and obligation to fellow employee is also a natural byproduct.

*Possible gamification. *Quarterly inter-office recognition of reaching learning benchmarks. *Tied to bonuses (Learning Bonus System)*The key feature is that reaching the learning metrics and goals rewards both teacher and learner employee. *It is suggested that at least small bonuses or rewards of some sort be tied to reward both learner and coach when a learning metric goal is achieved.

Suggested incentive models


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Corporate Culture as added value?*Management must communicate the importance of learning and

teaching. Managers set the tone, not just the policy.

*It is important that whatever incentives you create for both teacher and student that you truly incorporate the learning into the corporate culture. By tying learning and coaching to employee pay, you guarantee the business culture rises to a strategic level.

*Treat employee teaching as an after-thought, and you’ll find that employee learning will be treated as an after-thought!

*Teaching and learning with incentive goals will also foster teamwork and communication that is departmentally vertical.

*Employee knowledge of the enterprise prevents costly mistakes, repeats of work, unaddressed work, fouled orders, shipping errors, account suspensions, data loss, and anything else you can think of. When your entire enterprise knows what it is doing, who is doing what, when, how, and why it is getting done, with the added communication, teamwork, and sense of purpose that is fostered through knowledge sharing, teaching, learning then you have put your entire enterprise at peak performance.


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BENCHMARKING! GOAL SETTING!

TIME HORIZONS!Step Five: Set a time horizon for benchmarking measurements and expected goal completion!

Once you have stated what you expect employees to know, who is teaching what knowledge to whom, and given every one a vested interest or incentives to participate, then you are ready to set your time horizons on when they should know that knowledge and how well they know that knowledge.

Set your timing benchmarks, where you will measure employee learning progress, and expected knowledge mastery end goals.


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Step Six

At each stated benchmark, which marks the beginning and end of each learning evaluation period, each employee will receive a score of one to ten based on that employees demonstrated levels of improvement, output, knowledge, and performance as it relates to the knowledge they are responsible for.

These scores will be taken and recorded by each employees coach, and at the end of every learning period.

Scoring the employees


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Step Seven: Creating a Business Learning Time Index Creating your chart!

*Vertical axis line:Your stated benchmark learning goals from steps one and two.

*Horizontal axis line: Your stated time horizon benchmark and progress measurement dates, from step number five.

*Field data and scoresYour employee evaluation scores taken at each benchmark step five by the teachers for their students assigned in step three at each

Example Next Slide for Employee: Frank Frankenfrank Rank: Mid-Level Manager Title: Department Head Sales Manager


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Gaining Business AwarenessFrom Your Business Learning System Index!

1. Human Capital Management: by drilling down the components of each position, management can determine adjustments to workflows for more efficiency.

Example: Employees A-D are all in the same position. All employees are scoring 10’s, and have been early on and continuously. From this sort of early and continuous displays of high scores management can safely add an added set of responsibilities to the workflow of the positions held by A-D. This can improve inefficiencies, as it may be possible to shift workflow and responsibilities from a department with very low scores.

Example: A-D same as above. The scores also indicate that maybe only three employees are required at that specific position, and the fourth employee can be moved else where in the organization.

2. Change Management and Succession Planning: The Index can help reduce the risks associated with change management and succession planning, as the Index gives a measured and documented accounting of which employees are most qualified by knowing who is most ready for promotion enterprise wide.

Once deployed and operational what sorts of insight can be harvested from the BLS Index?


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Example: Senior VP of a company is moving on, and the company wants to hire from with-in. Employees A and X are both well qualified regional managers, able to relocate to the same state and city as the home office headquarters, and for all intensive purposes are both seemingly matched as far as qualifications, experience, and time with the company. The President and Board are not sure who to give the position to. Then they go to the Index. Ouch… Looks like Employee X, while having outwardly the same and equal qualifications has consistently scored low on his BLS Index, and shows a lack of proper Human Capital Management or how to effectively lead his subordinates.

3. Reducing liabilities in the event of litigation: As the BLS Index is a documented business document which is continuous and on going, it can be used by the enterprise to counter-act claims of unfair promoting or advancements.

Example: A disgruntled employee quits the company and brings a litigation claiming to be unfairly passed over for promotions due to discriminatory practices. In court or beforehand the company offers into evidence the former employees BLS Index scores, which were consistently lower than those of the employees whom were promoted ahead of the disgruntled former employee.


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1. Regularly update the goals and expected outputs for each position every six months to ensure you are asking employees to learn relevant tasks and knowledge for each position.

2. When an employee has routinely scored 10’s for all aspects of their position, begin to task them with the learning of other positions. In so doing, you can always be assured of employee promotions or inter-enterprise successions and position filling.

3. Regularly hold employee staff meetings to explain the deployment and operations of the BLS System. This will help foster employee emotional buy-in, as well as help set the corporate culture by communicating managements importance of learning and teaching.

4. Have at least one manager or HR professional on staff whose duty is to oversee and operate the BLS and maintain the Index full time.

5. Be creative and be sure your BLS reflects your company personally and is a part of your companies strategy, policy, and corporate culture.

Maintaining the BLS System and Perpetuating Profits!


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Recognizing Your Return On Investment!

Different organizations keep various forms of data, and document that data in different formats. However, if you’re asked to justify the costs associated with deploying a BLS System, here are suggested target areas where you will be able to find savings and increased profits and be able to directly tie those savings and profits to the deployment of a BLS System:

A. Savings in manpower hours.

B. Redundant work elimination.

C. Lack of industrial accidents or length of days between company accidents.

D. Lack of errors, and increased levels of profits earned from the point that a corporate learning program/system/product is deployed, when compared to previous numbers taken at regular benchmarks already utilized by a company.

E. Employee retention rates.

F. HCM allowing for less employees tasked with the same duties, as those now preforming those duties are better trained and qualified.

G. Greater levels of customer loyalty, created by increased quality of customer service.


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WRAP IT ALL UP!

STEP ONE: Identify each position and its required duties and skills.

STEP TWO: State those learning goals and requirements to all employees.

STEP THREE: Create and assign learning teams of teachers and learners from top to bottom.

STEP FOUR: Create real employee buy in and incentive to teach and learn.

STEP FIVE: Create time horizons for learning goals and stated benchmark measurement dates.

STEP SIX: Create scoring mechanism or report-card grading system to be taken at stated benchmarks.

STEP SEVEN: Utilize all recorded data to create your BLS Index Tool, which can then be utilized by management and HR for various value added purposes!

BUSINESS LEARNING SYSTEM DEPLOYMENT STEPS:


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THE END! Congratulations, you have completed the Business Learning Professional Understanding and Deployment Course from Honest Value Corporate Learning!


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Send your questions to: Professor Joel Drotts at [email protected] Write in all capital letters in subject line!: BUSINESS LEARNING SYSTEM STUDENT QUESTION!

mailto:[email protected]