creating a talent development culture: how "chunked" learning can boost performance
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This is a slideshow version of a free webinar presented by Stephen Meyer, President of The Rapid Learning Institute. You can view the full webinar with audio here:http://rapidlearninginstitute.com/recorded-hr-webinars/creating-talent-development-culture/ Get more information and a free trial to the Rapid Learning Institute at: www.rapidlearninginstitute.comTRANSCRIPT
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Creating a Talent Development Culture: How Managers Can Make Training Stick and Boost Performance
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Stephen MeyerCEO and Director of Learning and Development at Rapid Learning [email protected]
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Why it all stays in Vegas
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Sure you got some value But why is knowledge retention so poor? And what’s the cost?
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No big deal?
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The science behind forgetting Why the problem goes way beyond that
conference in Vegas What if all the training in your organization
doesn’t stick?
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What we’ll discuss
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Your training isn’t achieving ROI There’s another way that changes
everything
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Re-framing training
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This approach addresses the one killer factor in the talent development dilemma:◦ Managers are accountable for training
It’s not their fault But we can’t run from the problem
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The core problem
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Training fails because managers fail to: ◦ Assess needs◦ Build curricula◦ Deliver curricula◦ Follow up
Why? Because we never trained them
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Why training fails
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Great leaders? No Great trainers? No Either seniority or technical skill Company placed a bet
◦ “You’ll be able to get results through others”
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Why managers get promoted
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Great leaders have two qualities:◦ Strong technical skills◦ The ability to develop people
But new managers quickly discover:◦ “I don’t know how to do this”◦ “Even if I can do it, I don’t have time”
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The second core competency
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Managers know talent development is crucial
But urgent matters take precedence Training either:
◦ Doesn’t get done◦ Gets done half-heartedly
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Bottom of the list
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The Four Levels
1. Reaction
2. Learning
3. Behaviors
4. Results
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Kirkpatrick on ‘Training Evaluation’
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How often do organizations actually use the four levels:
1. Reaction – 96%2. Learning – 37%3. Behaviors – 13%4. Results – 3%
Source: McMurrer et al. (2000) surveyed the ASTD Benchmarking Forum
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ASTD Study: The bad news
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We don’t know whether we’re getting an ROI
Why training so often fails
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What the survey tells us
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How often do organizations actually use the four levels:
1. Reaction – 96%2. Learning – 37%3. Behaviors – 13%4. Results – 3%
Source: McMurrer et al. (2000) surveyed the ASTD Benchmarking Forum
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Study: The bad news
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It’s that training is just an event “I sent Jane to training, so I’ll automatically
get some benefit” That makes me feel good about myself
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The deadly assumption
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Training is a PROCESS, not an event! That’s why the ASTD survey is so troubling Without follow-up, training events fail
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You shouldn’t feel good
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Killer Sales Trainer
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I asked the sales manager, “How will you make it stick?”
His voice said: “I’ll follow up” His body language said: “I haven’t a clue”
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An uncomfortable question
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Killer Sales Trainer
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Have you heard of the “learning curve?”
Term coined by Hermann Ebbinghaus in 1880s
He coined a less well-known term …
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Studies on knowledge retention
Hermann Ebbinghaus1850-1909
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The Ebbinghaus ‘Forgetting Curve’
immediate recall
20 minutes
1 hour
9 hours
2 4 6 8 10 15 20 25 31Elapsed Time (days)
Retention (percent)
20% retention
Source: Hermann Ebbinghaus, Memory: A Contribution to Experimental Psychology, 1885/1913
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Follow up is the key
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Time spent in each Phase
Source: “The Promise of Phase 3, TD Magazine”, Jan. 2005
Preparation The event itself Follow up
Planning:10%
Follow Up:5%
Training Event:85%
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Follow up ain’t happenin’ Everyone believes the ROI is automatic Companies are losing lots of money
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Wasted money and effort
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Most employees
Lowest skill level
Highest skill level
Source: The Ultimate Sales Machine by Chet Holmes
Permanent mastery of skills
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Follow up
Training occurs
Skill im
prov
es
Skill
impr
oves
Skill
impr
oves
Follow-up occurs
Follow-up occurs
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Bersin & Associates study: Which of 22 management processes has highest impact?◦ Answer: Performance coaching
Coaching is follow up – revisiting fundamentals
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Coaching study
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The most-cited study on the value of post-training follow-up
31 people got management training◦ Result: 22% increase in performance
Same group got performance coaching◦ Result: 88% increase in performance
Coaching increased ROI 4x
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The Baruch study
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It’s all about follow up
If follow up works so well, why isn’t anybody doing it?
If we’re uncomfortable doing something, we put it off
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Isolating a learning concept
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The answer: Chunking
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Short examples◦ “Nail the first 20 seconds
of a cold call”◦ “How to terminate an
insubordinate employee”◦ “How to smoke out an
imposter in a job interview”
Breaking it down
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Why employees benefit
Adult learners are different They quickly succumb to “cognitive
overload”
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J
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Exercise
FKFB INATOUPSNA SAIRS
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JFK FBI NATO UPS NASA IRS
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Exercise
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Chunking delivers:◦ Higher engagement◦ Higher knowledge retention
Killer Sales Trainer did too much:◦ Created cognitive overload
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Shut off the fire hose
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The brain isn’t immutable It changes based on what we do Lately, we’ve been doing a lot of Googling
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Neuroplasticity
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Digital natives
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Boomers and GenXers
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“The homily in general should not go over eight, minutes – the average amount of time for a listener to concentrate.”
L'Osservatore Romano (Vatican newspaper) 3/10/2008
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Vatican endorsement
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Remember: Most managers lack the “Second Core Competency”
Chunking helps them “reframe” their talent development role
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Breakthrough for managers
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Most manager view TD through a wide lens◦ I need to teach sales reps “to sell”◦ I need to teach managers “to manage”
The result: TD seems overwhelming
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The wide lens
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I’ll teach my sales reps to make cold calls
I’ll teach my managers how to delegate
The narrow lens makestraining seem doable
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The narrow lens
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Common sales challenge is price objections: ◦ “I don’t have the budget for that”◦ “My boss will blow a gasket”
Concept: buyers who say that are making THEIR problem YOUR problem
They’re throwing you a hot potato Action step: Throw the hot potato back
◦ Make THEIR problem, THEIR problem
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Example: The hot potato
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What sales manager Connie does:◦ Kicks off meeting with “chunked” module◦ 45 minutes of discussion and role play
Her confidence as a talent developer was low
But …
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Chunked learning in action
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She got good REACTION – “Connie, that session was great”
She got evidence of LEARNING – “I’d never looked at price objections that way before”
She saw BEHAVIOR change – “Connie, I held firm on price with a prospect today”
She got RESULTS: “Connie, the buyer agreed my price was fair”
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Kirkpatrick revisited
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A Small Victory
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Spent three weeks on price objections◦ Continually reinforced the concept
Moved on to new topics on three-week cycles
In a year she achieved 17 small victories She also become a very competent trainer
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What Connie did
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For learners: Decreases cognitive overload For managers: It’s transformational Chunks of learning don’t seem
overwhelming Training gets done Managers build a new
core competency
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Game changer
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Example of chunked learning
QUICK TAKE MODULE:How To Deliver High-Impact
Employee Praise
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Key points:◦ Praise can backfire◦ Common praise missteps◦ The proper way to give praise
Do you feel inspired to act?◦ Give praise today
Example of chunked learning
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