Performance Based Learning

Our 702010 Journey

with

Jane Hapgood, Learning & Development

Manager

The Beginning – Q4 2014

Which? Today

• Anticipate, respond to and meet

the training needs of the business

Which? Tomorrow

• Working with the business to

proactively tackle the causes of

performance problems

• Helping individuals learn how to

equip themselves with the right

skills and experience to perform

better in their jobs

• Building line manager coaching

capability

The Journey – Finding the Performance Gap

Which? Mortgage Advisers

• Performance Challenge – Grow the Business through Growing Managers

• Success Measures – Productivity Conversion, Business Quality, Customer

Satisfaction and key Qs of engagement

Content Creation and Research

• Performance Challenge – Delivering more compelling content with conviction

• Success Measures - Time spent editing, customer enjoyment and quality of

writing.

Which? Legal Service

• Performance Challenge – To engage and grow W?L as a new venture

• Success Measures – Conversion, Customer Satisfaction and net Promoter

Scores and key Qs of engagement

The Journey – The Process

• Gaining sponsorshop – CMG and L2 agreement

• Scoping – Working with the senior leaders to identify the performance gap

and success measures and baseline measures

• Steering group – regular review of activity, measures and next steps

• Creating a blended learning programme to build line manager capability that

provides experience, exposure as well as formal inputs (education) –

particularly in performance coaching

• Determining what ‘great’ looks like – customer experience / great writing

• Building performance support – skill pills, videos, social collaboration

Example: Blended learning programmeActivity Type Activity Streams

Programme Activity Psychometrics Team Workshops Skills Workshops Other activities

Purpose Self Awareness Build clear roles and

sense of team

Build key capabilities

for team manager role

Build insight to external

bench marks

Programme content /

Practice areas

• Flexing style with

others

• Managing own

behaviours and

emotions

Key areas:

• Define roles

• Build trust &

relationships

• Define excellence

• Appreciation of

support v advice

teams

Practice: Management

meetings

Key skill areas:

• Resilience

• Personal

effectiveness

• How to have great 1-

1s

• Feedback

Practice / Observations

/ Personal reflection

Ideas:

• External visits

• Internal visits

(W?MA)

• Rotating attendance

at the MBR

• Speakers e.g. WOW

awards judges

• Mystery shopping

People Hogan and Talent Q

profiles

Buddying

Sharing Successes and

Challenges

Observations and 1-1

feedback.

Regular call calibration

sessions

• Share learnings and

best practice

• Topic presentations

Resources Feedback report

Profile hand-outs and

tips

Resources include: W? Legal business plan, provided learning materials,

Virtual Ashridge directed reading, other relevant articles, videos and online

content.

Talent Learners Line manager All

Example – Great Writing

Great Writing Workshops

PerformanceCoaching

Performance Support

Learning Exchange (Tessello)

Building Performance Support - Animations

Building Performance Support - Videos

How we are shaping up so far

Which? Mortgage Advisers

• Success Measures – Productivity Conversion 13:1 to 10:1, Business Quality

72% to 69% (80%) , Customer Satisfaction and key Qs of engagement

increase of 17-19%

Content Creation and Research

• Success Measures - Time spent editing, customer enjoyment and quality of

writing. Too soon

Which? Legal Service

• Success Measures – Conversion 30 to 36% YTD, Customer Satisfaction 90-

91% and Net Promoter Scores 72 - 69% and key Qs of engagement

What’s next for Which?

• Curate content for pilot areas

• Finish suite of videos

• Roll out Learning Exchange to pilot areas

• Review of 702010 pilots

• Information future Learning Strategy at Which?