transformational training conversations jan hollenbach
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Transformational Training Conversations Jan Hollenbach. Research by. Only 3% of training reached Kirkpatrick’s “Level 4” of training evaluation results where there is an impact on the organisation. 95% of training reached “Level 3” where participants liked the training. Year 2000. - PowerPoint PPT PresentationTRANSCRIPT
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• Only 3% of training reached Kirkpatrick’s “Level 4” of training evaluation results where there is an impact on the organisation
• 95% of training reached “Level 3” where participants liked the training
Research by
Year 2000
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• US Firms spent ±156 billion on employee learning in 2011
• Little practical follow-up or meaningful assessment = 90% of new skills lost within a year
Research by
Year 2012
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• Almost all organisational training is a marginal intervention and has only slight effects on performance improvement
Research by Brinkerhoff and Apking
Year 2001
• If training impact means ‘the transfer of knowledge and skills to on-the-job-performance’, research indicates that the impact of training is realised only for ±15% of all training participants
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1. It confuses activity with improvement
2. The focus is on “repairing” an individual’s
weakness
3. Programmes lack a means of transferring
learning to the job
4. Management doesn’t support it
5. It has become a motivational lecture in
disguise
Training Fails When…
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6. Trainers are not held accountable for
performance improvement
7. Management views training as a cost, not an
investment
8. There is no connection between a company’s
business needs and goals
9. The methods being used ignore how people
learn
10.It doesn’t get done at all
Training Fails When…
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The ProcessH4
David StarkerChange Consultant and Author of ‘Changing Minds’
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Jan HargraveForensic Body Language Expert
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KnowConverse ThoughtsUnderstand
FeelAppreciate
BelieveContributeCreateLead
OwnershipContinueLifestyle
The H4 Process
Scott CullenUniversity of
Michigan
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Reflection on Key Learnings
1.What have you learnt?
2.How do you feel about it?
3.What are you going to about
it?
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Reflection on Key Learnings
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Memorise This…= 1
= 4
= 3
= 2
= 5= 6= 7= 8= 9
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Memorise This… = 1
= 4
= 3
= 2
= 5= 6= 7= 8= 9
1 2 3
4 5 6
7 8 9
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Change Your Thinking Around Training
Jane Hart
1. Think activities, not course
2. Think learning space/places, not training
rooms
3. Think lightweight design, not instructional
design
4. Think continuous flow of activities
5. Think social when looking for training
technologies
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Conversational Training Model
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Tools For Engaging the Heart and Enabling the Hands
• Business Simulations
• Games
• Case Studies
• Group Discussions
Reflective Conversatio
ns
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Why Conversations Improve Learning?
1. Stimulates Thinking
2. Improves Comprehension
3. Improves Validity (People believe
people)
4. Encourages Action
5. Inspires Commitment
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Kolb’s Cycle for Experiential Learning
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Bloom’s Taxonomy
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Framework for Conversational Learning
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Putting A Learning Platform In Place – Think Different…
• We are open and transparent
• We narrate and share our work
• We offer live and on-demand training
content as part of continuous learning
• We value conversation as a learning vehicle
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• We make our work accessible to others
• We are a vanguard of change within the
company
• Our bottom line is business success
• Learning = Work + Work = Learning
• We are a learning Organisation
Putting A Learning Platform In Place – Think Different…
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• We value time for self-development and
reflection
• We recognise that reflection and
communication is key to learning
Putting A Learning Platform In Place – Think Different…
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Active Communication
Learning Network Primary Activity Conversations About…
Personal Network Connecting Discovery, sharing and personal
Work Team Collaboration Projects, co-creation
Communities of Practice
Cooperation Common interests, new developments
Company Social Network
Coordination Company-wide activity feed
The Internet Currency Diverse opinions, news, pointers, “The Commons”
Extended Enterprise Coherence Co-learning keeps all on the same wavelength
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Standard and Poor’s 500 Underlying Value of Equities
Tangible Value
Intangible Value
1990 1999
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Maccauvlei Cases
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THE END
Thank you!
Jan HollenbachMaccauvlei Learning Academy
011 439 3900www.maccauvlei.co.za