Maximizing Training ROIThrough High-Impact Learning

…A Case Study

HR.comTechnology Enabled Learning

11:00 am, EasternJune 6, 2012

Gus Prestera, PhD

Learning & Performance Strategistgus@presterafx.comwww.presterafx.com

Housekeeping

• Use “Question” area to submit questions• Use “Raise Hand” to respond to quick polls• Will address questions at the end

War of Attrition

Hired >Wk6 Mo 3 Mo 6 Mo 9 Mo 12 Mo 15 Mo 18 Mo 21 Mo 240%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

AttritionRetention

Training

LicenseExams

On Full Commission

No Man’s Land

SelfStudy

“Pimp” My Curriculum

Spray & Pray Approach• Sage-on-the-Stage• Class size: 150-250• 10-hour days• 6-Week ILT• Then self-study

“Old & Busted”

More impact

High Impact Approach• Blended delivery• Lean content• Practice/context-rich• 17-Week Certification• Then high-impact ILT

“New & Hotness”

Less waste

More quickly

More sticky

Business Impact

Hired Wk 6 Mo 3 Mo 6 Mo 9 Mo 12 Mo 15 Mo 18 Mo 21 Mo 240%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

AttritionRetention

Training

Certifications

On Full Commission

High ImpactTraining

Focal Point

LicenseExams

On PartialCommission

How did we do it?

Principles | High Impact Learning

Share Ownership

Create Accountability

Prioritize Learners

Prioritize Needs

Transfer Skills

1. Share Ownership: Stakeholders must own learning process and outcomes

2. Create Accountability: Without it, expect no impact

3. Prioritize Learners: Who produces ROI and warrants more investment?

4. Prioritize Needs: Channel resources to mission-critical needs

5. Transfer Skills: Focus on transfer, your best predictor of individual success and ROI

1. OWNERSHIPStakeholders must own

the learning process and outcomes

Self-Paced Learning

Self-Paced Learning

Authentic Assess-ment

On-The-Job Learning

Action Learning

1. E-learning Tutorials2. Online Simulations3. Online Assessments4. Books5. Intranet Sites6. Internet Sites7. Workbooks

Action Learning

Self-Paced Learning

Authentic Assess-ment

On-The-Job Learning

Action Learning

1. Application Assignments2. Planning Assignments3. Job Shadowing

OTJ Learning

Self-Paced Learning

Authentic Assess-ment

On-The-Job Learning

Action Learning

1. Weekly practice sessions2. Study groups3. 1:1 Mentoring

Authentic Assessment

Self-Paced Learning

Authentic Assess-ment

On-The-Job Learning

Action Learning

1. 1:1 Manager coaching2. Knowledge Test3. Performance Test

2. ACCOUNTABILITYWithout it,

expect no impact

Accountability for Results

Account-ability

Business Unit

Managers

Coaches

Associates(Learners)

Business unit leaders created MBOs related to head count targets, revenue from new Associates, and ROI

Accountability for Results

Account-ability

Business Unit

Managers

Coaches

Associates(Learners)

Managers had variable comp tied to Associate-related MBOs, so their success was tied to the success of their Associates

Accountability for Results

Account-ability

Business Unit

Managers

Coaches

Associates(Learners)

Coaches were compensated and recognized…coaching success evaluated as part of their career development

Accountability for Results

Account-ability

Business Unit

Managers

Coaches

Associates(Learners)

Associates Failure to pass certification exams and performance assessments grounds for termination

3. PRIORITIZE LEARNERSWho produces ROI and

warrants more investment?

Investing in the High Potentials

New HireAssociates

Licensed and Certified

StarPerformers

Phase 1:Certification

“Getting Started”

Phase 2:High-Impact

“Growing the Business”

Month 3Certification

Phase 3:Individualized

“Establishing a Complete Practice”

Bad hires andlow performers

wash out

YearOne

$

$

$

4. PRIORITIZE NEEDSChannel your resources to

mission-critical needs

22

How do you prioritize needs?

low high

low

high

Skill Complexity

Ski

ll Im

port

an

ce

42

31Throw the

kitchen sink at it!

Let’s look at an example of how the savings were spent.…

5. TRANSFER SKILLS Focus on transfer, your best predictor

of individual success and ROI

3131

The Learning ProcessHow do we support learning over time?

SkillBuilding

KnowledgeBuilding

SkillMastery

SkillTransfer

SkillFluency

AwarenessBuilding

Prestera & Marker, 2006

SkillRefresh

Bar

rier

s to

Tra

nsfe

r

32

Performance Engineering Model

Capacity• …to learn

• …to perform

• …to improve

Motivation• …to learn

• …to perform

• …to improve

Information• Clear

expectations

• Relevant feedback

• Clear instructions

Resources• Materials,

tools

• Time

• Working conditions

Incentives• Financial

rewards

• Recognition, praise

• Positive work environment

Knowledge• Know-how

• Skills

• FluencyIndividual

Factors

OrganizationalFactors

Gilbert, 1970Human Competence

33

Performance Solutions

Capacity• …to learn

• …to perform

• …to improve

Motivation• …to learn

• …to perform

• …to improve

Information• Clear

expectations

• Relevant feedback

• Clear instructions

Resources• Materials,

tools

• Time

• Working conditions

Incentives• Financial

rewards

• Recognition, praise

• Positive work

Knowledge• Know-how

• Skills

• Fluency

• Clarify expectations• Provide feedback• Provide instructions

• Formal learning• Informal learning

• Provide resources• Improve tools• Ergonomics

• Simplify work• Development• Hire/Replace

• Incentivize performance• Recognize performance• Cultural change

• Coach• Hold accountable• Hire/Replace

What does it take to succeed?

Generate 30 new leads per week

Hold 5 appointments per week with qualified leads

Spend at least 6 hours per day on prospecting

$150,000 in new assets per week

Wrapping up….

Questions?

Share Ownership

Create Accountability

Prioritize Learners

Prioritize Needs

Transfer Skills

1. Share Ownership: Stakeholders must own learning process and outcomes

2. Create Accountability: Without it, expect no impact

3. Prioritize Learners: Who produces ROI and warrants more investment?

4. Prioritize Needs: Channel resources to mission-critical needs

5. Transfer Skills: Focus on transfer, your best predictor of individual success and ROI

More impact

Less waste

More quickly

More sticky

Maximizing Training ROIThrough High-Impact Learning

…A Case Study

HR.comTechnology Enabled Learning

11:00 am, EasternJune 6, 2012

Gus Prestera, PhD

Learning & Performance Strategistgus@presterafx.comwww.presterafx.com

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