Implementing MTM: General Guidance and Best Practices€¦ · 22/09/2020 · MTM adoption with...
Transcript of Implementing MTM: General Guidance and Best Practices€¦ · 22/09/2020 · MTM adoption with...
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Implementing MTM: General Guidance and
Best Practices
Alan Kully, Explorance
9/22/20
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AGENDA
• Implementation Objectives
• Getting Started
• In-Stream
• Q&A
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Expectations
PARTICIPATE
• Interactive:• Ask questions• Share stories• Tell jokes
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Implementation Objectives
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The Value of Automation of the Measurement Process
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Automation Means an Effortless Experience
Surveys
• Post Event and Follow Up from Learners
• Managers• Instructor
LMS & Portals
• Class & Content Information
• Learner Demographics
Portfolio Objectives
• KPIs tied to business
Metrics That Matter™
Reports
Alerts
Data Explorer
L&D Action
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Pre-Implementation
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Getting Started
• Identify Team Members and Roles
‒ Sponsor
‒ Project Manager
‒ Administrator
‒ Learning Analyst
• Identify Trainings to Evaluate
‒ Variety of Deliveries
‒ Multiple Business Units
‒ Start Small (or BIG)
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Implementation
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COMMUNICATION
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From Whom?
• Leaders/Executives
• Development Team/Course
& Program Owners
• Delivery Team/Instructor
Managers
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COMMUNICATION
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With Whom?
• Instructors/Instructor Managers
• Course Developers/Instructional Designers/Instructional Design
Managers
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Scheduled Reports by Role
Role Class Trigger Monthly QuarterlyOngoing Monitoring /
Data Exploration
Instructor Instructor Class Summary Instructor Performance Report Instructor Dashboard
Instructor ManagerInstructor Class Summary
(triggered for low-scoring classes)
Instructor Performance Summary
for team
Instructor Performance Report
for each Instructor
Data Explorer*,
Instructor Manager Dashboard*
Course Developer /
Instructional Designer
Course Summary Report
w/Course Level Details,
Learner Comment Analysis
Course Summary Report
w/Course Level Details
Data Explorer*,
Course Owner Dashboard*,
Report Card w/Key Driver Analysis
Instructional Design
ManagerCourse Summary Report
(for courses owned by team)
Course Summary Report
w/Course Level Details
(for courses owned by team)
Data Explorer*,
Course Owner Dashboard*,
Report Card
w/Key Driver Analysis
Learning Analyst /
Measurement Champion
Report Card
w/Key Driver Analysis,
Course Summary Report
w/Course Level Details,
Learner Comment Analysis
Report Card
w/Key Driver Analysis, Executive
Summary Report
Data Explorer*, Dashboard*
Learning ConsultantCourse Summary Report
w/Course Level Details, Learner
Comment Analysis
Key Metrics Report
(based on priority),
Executive Summary Report
Data Explorer*, Dashboard*, Report
Card w/Key Driver Analysis (by
demographic)
L&D LeaderReport Card
w/Key Driver Analysis
Executive Summary Report,
Data Analysis Report (prepared by
Learning Analyst)
Dashboard**Requires direct access to MTM
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COMMUNICATION
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Portfolio Evaluation Model
L&D Value Driver Business Objective Leading Indicator Lagging Indicators
Drive bottom-line profitability
ProductivityCycle Time
CostScrap
ProfitEBITDA
Drive top-line revenue growth
Customer SatisfactionSales Performance
Scrap
RevenueMarket Share
Cost avoidance:Minimize costs due to
non-compliance
SafetyRisk Avoidance
Manager Support
Legal CostsReputational Damage
Cost avoidance:Minimize talent
acquisition/turnovercost: “Build vs. Buy”
Job ApplicationManager Support
Learning EffectivenessQuality
Bench StrengthOrganizational Flexibility
Maximize Operational Efficiency
Drive Growth
Build / Maintain Foundational Skills
Mitigate Risk$
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Leading indicators suggest the program will
exceed targets for employee productivity
increase by 5%.
We recommend shortening the workshop by 1
day, but expanding manager support following
the workshop to drive further gains.
Transform the Conversation
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STANDARDIZATION
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Typical Day
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Measurement ApproachesEvaluation models give us a common language to determine the
effectiveness of training
Measure Kirkpatrick Phillips Brinkerhoff Bersin Reichheld
Level 0 Inputs (Activity) Efficiency & Adoption
Level 1 Reaction Reaction Satisfaction & Utility
Level 2 Learning Learning Learning Learning
Level 3 Job Impact Application ApplicationIndividual
Performance
Level 4 Business Results ImpactBusiness results,
evidence of success
Organizational Performance &
Attainment
Level 5 Return on Investment
AdditionalMeasures
IntangiblesSupport, barriers to
applicationAlignment Net Promoter Score
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COMMUNICATION
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Communication and Change Management Cycle
Instructors communicate
evaluation process in class to re-inforce the
process
Capture success stories on how data is being used to make
decisions
Communicate regularly to
keep momentum for change strong
Communicate MTM adoption
with stakeholders immediately
▪ The initial communication with stakeholders to secure buy-in will happen once
▪ All other communication steps will recur regularly to reinforce the measurement process and the importance of feedback
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Best Practices: Keep Momentum Alive
Use available means of communications to:
• Provide regular progress updates
• Publish outputs of learning metrics
• Continue training and support
• Publish success stories
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Recap:
5. Communication4. Communication3. Communication2. Standardization1. Communication
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Questions?
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Beyond “Smilesheets”
• Business Outcomes Impacted
• Criticality of Training
• Examples of Application
• Job Application
• Net Promoter
• Perceived Value
• Performance Improvement
• Scrap Learning
• Content Quality
• Content Relevance
• Instructor Performance
• Knowledge Gain
• Manager Support
• Organizational Support
• Support Tools/Resources
• Technology Effectiveness
Dri
ve C
on
tin
uo
us
Imp
rove
me
nt
De
mo
nst
rate
Val
ue
• Statistically Validated • Proven to Predict Results • Supports Accepted Methodologies
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Wrong Metrics Communicated to L&D LeadersTraining Expense per Employee
1Satisfaction with Training
2Training Hours per FTE
3External Vendor Expense
4L&D Cost per FTE
5
Top 5 Metrics Reported to L&D Leaders
▪ We delivered 20,000 hours of training
▪ We spent $860 per employee
▪ Satisfaction was 4.7 out of 5
▪ We think last year’s major training program
had a 320% ROI
▪ Limited insight into effectiveness and outcomes in
a timely way hinders L&D in making decisions to
enable continuous improvement.
▪ Does not give business executives what they need
to gain confidence in their investment of budget
and time for L&D programs
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KPIs That Most Impact Application and Outcomes
The Predictive
Learning Impact
Model 2.0