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Training for performance – Sales

& Collections

April 2015

What research shows

* Corporate Executive Board (2009): Refocusing L&D on Business Performance – Bridging the gap between

business and performance

Improve Needs analysis Build Learner Motivation Enable Manager Support

Impact of Needs Analysis Activities on

Improvement in Learner Performance

Impact of Value Demonstration

Activities on Learner Motivation to

Apply

Impact of Application Support

Activities on Improvement in Learner

Performance

29%

22%

19%

16%18%

SolutionRelevance to

CriticalBusinessOutcomes

SolutionRelevance to

UrgentIndividual Skill

Gaps

L&DsUnderstandingof daily work-

flow

L&DsUnderstandingof the Business

Ownership ofSolutions and

Barriers

33%

26%

16%

Individual RelevanceDelivered by Solution

L&D Communication ofAppplication Payoff

Manager Communicationand Feedback on

Application

20%

10%

8% 8%

Manager Support ofEmployee

Development

Opportunities forApplication created

by Manager

Opportunities forApplication

identified byManager

Change in LearnedBehaviour asAssisted by

Manager

Ma

xim

um

Imp

act

Learning must be application based, support in the work-place must be provided by

management, and content must be relevant.

Key factors impacting learning & performance

Environment

Delivery

Content

Learner

Measurement

1) The learner

Cognitive Awareness

Emotional Awareness

Values and Belief

Systems

Personal needs

Know

yourselfManage

yourself

Self-Reflection

Relaxation

Self-Control and

Emotional Control

Taking Responsibility

Motivate

yourself

OptimismGetting results

Understand

others

Managing

Relationships

through

Communication

Listening

Problem

solving

Taking action

Communicating

1) The learner…..cont

Source: Beyond E-Learning, Marc J. Rosenberg

Mastery Levels

Novice Competent Experienced Master/ExpertNew to job, role or task;

knows littleCan perform to basic

standardsCan vary performance

based on unique situations

Common Learning Needs Unique Learning Needs

More Formal, Structured Training More Informal, On-the-Job Learning

Common Curricula (Program Driven) Personalised Learning (Performer Driven)

Classroom and Online Training KM, Collaboration and Performance Support

Primary Strategy:

Formal Training

(Classroom and online)

“Show Me How”

Primary Strategy:

Proactive Coaching“Help Me Do It Better”

Primary Strategy:

Access to Knowledge

and Performance

Resources“Help Me Find What I Need”

Primary Strategy:

Collaboration and

Problem Solving

“I’ll Create My Own Learning”

Absorb

Induction & preparation

New incumbent requires

comprehensive training to prepare

for the job

Establish

Build on technical

ability to perform

the role

Expand

Support role

development and

provide options

for career

advancement

Accelerate

Becoming an

expert, and

potentially getting

ready to move on

to next role

Can invent new, betterways to do job;

can teach others

2) The content

InductionPersonal Mastery

Customer Centricity

Relationship Management

Risk & Compliance

Generic systems

Product & Systems

Service Requests & Soft Skills

Integrated simulation

Where

what

Why

Know

myself

Know

my

client

Know

my

partner

Know

the

rules

Under-

stand

systems

Know

the

products

Know the

processes

Put it all

together

Role Specific

Generic

3) Delivery

E-Learning

Job Aids, Facilitator & learner Guides etc.

Quizzes

Role plays

Group discussions

Case studies

Facilitator Learner

Experiential

Performance Support

3) Delivery…contProductivity and efficiency

3) Delivery…cont

Efficiency and effectiveness

3) Delivery…contDe

velo

pmen

t Cur

ve

Life Cycle Stages

Com

pete

nce

Entrant

Recruitment

New

Induction

Growing

Manage Performance &

Coach

Advancing

Lateral Development

Expert

Management & Leadership Development

Readiness- Self

Role Compliance

Productivity

Value

Key

Focu

s

Tracking

Readiness- Work

Prod

ucts Intro to CC

Intro to Function

Condition

Recruit

Efficiency

Effectiveness

Syst

em

Assess & Monitor

“Rich” Simulation

“Self Driven” Simulation

Deve

lopm

.

Platform - Simulation as a Service (SaaS), Life Cycle (Profile)

Functional - Back-Office, Email, IM, Simulation Lite, Assessment

Product – Conditioning, Efficiency, Effectiveness Usability: Tables, Multi Select, Date Pickers, Drop Downs, Yes/No, Panel Names, Screen Lay-outsFunction: CSI, Convo Prompts, Real Time AssessmentPlatform: Operating Platform Upgrade (Java, Jboss)

From the basics to the more complex

4) Environment

Elements of skills development that must be

addressed to enable high performance.

Skills development

Knowledge Building

Knowledge Building

Application of skills through coaching

Knowledge Building

Application of skills

Enabling the

environment

Perf

orm

ance

Low

HighTraditionally most training focused on class room sessions with theory pushed to the learners.New way: experiential learning using latest methods in adult education.

Traditionally there has been little managed application of skills. New way: all skills are applied in the place of work with performance coaches to assist on the job.

Traditionally the desired performance gains have not been achieved because of environmental constraints.New way: the environment is configured, monitored and managed to enable high performance.

The High Performance

skills development programme

addresses all three of these

key elements in a unique and

integrated manner.

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1

2

3

5) Measurement

Questions