Jessica Petry

Sr. Marketing Specialist

jpetry@bizlibrary.com

@JessLPetry

@BizLibrary

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl

#BIZWEBINAR

Improve employee performance with the largest

and fastest-growing library of training videos.

We need a learning revolution: in the

schools, at home, and in the workplace.

Although the science of learning has

made enormous advances over the past

decade, its discoveries have remained

restricted to academic journals and

conferences. It’s time to liberate this

knowledge for the good of learners

everywhere.”

SOURCE: Annie Murphy Paul,

The Science of How We Learn,

Time Magazine (online)

LearnMoment of need

ApplyImprove job performance

Retain

The 3 Functional

Components of Effective

Employee Training

Encoding

Short-term memory, observations, memory

traces and what we’ve seen (limited capacity)

Retrieval

Forced retrieval is most effective after time

intervals and some forgetting has occurred

Consolidation

Time scientists believe the brain

replays or rehearses the

learning, new knowledge next

to neural markers

Human Learning

Process

The three elements cannot be separated…

though we try.

LEVEL 1

LEVEL 4

LEVEL 2

LEVEL 3

LEVEL 5

Kirkpatrick – Phillips

Model

Kirkpatrick – Phillips

Model

LEVEL 1

LEVEL 4

LEVEL 2

LEVEL 3

LEVEL 5

Reaction

Participant satisfaction

Kirkpatrick – Phillips

Model

LEVEL 1

LEVEL 4

LEVEL 2

LEVEL 3

LEVEL 5Learning

Knowledge, skills and attitudes

Kirkpatrick – Phillips

Model

LEVEL 1

LEVEL 4

LEVEL 2

LEVEL 3

LEVEL 5

Behavior

Application and on-the-job learning

Kirkpatrick – Phillips

Model

LEVEL 1

LEVEL 4

LEVEL 2

LEVEL 3

LEVEL 5

Results

Business impact

Kirkpatrick – Phillips

Model

LEVEL 1

LEVEL 4

LEVEL 2

LEVEL 3

LEVEL 5

ROI

Return on investment

ROI + Business Benefit Require Application

That’s why the Kirkpatrick/Phillips Model still

matters…

Employees must learn . . .

Employees must retain what they’ve learned

Employees must apply what they’ve learned to improve performance

Simple, right? Should be, but too many organizations struggle with it.

No matter how much you invest into

training and development, nearly

everything you teach to your employees

will be forgotten.

Indeed, although corporations spend 60

billion dollars a year on training, this

investment is like pumping gas into a car

that has a hole in the tank. All of your

hard work simply drains away.”

SOURCE: Art Kohn, PHD,

Professor, Author and

Consultant

Hermann Ebbinghaus: The Forgetting Curve

SOURCE: Mentormegate.com

10 MIN. 2 DAYS 2 WEEKS2

MONTHS

Overcoming the Curve

2 + 2 + 2

Retention Ecosystem

Content

+

Delivery

+

Capabilities

Systems and Processes

Stakeholders

Retention Ecosystem +

Application, Processes, Systems

and Stakeholders

0 1 2 3 4 5 6 7 8 9 10

Trainer

Employee

Manager

Trainer

Employee

Manager

Trainer

Employee

Manager

Usage Impact

POST

EVENT

PRE

Impact for Training Transfer

Most Powerful Least PowerfulSource: Barbara Carnes, Making Training Stick

0 1 2 3 4 5 6 7 8 9 10

Trainer

Employee

Manager

Trainer

Employee

Manager

Trainer

Employee

Manager

Usage Impact

PRE

Impact for Training Transfer

Most Powerful Least PowerfulSource: Barbara Carnes, Making Training Stick

0 1 2 3 4 5 6 7 8 9 10

Trainer

Employee

Manager

Trainer

Employee

Manager

Trainer

Employee

Manager

Usage Impact

EVENT

Impact for Training Transfer

Most Powerful Least PowerfulSource: Barbara Carnes, Making Training Stick

0 1 2 3 4 5 6 7 8 9 10

Trainer

Employee

Manager

Trainer

Employee

Manager

Trainer

Employee

Manager

Usage Impact

POST

Impact for Training Transfer

Most Powerful Least PowerfulSource: Barbara Carnes, Making Training Stick

0 1 2 3 4 5 6 7 8 9 10

Trainer

Employee

Manager

Trainer

Employee

Manager

Trainer

Employee

Manager

Use /

Frequency

Power /

Impact

POST

EVENT

PRE

Impact for Training Transfer

Most Powerful Least Powerful

Biggest disconnect is our perception of the impact

during the event and the reality.

Source: Barbara Carnes, Making Training Stick

0 1 2 3 4 5 6 7 8 9 10

Trainer

Employee

Manager

Trainer

Employee

Manager

Trainer

Employee

Manager

U

s

e

POST

EVENT

PRE

Impact for Training Transfer

Most Powerful Least Powerful

Manager pre-training has the biggest impact.

Trainer pre-training has the second biggest impact.

Manager post training has the third biggest impact.

Source: Barbara Carnes, Making Training Stick

Managers Before Training

Difference between

current state of

performance and desired

state?

ROOT cause analysis

What are the real

problems?

Performance gap, not

needs analysis

Root Cause

Analysis

Ask why until you can’t ask why anymore…

Is training the solution?

6 Best Practices for a Manager to

Support Learning

1. Identify performance gaps

2. Identify skill and competency gaps

3. Make the employees stakeholders

4. Get involved and be a good

example

5. Incorporate learning into

day-to-day work

6. Celebrate and recognize

Manager Curriculum

Performance

Emotional

Intelligence

DelegationEngagement /

Motivation

Listening

SkillsStrategic

Thinking

Coaching Presentation

Skills

Leadership

10 MIN. 2 DAYS 2 WEEKS2

MONTHS

After training begins:

• Ask questions about content

• Ask reflection questions

• Suggestion additional videos

Sample Reflection Question

According to the webinar materials so

far, how might you involve your

managers in the planning of your next

employee training effort?

10 MIN. 2 DAYS 2 WEEKS2

MONTHS

48 hours:

• Coaching on content and learning objectives

• Performance improvement as goal

Overcoming the Curve | Managers as Assets

Systems and Processes: 2+2+2

Poll Question

In your organization, how do your

managers support employees in the

application of new things to their jobs :

In your organization, how do your managers support employees in the

application of new things to their jobs :

a. Our managers offer little support, mostly because they are not committed

to learning and development themselves.

b. Our managers offer little to no support, mostly because they are not

willing to do so.

c. Our managers offer little to no support because they do not know how to

do so.

d. Managers provide some support, but not enough.

e. Managers are well-trained, involved and provide excellent support across

the board.

f. Something else.

10 MIN. 2 DAYS 2 WEEKS2

MONTHS

2 weeks later:

• Use case: give the employee a new situation to

explore with new visual clues

Overcoming the Curve | Managers as Assets

Systems and Processes: 2+2+2

10 MIN. 2 DAYS 2 WEEKS2

MONTHS

2 months later:

• Manager / employee review of quiz answers

• New set of hypotheticals with visual examples

Overcoming the Curve | Managers as Assets

Systems and Processes: 2+2+2

Overcoming the Curve

Manager Key for the 2 Month Mark

Employees should be applying what they’ve learned . . . .

• Compare new levels of performance to performance gap analysis

• Still gaps?

• What part of learning is and is not being applied?

• Managers must explore any barriers to application of learning

now!

Sample Question for Managers

Provide a specific instance where you had a problem

applying the active listening skills training we’ve been

working on over the last two months?• What happened?

• What do you think caused the problem?

• What might you have done differently?

• What was the outcome?

Stakeholder

• Employees and managers are part of

interconnected system of learning (encoding),

consolidation and retrieval.

• And in the end - application!

• Employees and managers alike must see value

and purpose behind learning.

• Managers must know how to incorporate

learning into work environment.

The contextual cues in the

learning and remembering

situations.

The difficulty of the

retention test.

The power of the

learning methods used.

The type of material

being learned.

Connect Stakeholders to Content

The amount of time the

learning has to be

retained.The learners’ prior

knowledge and

motivation to learn.

SOURCE: How Much Do People Forget? Will Thalheimer

Content’s Relation to Learner

When content is important to learner,

relevant to their experience and based

upon things they already know.

Content Design and Delivery

• Visual content (video) works best, short bursts both

before forgotten and for retention purposes

• Anchor learning with context – visual cues – works

best

• Make recollection of content difficult but not

impossible. Review with correct answers after

intervals - allow some forgetting to occur

Key

Take-Aways

Employee application of learning to

improved job performance BEGINS before

training programs ever start!

Managers are crucial parts of the

retention/application ecosystem to drive

ROI and business benefits.

Micro-learning can be a great tool to help

employees in moment of need (direct

application) of newly acquired skills to job

performance.

www.bizlibrary.com

Questions?

Improve employee performance with the largest

and fastest-growing library of training videos.

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Jessica Petry

Sr. Marketing Specialist

jpetry@bizlibrary.com

@JessLPetry

@BizLibrary

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl