The Impact of LearningDonald H. TaylorChairman, The Learning and Performance Institute

Group: reedlearning

@reedlearning

reedlearning

#reediol

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Types of impact from learning

What types of impact are there?

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Types of impact from learning

• Better– More sales– Reduced inefficiencies

• Faster– Increased productivity– Increased speed to competence

• Cheaper– Reduced liability– Fewer support calls

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Question...

How do you show the impact of learning in your organisation?

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• What is ROI – really?

• Alternative methods

• The need for buy-in

• Best practice

Today

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Time

Sales

Increase in sales revenue(B – A)

A

B

Training introducedhere

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Time

Sales

Sales were improving anyway

Increase likelyto have happened anywayA

B

X

Training introducedhere

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Time

Sales

A

B

X

Increase shown by controlgroup

Training introducedhere

Outsideeventhappenshere

Y

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Time

Sales

A

B

X

Training introducedhere

Outsideeventhappenshere

Y

Increaseattributable to training(B – Y)

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“What’s the ROI on that?”• Historical data collection

• Good control groups

• No training for B

• Hawthorne effect

• No new systems

• ‘Monetizing’ training

Is this really what your client is asking for?

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• Clothes?

• Food?• Who?• Juliet!

• Beer• James• Footy• Cab?

It should be okay.

There’s a party at Tony’s tonight.

What sort of party will it be?

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“What’s the ROI on that?”

What do they really mean?

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• I have a real need for an ROI study

• Can I kill this training request?

• Am I safe if I buy this?

• Will this solve my problem?

Possible meanings

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Question

Are there any alternative methods?

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1. Donald Kirkpatrick / Kirkpatrick Model

2. Jack Phillips / ROI Institute

3. Robert O. Brinkerhoff / Case study method

4. Robinson, Harrison etc / Performance consulting

Showing impact

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• 1959 / 1975

• 4 levels– Reaction– Learning– Behaviour– Results

Kirkpatrick model

Donald Kirkpatrick

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• Jack Phillips ROI Institute

• Kirkpatrick “5th Level”

• Monetarization

• Data-driven

The Phillips ROI model

Jack Phillips

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• Robert O. Brinkerhoff

• Focus on success

• No isolation

• Survey approach

Success case method

Robert O Brinkerhoff

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• Dana Gaines Robinson & James C Robinson (US)

• Nigel Harrison (USA)

• Many others

Performance consulting

Nigel Harrison

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Performance relationship map

1.

Should

2.

Should

Causal Linkage

Operational Results On-the-Job Performance

4. Is 3. IsCausal Linkage

5. Environmental Factors Impacting Performance

External Causes Internal Causes

Gap Gap

Source: Performance Consulting, Gaines Robinson & Robinson, Berrett-Koehler, 1995

#reediolSource: Improving Employee Performance, Kogan Page, 2000

Seven-step process

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1. What is the problem? Build a contract

2. Who is involved?

3. What are people doing now?

4. What do you want them to do?

5. What is the value of the gap?

6. What are the causes? And potential solutions?

7. Build an action plan

Seven-step process

#reediol

1. What is the problem? Build a contract

2. Who is involved?

3. What are people doing now?

4. What do you want them to do?

5. What is the value of the gap?

6. What are the causes? And potential solutions?

7. Build an action plan

Seven-step process

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• Open– “Who is involved in this?”

• Engaging– “What would it look/feel like to do this?”– “What will happen if things continue like this?”

• Challenging – “Could they do it in the past?”– “Does it matter to them?”– “Are they rewarded for poor performance?”– “Do they have all they need for the job?”

Types of question

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• Pain/Problem– “Is the team working well together?”– “Are you satisfied with ...?”

• Implication– “What effect does that have on output?”– “Could that lead to increased costs?”– “Will it slow down your proposed plans?”

• Need/Payoff Questions– “Why is it important to solve this problem?”– “What benefits do you see?”

Establishing pain and need

Source: SPIN Selling, by Neil Rackham, McGraw Hill, 1988

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Facilitating

Knowledge Skills

EnvironmentMotivation

M L Broad & J W Newstrom (1992) | Research repeated in 1998 with similar results

Before During After

Manager

Workshop Leader /Instructor

Learner

? ?

?

? ??

?

??

With thanks to Charles Jennings

? ?

?

? ??

?

??

Before During After

Manager

Learner

1 3

4

5 67

8

92Workshop Leader /Instructor

M L Broad & J W Newstrom (1992) | Research repeated in 1998 with similar results With thanks to Charles Jennings

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Real conversations

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Question

What skills do we need?

Do we have them?

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L&D skills• 12 months in development

• Launched October 2012

• 27 skills / 9 groups

• 4 levels

• Free to use for non-profit– bit.ly/LPICapMap

• 983 assessments

Category and skill 1 2 3 4

Analysis and Strategy

Assessment and Evaluation 78 91 119 78

Competency Management 94 103 86 66

Learning Strategy 36 100 108 136

Performance Analysis 55 132 112 90

Business Skills and Intelligence Communication, Marketing and Relationship Management 73 74 107 95

Financial Management 77 80 110 68

Industry Awareness 50 131 103 95

Procurement 67 93 98 70

Collaborative Learning

Developing Collaborative Learning Skills 132 89 85 74

Supporting Communities of Practice (CoP) 112 108 77 72

Supporting Content Co-creation and Curation 106 79 92 74

Supporting Work Teams 52 114 146 130

Learning Delivery Management

Change Management 64 115 103 78

Project Management 41 71 150 142Learning Information Management and Interpretation

Data Interpretation 71 99 112 37

Information Architecture 67 119 109 37

Learning Resources

Content Creation 26 104 272 190

Design 40 117 246 248

Live Delivery

Face-to-face Learning 30 71 239 398

Presentation Delivery 28 91 377 377

Virtual/Online Delivery 142 132 153 141

Managing the Learning Function

People Management and Development 49 106 81 158

Process Management and Improvement 74 66 101 119

Resource Management 42 71 98 122

Performance Improvement

Coaching 91 87 162 107

Mentoring 108 102 110 78

Performance Support 56 95 174 159

L&D Skills

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Category and skill 1 2 3 4

Analysis and Strategy

Assessment and Evaluation 78 91 119 78

Competency Management 94 103 86 66

Learning Strategy 36 100 108 136

Performance Analysis 55 132 112 90

Business Skills and Intelligence Communication, Marketing and Relationship Management 73 74 107 95

Financial Management 77 80 110 68

Industry Awareness 50 131 103 95

Procurement 67 93 98 70

Collaborative Learning

Developing Collaborative Learning Skills 132 89 85 74

Supporting Communities of Practice (CoP) 112 108 77 72

Supporting Content Co-creation and Curation 106 79 92 74

Supporting Work Teams 52 114 146 130

Learning Delivery Management

Change Management 64 115 103 78

Project Management 41 71 150 142Learning Information Management and Interpretation

Data Interpretation 71 99 112 37

Information Architecture 67 119 109 37

Learning Resources

Content Creation 26 104 272 190

Design 40 117 246 248

Live Delivery

Face-to-face Learning 30 71 239 398

Presentation Delivery 28 91 377 377

Virtual/Online Delivery 142 132 153 141

Managing the Learning Function

People Management and Development 49 106 81 158

Process Management and Improvement 74 66 101 119

Resource Management 42 71 98 122

Performance Improvement

Coaching 91 87 162 107

Mentoring 108 102 110 78

Performance Support 56 95 174 159

Live Delivery Face-to-face Learning 30 71 239 398Presentation Delivery 28 91 377 377Virtual/Online Delivery 142 132 153 141

L&D Skills

#reediol

Category and skill 1 2 3 4

Analysis and Strategy

Assessment and Evaluation 78 91 119 78

Competency Management 94 103 86 66

Learning Strategy 36 100 108 136

Performance Analysis 55 132 112 90

Business Skills and Intelligence Communication, Marketing and Relationship Management 73 74 107 95

Financial Management 77 80 110 68

Industry Awareness 50 131 103 95

Procurement 67 93 98 70

Collaborative Learning

Developing Collaborative Learning Skills 132 89 85 74

Supporting Communities of Practice (CoP) 112 108 77 72

Supporting Content Co-creation and Curation 106 79 92 74

Supporting Work Teams 52 114 146 130

Learning Delivery Management

Change Management 64 115 103 78

Project Management 41 71 150 142Learning Information Management and Interpretation

Data Interpretation 71 99 112 37

Information Architecture 67 119 109 37

Learning Resources

Content Creation 26 104 272 190

Design 40 117 246 248

Live Delivery

Face-to-face Learning 30 71 239 398

Presentation Delivery 28 91 377 377

Virtual/Online Delivery 142 132 153 141

Managing the Learning Function

People Management and Development 49 106 81 158

Process Management and Improvement 74 66 101 119

Resource Management 42 71 98 122

Performance Improvement

Coaching 91 87 162 107

Mentoring 108 102 110 78

Performance Support 56 95 174 159

Collaborative Learning Developing Collaborative Learning Skills 132 89 85 74Supporting Communities of Practice 112 108 77 72Supporting Content Co-creation, Curation 106 79 92 74Supporting Work Teams 52 114 146 130

L&D Skills

#reediol

Category and skill 1 2 3 4

Analysis and Strategy

Assessment and Evaluation 78 91 119 78

Competency Management 94 103 86 66

Learning Strategy 36 100 108 136

Performance Analysis 55 132 112 90

Business Skills and Intelligence Communication, Marketing and Relationship Management 73 74 107 95

Financial Management 77 80 110 68

Industry Awareness 50 131 103 95

Procurement 67 93 98 70

Collaborative Learning

Developing Collaborative Learning Skills 132 89 85 74

Supporting Communities of Practice (CoP) 112 108 77 72

Supporting Content Co-creation and Curation 106 79 92 74

Supporting Work Teams 52 114 146 130

Learning Delivery Management

Change Management 64 115 103 78

Project Management 41 71 150 142Learning Information Management and Interpretation

Data Interpretation 71 99 112 37

Information Architecture 67 119 109 37

Learning Resources

Content Creation 26 104 272 190

Design 40 117 246 248

Live Delivery

Face-to-face Learning 30 71 239 398

Presentation Delivery 28 91 377 377

Virtual/Online Delivery 142 132 153 141

Managing the Learning Function

People Management and Development 49 106 81 158

Process Management and Improvement 74 66 101 119

Resource Management 42 71 98 122

Performance Improvement

Coaching 91 87 162 107

Mentoring 108 102 110 78

Performance Support 56 95 174 159

Analysis and Strategy Assessment and Evaluation 78 91 119 78Competency Management 94 103 86 66Learning Strategy 36 100 108 136Performance Analysis 55 132 112 90Business Skills and Intelligence Communication, Marketing and Relationship Management 73 74 107 95Financial Management 77 80 110 68Industry Awareness 50 131 103 95Procurement 67 93 98 70

L&D Skills

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• Right approach– Business metrics– Buy-in

• Right method

• Right culture

• Right skills

Best practice

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• Donald H. Taylor – Chairman, Learning and Performance Group

• Jon Buttriss – Director, Reed Learning

• Matthew Piddington – Head of Sales, Reed Learning

• Eleanor Hudgell – Head of Learning Solutions, Reed Learning

Q &A

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• Performance Consulting– Gaines Robinson & Robinson

www.partners-in-change.com

• Improving Employee Performance– Nigel Harrison

www.performconsult.co.uk nigel@performconsult.co.uk

• What is Performance Consulting? – Nigel Harrison– Nigel will supply this PDF booklet to anyone from the Reed

Learning event who mails him.

References

Group: reedlearning

@reedlearning

reedlearning

www.reedlearning.com