Jim Williams Learning Paths 080110

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Jim WilliamsLearning Paths

Copyright Jim Williams Learning Paths 2009

Reducing Time to

Proficiency

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Business Case• Every minute employees are less than fully proficient has

a direct financial impact: New business Customer satisfaction Customer retention Errors & omissions Morale Turnover Management time

• Anything that shortens time to proficiency or raises proficiency levels is valuable

Speed Is Critical!


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Learning is a Process

TrainingTrainingObserving/

Job Shadowing

Observing/Job

ShadowingPracticingPracticing

ReceivingCoaching/Feedback


Proficiency

UsingJob Aids/

Tools

UsingJob Aids/

Tools

Handling New &

Different Situations

Handling New &


Gaining Experience

Training is only part of the process.


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Learning Path Methodology

AcceleratedLearning

AcceleratedLearningMeasurementMeasurement

ChangeManagement

ChangeManagement

Quality/ Process

Improvement

Quality/ Process

Improvement

LearningProcess


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Learning Path Applications• Upgrading incumbents

• Dealing with expanded or changing job roles

• Implementing process changes

• Introducing new products

• Rolling out new systems or technology

• Retraining or cross-training

• Capturing organizational knowledge

• Integrating workforces post merger/acquisition

• Re-orienting workers as they’re recalled


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Learning Paths• Over 400 functions

• 30,000+ employees

• 7 Countries

• Consistently cut time to proficiency 30 to 50% or more

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Proficiency• Consistently performing at the expected level…

– Measurable results

– Observable behaviors

• In all aspects of the job at the same time….– Technical– Team Work– Administrative

• While working independently or with little supervision


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The Learning Process at WorkP

rofi

cien

cy

Time

GraduationDay

IndependenceDay

Mystery Perio

d

Day 1


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Learning PathTotal sequence of learning activities including practice and experience that leads to a desired level of proficiency

TrainingTrainingObserving/

Job Shadowing

Observing/Job

ShadowingPracticingPracticing



Proficiency

UsingJob Aids/

Tools

UsingJob Aids/

Tools

Handling New &


Handling New &


Gaining Experience


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Learning Path Methodology

FormLearning

Path Team

DefineProficiency

MeasureTime to

Proficiency

Map theCurrent

Learning Path

Search forQuick Hits

Upgrade the Learning

Path

Build an Implementation & Maintenance

Plan

Launch & Test the New Path

Gather Data

Updateand

Revise

Roll OutTo OtherFunctions


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Learning Path Deliverables

• Proficiency definition• Proficiency milestones• Learning path• Activity descriptions• Progress check-offs

Coach’s Guide

Producer’sGuide Additional

Documents

“Quick hits” Implementation &

maintenance plan Management report


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Page 4 of 23

Page 1 of 3

Learning Path (Sales Example)


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Sources of Gains• Clear “end in mind”• 100% of the job (vs. 80%)• Structuring the “mystery period”• Sharing best practices• Logical sequencing of activities• More practice sooner• Earlier integration of technical & soft skills • Better & more frequent performance feedback• Greater frontline manager involvement & support• Improved recruiting & hiring


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Case Study: North American Manufacturing Company

• 21 Learning Paths– Sales (4)– Service (2)– Sales Support (1)– Manufacturing (6)– Human Resources (3)– Logistics (1)– Marketing (4)

• Diverse applications– New hire training– Development of top

performers– New plant start-up– New business

integration– Increase sales in a

declining market

33% to 56% improvement in time to proficiency 10% increase in market share (in declining market)


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Next Steps• What are the key issues you face?

• How can Learning Paths make a difference?


Jim Williams

Jim Williams West Chester, PA 18380

610 [email protected]

http://www.linkedin.com/in/jimwilliamslearningpaths

Jim works with companies to build and implement learning processes that move more people to higher levels of performance, faster.

He has a strong history at some of the most respected companies in the world for developing talent, GE and IBM and now at Elsevier. Along with publishing the textbook, Learning Paths, Jim has international experience in some of the most important emerging markets. He served as Chief Learning Officer for GE’s operation in India and has supported learning initiatives in Eastern Europe and China.

mailto:[email protected]

http://www.linkedin.com/in/jimwilliamslearningpaths

Jim Williams Learning Paths 080110

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