Leaders are often asked to play a big part in designing training for their followers. However, few leaders take the time to properly align training with organizational strategy. We'll discuss how to do that in this episode, and also how to evaluate your efforts to ensure you received the results that you were expecting.
I welcome back my favorite guest, Bonni Stachowiak!
Be sure to align with the organization's mission, vision, and goals:
- Requires that you have at least a basic understanding of strategy (long-term planning).
- There are many approaches to strategy.
- A good person to know about in the area of creating competitive advantage is Michael Porter.
Steps to needs analysis:
- Determine the problem(s) by finding a key business lever that will make a big impact on the organization if it gets fixed/improved. People pay more attention to fixing problems than they do to making improvements.
- Affirm that the problem really is the problem (work with stakeholders to see if there is consensus on the key problem(s); engage at all levels of the organization, as there can often be a disconnect between senior management and the line staff who typically engage directly with customers).
- Develop solutions – training is not always the solution, though people tend to go to it as an “easier” way of addressing deeply rooted cultural issues.
Two broad types of evaluation:
- Formative: satisfaction with the training itself. It is the most common form of evaluation conducted since it is the easiest and least expensive way to assess.
- Summative: extent to which real change has occurred. This is the least common form of evaluation conducted because it is hardest and most expensive – but most important for determining whether ROI has occurred (Jack Phillips is a good person to read on the subject of training ROI).
Kirkpatrick's Four Levels of Evaluation (Kirkpatrick is considered the “father” of training evaluation):
- Reaction: people's reaction to the training; did they like it or not?
- Learning: what knowledge was gained as a result of the training; what did people learn?
- Behavior: the extent to which behavior was changed as a result of the training; what's different now?
- Results: real and lasting change that occurred as a result of the training; what results have been achieved?
- Be sure to check out our new QuickCoach video series, publishing each week!
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Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.