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Chapter Five: Constructing a Simple Training Impact Model

Brinkerhoff, Robert Berrett-Koehler Publishers PDF

Chapter Five

Constructing a Simple

Training Impact Model

P

robably all readers, either as a child or perhaps as a parent, have been on a long family automobile trip when, from the backseat, comes the infamous and recurring question, “Are we there yet?” The word “there,” of course, stands for the destination of the trip. In reference to the Success Case Method, the destination of the training’s trip is the business results the training is intended to achieve. The route to this business impact is through the on-the-job application of learning that we hope participants will make as a result of their training. That is, the training is successful when trainees use their learning in key on-job application behaviors, and these then help them produce results that benefit the business. With a clear understanding of the intended outcomes, behaviors, and skills of a training program—the

“route” to impact—we have the information we need to build the SCM survey and interview tools needed to conduct an SCM study..

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5 Pillar #3: Win the Hearts and Minds of the Make-or-Break Partners

Tim Mooney Berrett-Koehler Publishers ePub

Afew years back we were making a presentation to a group of Human Resources and Development (HRD) professionals at a conference about various issues we have described in this book: the low proportion of training that actually gets used by participants, the root causes of failure for training initiatives, the fact that senior managers and line managers must play a critical role if training is going to produce real business impact, and so forth. We remember vividly a gentleman from a company in Boston vigorously raising his hand and posing this challenge: “I believe everything you have said in your presentation. I think everyone in this room especially knows that we need line managers to support our training. You’re not telling us anything we don’t already know. But we’ve tried over and over to get them more involved and nothing works. What can we do differently?”

His comments summed up the challenge pretty well: even if we as HRD professionals are aware of the troubling state of training’s low impact, it is very difficult to get anyone outside of the training function to take the message to heart and actually do something to make a difference. But the reality remains: getting results from training is a whole-organization responsibility. Unless we get concrete and focused actions from the make-or-break players in the process, training is doomed to continue its pattern of marginal results, and the spiral of low expectations leading to mediocre results will gain speed. In this chapter we provide strategies and tools that Courageous Training leaders can employ to gain the constructive involvement of key stakeholders.

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7 The Courageous Training Code: Seven Ways to Strengthen Your Leadership Backbone

Tim Mooney Berrett-Koehler Publishers ePub

Courageous Training leaders see themselves as leaders, not administrators, of a training function, though training itself is part of what they do. They also do not see themselves as training vendors, though they do supply training and may bring in training companies to help provide high-quality programs. They do not see themselves as coordinators or brokers of training services, though they do help link people and organizational units with the learning and performance services they need.

Above all, they see themselves as leaders, with responsibilities to the business and the people in it to ensure effective performance and worthwhile results—not just training results but 118business results. Like other leaders in the organization, they are stewards of precious resources, and it is their duty to see that these resources are leveraged into the greatest value possible. Like other leaders in the organization, they have a responsibility to establish and inculcate a vision, to articulate a strategy, to set priorities and goals that reflect the strategy, to ensure effective execution of strategy, and to develop others’ skills and talents so that they are maximally successful.

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Success Case Method Assistance and Resources

Brinkerhoff, Robert Berrett-Koehler Publishers PDF
Medium 9781576751862

Chapter One: Getting to the Heart of Training Impact

Brinkerhoff, Robert Berrett-Koehler Publishers PDF

Chapter One

Getting to the Heart of

Training Impact

J

an Westbourne had a lot going for her—she was attractive, energetic, bright, and an MBA from the University of Massachusetts. To top it off, she drove an old 60’s Porsche Speedster during the Maine summers, switching to a newer SUV for the long winter. Just two years out of her graduate program, she worked in the thriving American Express Financial Advisors office in Portland. All in all, life should have been pretty good for Jan.

But things were not going well. Jan was ranked at the bottom of the 32 fellow advisors in her office. Here she sat in last place, with low performance metrics and a productivity record that put her in the bottom ranks of advisors nationally with her tenure in the company.

It was not for lack of trying. Like others in the office, Jan made telephone

“cold calls,” trying to land initial appointments from the long list of prospects the office head provided. But she struggled. The lengthy list of names in front of her would swim in her vision and seem to grow interminably longer in front of her eyes. She would hear echoing voices even before the call of the rejection she was certain she would get. Sometimes, her confidence would flag so much that

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