Building a High Impact Learning & Development Organization · 2017-03-17 · the new realities of...

Building a High Impact Learning &

Development Organization: A Three-Pillared Approach to Transforming L&D for Bottom Line

Results

By Steve Dahill

(512) 953-7052

www.linkedin.com/in/stevedahill

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

A Three-Pillared Approach to Transforming

L&D for Bottom Line Results

Steve Dahill | www.linkedin.com/in/stevedahill

Table of Contents

Executive Summary ..................................................................................................................................... 1

The Challenges ............................................................................................................................................ 2

The Learning Challenge ........................................................................................................................... 2

The Measurement Challenge ................................................................................................................... 3

The Strategic Partner Challenge .............................................................................................................. 3

A Three-pillared Approach to L&D ............................................................................................................... 4

Focus on Learning Transfer ..................................................................................................................... 5

Focus on Modern Learning ...................................................................................................................... 6

Measurement and Evaluation .................................................................................................................. 8

Resources .................................................................................................................................................. 10

Learning Transfer – the 6Ds .................................................................................................................. 10

Modern Learning .................................................................................................................................... 10

Measurement & Evaluation - TDRp ....................................................................................................... 10

References ................................................................................................................................................. 11

About the Author ........................................................................................................................................ 12



Steve Dahill | www.linkedin.com/in/stevedahill 1

Executive Summary

Many learning organizations today are in need of a fresh strategy. Technology and the accelerating

pace of change have changed the way we work and learn, and the demand on training managers to

show real impact is greater than ever before.

Although many learning leaders recognize this need, they struggle with articulating a long-term vision

and implementing a strategic solution. By focusing on three key areas, you can build out a world-class

training organization. This paper outlines an approach to creating and managing a strategic learning

organization based upon 3 pillars: a focus on learning transfer, a focus on modern learner, and an

effective measurement and evaluation strategy.

This three-pillared approach is based upon two simple concepts:

1. Training departments are in the business of improving business results, and 2. To do this, we must have the tools to run our training organizations like a business.

An admission: None of the concepts outlined above are original or unique. The approach outlined here

simply recognizes the synergy created by bringing together existing research and proven models into a

cohesive approach to improve learning and manage the training function.

Whether you wish to build a new training department, turn around a struggling organization or advance a

strong organization to the next level, this paper describes a flexible, scalable plan, and provides the

references, resources, and tools you will need to build a best-in-class learning organization.




The Challenges

Most challenges faced by training managers today, I believe, fall into a three broad categories:

Developing effective, impactful learning solutions in the face of rapidly evolving technology and changing learning behavior

The constant struggle to measure impact and show our value to the organization

The inability to be perceived as a strategic partner.

The Learning Challenge

Most training departments are not having the impact they desire, and the result is a tremendous amount

of dollars wasted in scrap learning—learning delivered but

not applied. As the industry evolves, researchers have begun

to study how much of the training we provide actually gets

used. The results are pretty staggering. According to a 2014

study from the Corporate Executive Board (CEB), the

average company invests 45% of their learning investment is

into scrap learning (CEB, 2014). Rob Brinkerhoff, a professor

at Western Michigan University and thought leader in the

field, puts that number 80 to 85% (Phillips, 2016)!

Think about that. For every $1000 you spend developing and

delivering training, $450-850 of it is wasted, providing no

gains in performance improvement and no value to the

organization! According to Training Magazine’s 2016 Training Industry Report, the average training

budget at midsize companies is $1.4 million. Multiply that by the conservative scrap estimate of 45% and

that’s $630,000 per year that will yield no results. With average annual budgets of $14.3 million, large

companies can be wasting in excess of $6.4 million per year!

If we built wooden widgets and at the end of every day saw 45-85% of our wood supply in a scrap pile,

we would fix the problem quickly! Now, someone has shone the light on our scrap pile, and it is clear

that we are not having the impact we should.

This is due largely to outdated training methods. The way we used to do things no longer works very

well. Forward-thinking organizations must adapt their approach to learning and development.

The first two pillars addressed here are focused on the design and delivery learning in the current

environment. Learning solutions must focus on ensuring that learning gets applied on the job, taking into

account the new realities of modern learning. Designing, developing, and delivering learning with

transfer as a top priority, in a manner that modern learners connect with, will reduce scrap learning and

produce measurable performance improvements.

Nearly half of L&D investments and the time employees spend in formal learning programs produce no organizational value and ultimately go to waste. (CEB, 2014)




The Measurement Challenge

The next challenge, of course, is that L&D professionals have never mastered the skill of producing

meaningful measures that matter to their senior leaders. In a 2008-2009 study, Jack and Patti Phillips

surveyed the CEOs of Fortune 500 and large, private-sector employers. The results, summarized

below, identified the top two measures CEOs want to see—alignment and impact. Yet, what they

typically receive from L&D are the very things they care about least—participation numbers, efficiency

and cost per learner data, and participant satisfaction.

(Jack & Patti Phillips, Measuring What Matters: How CEOs View Learning Success 2009)

Attend any conference or open any industry journal and it’s clear that we still struggle with this today.

The third pillar addresses a model for measurement that will allow you to provide leadership with the

impact that your efforts are having on business outcomes, while gaining upfront measures of success

and aligning your efforts with their goals.

The Strategic Partner Challenge

It’s clear that we are unlikely to be producing the results that

we intend. And, even if we were, we lack the clear means to

measure and report them. It’s not surprising then that we are

not viewed as strategic, valued business partners. Indeed,

just 34% of business leaders think that Learning &

Development impacts business outcomes (CEB, 2017).

Consequently, as Dave Vance, Executive Director of the

Center for Talent Reporting, states, we don’t have a seat at

the table, we struggle for resources, and organizations

underinvest in learning (2014).

56% of managers felt that employee performance would not change or would improve if L&D were eliminated completely.

(Jefferson,2013)




A Three-pillared Approach to L&D

By focusing on three key areas, you can build out a world-class training organization. By focusing on

learning transfer and modern learning, you will create effective, impactful learning that will get applied on

the job, impact performance, and impact your organization’s bottom line – in terms of both improved

performance and less waste from your department. The measurement and evaluation approach

addressed here will finally give you a framework and tools to develop a real-world, workable solution to

your measurement struggles.

As I mentioned before, the approaches in each of these columns are not my own. The model for

learning transfer is based on the Six Disciplines of Breakthrough Learning. The focus on modern

learning is based on Bersin by Deloitte’s “Meet the Modern learner”, as well as a formula for a modern

learning strategy outlined by Kieran King, VP, Global Enablement, Customer Insight & Field Marketing,

Skillsoft in a white paper entitled “Millennial Learning Myths and Misconceptions: Prescriptions for a

Modern Learning Strategy”. Finally, the measurement strategy is based on the Talent and Development

Reporting Principles (TDRp) work done by the Center for Talent Reporting.

So why am I advocating using these for the pillars of your learning organization? First, together they

provide a solid framework that will address the issues you face and raise the bar on your training

department. Secondly, these approaches are achievable. They are not simply conceptual frameworks.

Resources, tools, and training are available. And finally, as the dotted line shows, they are not mutually




exclusive. Focusing on these three key areas will create synergy, with advances in one area impacting

the others and elevating your organization as a whole.

Focus on Learning Transfer

Now in its 3rd edition, The Six Disciplines of Breakthrough

Learning: How to Turn Training and Development into

Business Results is the definitive roadmap to accelerating

learning transfer. The “6Ds” as they are now known, are

predicated on one simple equation: Learning X Transfer =

Results. Learning departments exist to improve business

outcomes. Historically, training departments have focused on

the learning piece of the equation with little effort or thought

going into transfer. If there is no transfer, there are no results

and no impact on business outcomes.

Perhaps the single most important thing a training manager can do to maximize the value of their efforts

to the organization is to adopt the 6Ds.

(The Six Disciplines of, Breakthrough Learning:

How to Turn Training and Development into Business Results)

The 6Ds provide proven processes and tools for your organization to drive transfer and see a higher

return on your training efforts and investment. The text is indispensable and should be required reading

for all of your instructional design and training staff. An accompanying field guide provides tools, tips,

and advice on how to use the 6Ds.

Learning X Transfer = Results. Without learning transfer, business results are zero.




There are also free resources and tools, including application scorecards and checklists, available at

the6ds.com.

The 6Ds begin with defining business outcomes and end with documenting results. Again, those critical

areas in which most organizations struggle. Adopting the reporting principles outlined in our 3rd pillar will

provide you with the processes and tools to have effective upfront conversations to define business

outcomes, as well as the measures and reports to then document results. They will work seamlessly

with the 6Ds development process.

Further, you’ll see synergy in your design process as there are many parallels in designing for modern

learners and designing to maximize transfer. Modern learning approaches should be adopted as you

design and deliver the learning, deploy performance support, and drive transfer.

Focus on Modern Learning

In 2014 Bersin by Deloitte published “Meet the Modern Learner”, an infographic depicting key trends

and challenges facing learning professionals today.

(Bersin by Deloitte, 2014a)

http://www.the6ds.com/resources-1




In a nutshell “Meet the Modern Learner” shows us that:

Employees are overwhelmed, distracted, and impatient.

They are untethered from the office.

Employees now access information and learning differently. Most are looking for answers on-demand, outside of traditional training modalities.

They are also collaborative, seeking and sharing knowledge with their personal and

professional networks.

And, finally, employees are now empowered to find options on their own if they are not getting it

from their employers.

With a focus on old-school formal learning events, most training organizations have not caught up with

the new realities of modern learning. In fact, 60% of organizations report having trouble getting learners

to engage with corporate learning (Bersin by Deloitte, 2014b).

In “Millennial Learning Myths and Misconceptions: Prescriptions for a Modern Learning Strategy”, Kieran

King outlines a formula for modern learning consisting of 6 elements:

(King, 8)

By adopting this formula to transition your organization, you can set targets for yourself in each

category. Breaking your current content into short modules is probably a logical starting point for many

organizations. And by doing so, you’ll be taking the first steps in in making your content learner-centric.

By providing access to short, targeted modules, you allow the learner to customize a solution for their

specific needs. Further, micro-sized learning can more easily be embedded and accessed at the point of

need.




Notice below the alignment with our first pillar—focus on learning transfer. King’s formula for modern

learner will drive transfer. Likewise, the 6Ds will drive modern learning.

Measurement and Evaluation

Talent Development Reporting principles (TDRp) is an

industry-led initiative to help organizations better manage

their learning and development departments. This initiative is

managed by Center for Talent Reporting, a nonprofit

organization dedicated to bringing standards and measures

to L&D. TDRp provides you with a framework for reporting, as

well as for managing your organization. First, TDRp provides

standard definitions for measures categorized into one of

three types: outcomes, effectiveness, and efficiency. These

measures were developed by key thought leaders in the field.

The Center for Talent Reporting provides a library of the

measures. The choice of measures will depend on your

organization’s goals.

Next, TDRp includes three standard reports so that you can

manage effectively and show leaders proactive, strategic alignment to organizational goals, as well as

planned L&D targets and year-to-date-results. There are different reports for different audiences:

Summary report for senior leaders, and Operations and Program reports for L&D.

“TDRp provides you with the necessary tools to run learning like a business. This approach will allow you to deliver the greatest impact for your budget and will help you be viewed as a valued, strategic partner.”

TDRp

provides a

CLO with all

the necessary

tools to run

learning like a

business

Deliver the

greatest

impact for your

budget to help

you be viewed

as a valued

strategic

partner




TDRp is as much about management as it is about measurement. The infrastructure it provides will

enable you to have effective planning sessions with your stakeholders, align your efforts with their goals,

and gain up-front agreement on success. TDRp will help you:

Identify your key company goals

Align learning to these key company goals and establish the expected impact of your initiatives on

business outcomes

Identify, report, and manage the most important effectiveness and efficiency measures for your key

initiatives

Manage key initiatives through the year to deliver planned results

(Center for Talent Reporting, 2015)

The Center for Talent Reporting provides the measures, report templates, implementation guidance, and

training. It makes it possible for your organization to finally have an effective system in place to measure

and report impact, as well as to become a strategic business partner.

Again, we see that there is alignment with the other two pillars, particularly, the 6Ds as shown below.

First, it will help you define business outcomes. You will have the tools, processes, and skills to have

proactive discussions with sponsors and senior leaders. You will be able to gain agreement on expected

impact, and you will be able to set goals for key measures with department heads. Then you will have

the necessary measures and reports to document your results in a meaningful way that resonate with

your leaders.

Additionally, as you revamp your current programs you may use certain efficiency measures to monitor

and manage your progress toward your set goal.




Resources

The resources provided here include tools, training, and other guidance to adopt the concepts outlined

in the three pillars set forth here.

Learning Transfer – the 6Ds

The 6D’s company provides webinars, workshops, and consulting, as well as a variety of free checklists

and tools.

Webinars and workshops

Tools and Resources

Books:

The Six Disciplines of Breakthrough Learning: How to Turn Training and Development into Business Results by Roy V.H. Pollock, Andrew McK. Jefferson, and Calhoun W. Wick

The Field Guide to the 6Ds: How to Use the Six Disciplines to Transform Learning into Business Results by Roy V.H. Pollock, Andrew McK. Jefferson, and Calhoun W. Wick

Modern Learning

ATD Workshop: LearnNow: The Modern Learner

Book: Learning in the Modern Workplace 2017 by Jane Hart

Measurement & Evaluation - TDRp

The Center for Talent Reporting is a 501c nonprofit organization established to develop and promote

standards for human capital reporting. They provide organizations with the resources and guidance

necessary for a successful implementation of TDRp, including:

Statements/reports spreadsheets

TDRp measures library

Detailed implementation guidance

Communication tools

Certification

Education, workshops, webinars, and whitepapers

Conferences and community of practice

Website: https://www.centerfortalentreporting.org/

http://www.the6ds.com/upcoming-seminars

http://www.the6ds.com/resources-1

https://www.td.org/Events/Learnnow-Modern-Learner

https://www.centerfortalentreporting.org/




References

Bersin by Deloitte. (2014a). Meet the Modern Learner (Infographic). Retrieved February 15, 2017 from:

https://www.bersin.com/Practice/Detail.aspx?id=18071

Bersin by Deloitte. (2014b). Three Marketing Lessons for L&D. Retrieved February 15, 2017 from:


CEB. (2014). Confronting Scrap Learning: How to Address the Pervasive Waste in Talent Development.

Retrieved February 15, 2017 from: http://www.astd-tcc.org/resources/Documents/CEBMTMWhitepaper-

ConfrontingScrapLearning.pdf

CEB. (2017). Are You Wasting Your Investment in Learning? Retrieved February 15, 2017 from:

https://www.cebglobal.com/insights/learning-measurement.html

The Center for Talent Reporting. (2015). TDRp for Learning and Development: Managing Learning Like

a Business to Deliver Greater Impact, Effectiveness, and Efficiency. Retrieved February 15, 2017 from:

https://www.centerfortalentreporting.org/learning-development/

Jefferson, Andrew & Pollock, Roy. (2013) It Doesn't Matter How Good Your Training Is. Retrieved

February 15, 2017 from: https://www.td.org/Publications/Blogs/ATD-Blog/2013/05/It-Doesnt-Matter-How-

Good-Your-Training-Is

King, Kieran (2017). Millennial Learning Myths and Misconceptions: Prescriptions for a Modern Learning

Strategy. Retrieved February 15, 2017 from: http://learn.skillsoft.com/Website-WP-

MillennialLearningMythsandMisconceptions_RegistrationPage.html

Phillips, Jack & Phillips, Patti. (2009). Measuring What Matters: How CEOs View Learning Success.

Retrieved February 15, 2017 from: https://www.td.org/Publications/Magazines/TD/TD-

Archive/2009/08/Measuring-What-Matters-How-CEOs-View-Learning-Success

Phillips, Ken. (2016). How Much is Scrap Learning Costing Your Organization? Retrieved February 15,

2017 from: https://www.td.org/Publications/Blogs/Learning-Executive-Blog/2016/08/How-Much-Is-Scrap-

Learning-Costing-Your-Organization

Pollock, Roy, Jefferson, Andrew & Wick, Calhoun. The Six Disciplines of Breakthrough Learning: How to

Turn Training and Development into Business Results. Hoboken: John Wiley & Sons, Inc.

Training Magazine. (2016). 2016 Training Industry Report. Retrieved February 15, 2017 from:

https://trainingmag.com/trgmag-article/2o16-training-industry-report

Vance, Dave (2014, September). Time for a Change: What Learning and Development Must Do to

Successfully Engage the Future. Speech presented at the Association for Talent Development, San

Antonio, TX.



http://www.astd-tcc.org/resources/Documents/CEBMTMWhitepaper-ConfrontingScrapLearning.pdf

http://www.astd-tcc.org/resources/Documents/CEBMTMWhitepaper-ConfrontingScrapLearning.pdf

https://www.cebglobal.com/insights/learning-measurement.html

https://www.centerfortalentreporting.org/learning-development/

https://www.td.org/Publications/Blogs/ATD-Blog/2013/05/It-Doesnt-Matter-How-Good-Your-Training-Is

https://www.td.org/Publications/Blogs/ATD-Blog/2013/05/It-Doesnt-Matter-How-Good-Your-Training-Is

http://learn.skillsoft.com/Website-WP-MillennialLearningMythsandMisconceptions_RegistrationPage.html

http://learn.skillsoft.com/Website-WP-MillennialLearningMythsandMisconceptions_RegistrationPage.html

https://www.td.org/Publications/Magazines/TD/TD-Archive/2009/08/Measuring-What-Matters-How-CEOs-View-Learning-Success

https://www.td.org/Publications/Magazines/TD/TD-Archive/2009/08/Measuring-What-Matters-How-CEOs-View-Learning-Success

https://www.td.org/Publications/Blogs/Learning-Executive-Blog/2016/08/How-Much-Is-Scrap-Learning-Costing-Your-Organization

https://www.td.org/Publications/Blogs/Learning-Executive-Blog/2016/08/How-Much-Is-Scrap-Learning-Costing-Your-Organization

https://trainingmag.com/trgmag-article/2o16-training-industry-report




About the Author

Steve Dahill is an innovative, insightful, and impactful training professional

with over 15 years of experience and a proven track record of developing

and delivering compelling learning solutions to increase productivity,

knowledge, skills, and abilities of key staff members. He has built L&D

department infrastructure, including internal policies, procedures, best

practices, and tools. He has also founded, managed, and grown two

successful start-up businesses.

Steve is not selling anything! He is, however, always interested in

hearing from like-minded, forward-looking organizations who are

interested in a learning professional who can lead their L&D to the next

level.

(512) 953-7052

www.linkedin.com/in/stevedahill

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

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