Make a Hard Core Impact with Soft Skills Training

Transcription

1 Make a Hard Core Impact with Soft Skills Training Webinar brought to you by: Presenter: Chris Osborn Host: Jessica Petry Vice President of Marketing Sr. Marketing Specialist Follow along and participate on Twitter: 1

2 Improve employee performance with the largest and fastest-growing library of training videos. Poll Question: What is the single biggest obstacle you face proving the business value of your soft skills training program? 2

3 Soft skills aren t optional. 75% of long-term job success depends on soft skills SOURCE: Stanford Research Institute International and the Carnegie Melon Foundation 6.8% of total economy per year in gross value added Soft Skills Soft Skills are important in every sector. especially Business services Retail Public services Contribution to the economy is expected to grow % % SOURCE: January 2015 McDonald s report on the economic value of soft skills 3

4 Strategic Business Challenges of 2015 Rise of the millennials Gender equality and diversity Desire to update cultures Leads to need to truly innovate Rebranding Where does my company fit in this new market reality? Mobile /online channels for customer engagement, sales, marketing and more! B2B sales /marketing Outbound sales doesn t work anymore, inbound must be embraced 7 Strategic Business Challenges of 2015 Front-end innovation Great! But back-end struggles Desire to update cultures Leads to need to truly innovate Adaptability Survival in healthcare (and likely other industries, too) B2B sales /marketing How can we meet these challenges? Outbound sales doesn t work anymore, inbound must be embraced 4

5 What are soft skills? Sometimes, easier to say what they are not.... Methods, processes or disciplines Occupational skills Knowledge 5

6 What are soft skills? Collaboration Work Ethic Communication Skills Attitude Emotional Intelligence 100% of the very most sought after and hardest to find skills in the market today are soft skills.... 6

7 The Top 5 Skills for Leadership Skills 2. Ability to Work in a Team 3. Written Communication Skills 4. Problem-Solving Skills 5. Strong Work Ethic SOURCES: Job Outlook: The Candidate Skills/Qualities Employers Want, the Influence of Attributes, National Association of Colleges and Employers The one differentiator between high performing employees and others... a soft skill emotional intelligence 7

8 Average IQ people outperform high IQ people 70% of them time EQ is an important workplace skill and predictor of success in all types of jobs. 90% of top performers are also high in emotional intelligence People with high EQ make more money. $29,000 more per year than people with a low degree of EQ. SOURCE: Travis Bradberry, Emotional Intelligence EQ, Forbes, January Decision Making Assertiveness Time Management Stress Tolerance Presentation Skills Anger Management Trust Change Tolerance Empathy Teamwork Communication Customer Service Social Skills Accountability Flexibility Emotional intelligence is the foundation for critical skills. 8

9 Emotional Intelligence EQ Can be learned and unlearned Attitudes, choices and behaviors The connection and interaction of the emotional and rational parts of our brain Strategies to adopt and improve WHAT I SEE WHAT I DO PERSONAL COMPETENCE Self-Awareness Self - Management SOCIAL COMPETENCE Social Awareness Relationship Management SOURCE: Emotional Intelligence 2.0, Travis Bradberry and Jean Greaves 9

10 Agility is demonstrated by the ability to quickly solve day-to-day business problems, to identify new processes and frameworks for speed of delivery, to cross global and functional lines without faltering, and to accept, respond, and initiate change. Employees who can identify opportunities, adapt, and thrive in the reality of change have a propensity to be high performers. Given the right resources and investment in learning, these traits are achievable across the entire organization. John Ambrose, Sr. Vice President Strategy, Skillsoft 11 minutes 10

11 Why short video actually works? Visually Wired Brain 50% 70% 100 ms Of the brain is used for visual processing Of the sensory receptors are in the eyes To get a sense of the visual scene 11

12 Most human behavior is learned observationally through modeling: from observing others, one forms an idea of how new behaviors are performed, and on later occasions this coded information serves as a guide for action. SOURCE: Bandura s Social Learning Theory LEARNER EXPECTATIONS Easy to use - intuitive Learning experience fits to delivery mode Content is accessible no matter what device I m using Content is accessible in any location or work environment Easy to find and easy to share Engaging CONTENT CHARACTERISTICS Delivery looks familiar to me and there is video to watch Content is personalized to fit my needs Mobile must have, it s not an option I choose when and how to access content Social shareable with friends and colleagues and I can comment Short, relevant video 12

13 Using the Right Tools for the Task Instant Message (IM): Short conversation, confirmations, quick requests Video Conferencing: Collaboration and complex conversations Short Video: Quick updates, refresher training, micro learning, knowledge sharing Job Aids and Briefs: How-to, static content, references and data Virtual room: Discussion groups, staff meetings, cultural norms and values Enterprise Social Network: Knowledge sharing, networking, connect with SME s How do I measure the impact of soft skills? 13

14 LEVEL 5 Return on investment LEVEL 1 Reaction LEVEL 2 Learning LEVEL 3 Behavior LEVEL 4 Results Participant satisfaction Knowledge, skills and attitudes Application and onthe-job learning Business impact Kirkpatrick Phillips Model It's not the 95% that's right that makes something work; it's the 5% that's wrong that messes everything up. Source: Measuring, Managing and Maximizing Performance, Will Kaydos 14

15 Isolation Techniques EXTERNAL FACTORS TOTAL IMPROVEMENT AFTER PROGRAM MANAGER SUPPORT/ATTENTION INCENTIVE/MOTIVATION SYSTEM/PROCEDURE CHANGES EFFECT OF LEARNING ON IMPROVEMENT Success Case Method 1 2 What, if anything, did this person learn that was new? 3 Did the usage of the learning help to produce any sort of worthwhile outcome? How, if at all, did this person use the new learning in some sort of job-specific behavior? SOURCE: Telling Training s Story by Robert O. Brinkerhoff 15

16 CREATE A MEASUREMENT PLAN 4 1 Focus on what you re evaluating 2 Create an impact model that defines potential results and benefits. 3 Survey and select success versus non-success rates. Formulate conclusions and recommendations, value, and returnon-investment. 1. Focus and Plan the Evaluation Identify Performance Areas Engage Key Stakeholders Clarify and Define Training Establish Key Performance Indicators and Metrics 16

17 2. Create a Model for Success Business Unit Goals Skills and Knowledge Behaviors and Actions 3. Success vs. Non-success Rates WHICH STATEMENT BELOW BEST DESCRIBES YOUR EXPERIENCE SINCE PARTICIPATING IN THE PERFORMANCE MANAGEMENT TRAINING? a. I learned something new, I have used it, and it has led to some very worthwhile results. b. I learned and tried some new things but can t point to any very worthwhile results yet. c. While I may have learned something new, I have not been able to use it yet. d. I already knew about and was doing the things this training taught. e. I don t think I can really use what I learned in the training. SOURCE: Telling Training s Story by Robert O. Brinkerhoff 17

18 Unsuccessful Successful Positive influences: On-demand access to resources Opportunity to apply learning Peer support Senior leader involvement Manager support 4. Recommendations, Value and ROI Areas of increased performance The value of this increase The costs to deliver value Recommended improvements to increase value 18

19 Delegation Skills TRAINING COSTS IMPACT Human Resources: $1,000 Stakeholders: $720 Total = $1,720 Newly promoted managers take an average of 16 weeks to gain full productivity Goal is to reach 100% productivity in 8 weeks at a value of $72,000 for 12 managers. Teams are less productive per employee as managers gain skills, and secondary goal is to increase productivity per employee. Delegation Skills VALUE ADDED Costs per manager are $60.00 each by using online delivery of content. Managers reached full productivity by learning to effectively delegate tasks and assume manager s role in 8 weeks. Gain in value of salary was $72,000. Additionally, each team saw a.25% gain in per employee production of $18,000 total across the six impacted teams. TOTAL VALUE GAINED $100,000 on a $1,720 program 19

20 Problem Solving Skills TRAINING COSTS IMPACT Human Resources: $90,000 Managers & Reps: $250,000 Total = $340,000 Customer service satisfaction ratings of 3 or below during trials result in zero sales Ratings of 4.5 or better result in won business 85% of the time Goal is to reach 4.5 ratings or better in 85% of the surveys returned. Problem Solving Skills VALUE ADDED Complex training program lasted a full year. In the 12 months after the training program really began to show modifications in behaviors as proven by reaching 4.5 customer satisfaction scores 85% of the time 24 additional deals were won on the same number of total trials. TOTAL VALUE GAINED $1,200,000 on a $340,000 program 20

21 Key Take-aways Raising your organization s mastery of soft skills is important regardless of industry or size. We should approach the development of soft skills by focusing on the key behaviors aimed at supporting organizational objectives. Learning content should be delivered the way employee s work and live short form video. Measuring the impact is an important step in the training and development process. The success case methodology focuses on amplifying the effects of training, not isolating. Questions? 21

22 Training Payback vs. ROI NEW Train the Trainer Series Training Management Research Content Development Training Delivery Getting Good at Surveys and Analysis 22

23 Improve employee performance with the largest and fastest-growing library of training videos. FREE 30-DAY TRIAL! no risk and no obligation Chris Osborn Vice President of Jessica Petry Sr. 23