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Training that Delivers Results: Instructional Design that Aligns with Business Goals

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Posted: June 26

Workshop Overview:

This five-day workshop builds skills in the ROI Methodology developed by industry leader Jack Phillips. Participants experience application of the ROI Process model. This includes developing application and impact objectives, collecting various types of hard and soft data, isolating the effects of HR Programs, converting data to monetary values, tabulating appropriate program costs and calculating the ROI. Participants quickly see the advantage of the process as six types of data are collected and analyzed. This data represents both qualitative and quantitative data, developed from a variety of sources.

Workshop Attendees Learn How To:

• Present a briefing on the ROI Methodology

• Link HR program objectives to business results

• Describe at least three ways to collect data, isolate the effects of a

program, and convert data to monetary values

• Identify all costs of an HR program

• Calculate ROI, given benefits and costs of the program

• Identify intangible measures

• Explain the 12 guiding principles for ROI use

• Conduct and complete an ROI study for their organization

• Articulate the value of using ROI Materials 

Materials:

Attendees will receive a variety of books, as well as a detailed participant workbook complete with exercises and exhibits. They will also receive an ROI process model and calculator.

Who Should Attend?

This workshop is for participants who are responsible for measuring the impact of Human Resources. Individuals such as: HR Executives, HR Specialists, HR Managers, Talent Managers, Compensation Managers, Recruiting Specialists, Organizational Development Managers, Change Management Consultants, Learning and Development Managers, and Performance Consultants.

No mathematical background is required.

Topics of Interest Include:

• Recruiting projects

• Training and learning systems

• On-the-job training

• Career and management development

• Leadership/coaching

• Compensation/benefits

• Diversity and compliance

• Wellness and fitness

• Employee benefits

• Talent management

• Performance management

• Employee engagement

• Safety and health

• Risk management

http://www.roiinstitute.net/learning-opportunities/certification/5-day-course/2014/07/21/roi-certification-charlotte-nc/

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Posted: June 11

An Excerpt from “Training That Delivers Results: Instructional Design That Aligns with Business Goals”

YOU CAN’T AFFORD NOT TO DO ANALYSIS

I’ve talked to a lot of trainers about analysis, and the most common reason most of them give for not doing analysis is “I don’t have time.” But here’s what my experience has taught me— and I admit that it’s counterintuitive. The less time I have to complete a project, the more critical it is to do analysis early. A friend and colleague, Damon Hearne of Bank of America, once succinctly characterized the importance of analysis with this statement: “If you don’t have time to do analysis, be prepared to do design again and again and again.” That’s absolutely true. In fact, your best insurance policy against costly mistakes and missed deadlines is making the time to do the necessary amount of analysis. Here’s a personal example to illustrate the point.

An Expensive Lesson

A large bank in the Northeast wanted to use e- learning to demonstrate successful product sales skills to its financial consultants. It’s important to mention that the product was new and a previous launch had gone so badly that the bank was in a hurry to take corrective action. That’s why our request to complete a task analysis got so much push back. The bank thought the best way to meet the deadline was to give its consultants the needed selling practice by using virtual role plays with interactive, prerecorded video clips. The client just wanted our team to develop the video clip storyboards and the attendant e- learning program as quickly as possible. I explained that the purpose of the analysis was to document the process and write effective performance objectives. Our clients in the training department insisted that they would provide us with the performance objectives and that they would take on the job of explaining the process.

Soon the video clips were shot, and the scripted interactions were integrated into a powerful, interactive e- learning program. Our team designed a simulation that put the learners into an interactive conversation with their clients. Learners were able to select questions, and the video clips provided the appropriate client responses based on those choices. The training department clients were ecstatic and happily took credit for the wonderful design.

The business manager for the product line was not so pleased. “That’s not how you’re supposed to sell this product,” the manager commented on first viewing the program. I knew we were in trouble. As it turned out, the performance objectives we followed were based on an outdated process and, of course, were completely wrong. We had to go back and rescript and reshoot the video clips. The e- learning program needed a great deal of revision to accommodate the new video clips and the updated sales process. Needless to say, we finished way behind schedule and way over budget. Expensive lessons are OK as long as you don’t repeat them.

Cost- vs - Risk Rule

In this example, we ignored the cost- vs.- risk rule. This simple rule states: “As the project risk increases— whether that risk is cost, an aggressive schedule, and/or volatile content— so does the need for analysis.” The corollary to the rule is: “Analysis is of little use without the appropriate stakeholders reviewing and signing off on the analysis data.” In the preceding example, our team broke both of these rules:

■ Because there was high risk due to a previously failed product rollout and the high production costs of interactive video role plays, we should have insisted on doing our own task analysis.

■ The objectives given to us by the training client were reviewed by the appropriate subject matter experts but not by the stakeholder and managers.

Once we discovered the errors, we immediately conducted the appropriate level of task analysis. Based on a new and useful task analysis, all the performance objectives were rewritten. Based on the new performance objectives, the role- play scenarios and performance tests were rewritten. Based on the new scenarios, the new video clips were produced and new e- learning logic was written. You can see that my friend was right. We didn’t do the necessary analysis, so we had to do our design again and again. It was a very expensive lesson.

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Posted: June 10

Workshop Overview:

This five-day workshop builds skills in the ROI Methodology developed by industry leader Jack Phillips. Participants experience application of the ROI Process model. This includes developing application and impact objectives, collecting various types of hard and soft data, isolating the effects of HR Programs, converting data to monetary values, tabulating appropriate program costs and calculating the ROI. Participants quickly see the advantage of the process as six types of data are collected and analyzed. This data represents both qualitative and quantitative data, developed from a variety of sources.

Workshop Attendees Learn How To:

• Present a briefing on the ROI Methodology

• Link HR program objectives to business results

• Describe at least three ways to collect data, isolate the effects of a

program, and convert data to monetary values

• Identify all costs of an HR program

• Calculate ROI, given benefits and costs of the program

• Identify intangible measures

• Explain the 12 guiding principles for ROI use

• Conduct and complete an ROI study for their organization

• Articulate the value of using ROI Materials 

Materials:

Attendees will receive a variety of books, as well as a detailed participant workbook complete with exercises and exhibits. They will also receive an ROI process model and calculator.

Who Should Attend?

This workshop is for participants who are responsible for measuring the impact of Human Resources. Individuals such as: HR Executives, HR Specialists, HR Managers, Talent Managers, Compensation Managers, Recruiting Specialists, Organizational Development Managers, Change Management Consultants, Learning and Development Managers, and Performance Consultants.

No mathematical background is required.

Topics of Interest Include:

• Recruiting projects

• Training and learning systems

• On-the-job training

• Career and management development

• Leadership/coaching

• Compensation/benefits

• Diversity and compliance

• Wellness and fitness

• Employee benefits

• Talent management

• Performance management

• Employee engagement

• Safety and health

• Risk management

Go to www.roiinstitute.net to learn more.

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704.731.5314 | dick.handshaw@handshaw.com |  © 2014 Dick Handshaw.