Designing a Management Training Program that Works

Transcription

1 Designing a Management Training Program that Works

2 We believe in creating meaningful workplaces where everyone can achieve their fullest potential. LEADERSHIP DEVELOPMENT Custom Leadership Development Programs Workshops and Facilitation Competencies Development Leadership Development Strategy TEAM EFFECTIVENESS Custom Team Programs Retreats, Training, Assessments Team Development New Leader Assimilation FlashPointLeadership.com COACHING Individual Coaching Team/Group Coaching Coaching Skills Training Outsourced Coaching Partner

3 About the Speaker Linda Dausend works with clients to become their trusted business partner and is fully committed to seeing them succeed. Linda applies her broad experience to help clients develop strong leaders and build teams that work together well, spending much of her time designing and facilitating training programs with this goal in mind. She s also an experienced coach, with a specialty in helping leaders grow their careers. Linda Dausend Senior Consultant, Account Manager, CPLP She s a member of the Society for Human Resource Management (SHRM) and further serves as immediate past State Director of Indiana SHRM and State Membership Director of Arizona SHRM. She is also a member of the local chapter SHRM of Greater Phoenix, the Association for Talent Development (ATD), and the local ATD Valley of the Sun chapter where she serves as State Membership Director. A geocaching enthusiast, Linda performs in musical theatre, plays the flute in orchestras, entertains, and travels. CONTACT ldausend@flashpointleadership.com

4 Today s Agenda Why invest in management training? How should we develop managers? What are the elements of effective training programs?

5 Why Invest in Management Training?

6 Managers Make a Difference 50% 70% 50% of employees have left a job because of an immediate manager Managers can account for up to 70% of variation in reported employee engagement Source: Gallup Business Journal: Employees Want a Lot More From Their Managers, April 2015, Jim Harter and Amy Adkins

7 But Most Aren t Equipped 50% OF LEADERS ARE NOT SKILLED ENOUGH FOR TODAY S NEEDS 71% OF LEADERS ARE NOT SKILLED ENOUGH FOR TOMORROW S NEEDS Source: Global Human Capital Trends 2015: Leading in the New World of Work, ed. Josh Bersin et al. (Westlake, Tex.: Deloitte University Press, 2015).

8 What Do New Managers Want? Source: What Young High-Potential Managers Want, MIT Sloan Management Review, September, 2015.

9 What are the Fundamentals New Managers Need? 1 2 Essential people management skills (e.g., managing performance, providing feedback, coaching, delegation, developing others, etc.) A common organizational approach to people management 3 4 Practical tools and resources to support their day-to-day management tasks Ability to establish clear expectations and hold employees accountable for results 5 Confidence in their management abilities, especially in challenging situations

10 Why is This Such a Hot Topic? Meeting business growth challenges requires a strong bench of management talent. The need for rapid innovation requires advanced management capabilities. We re facing an impending wave of retirements. The costs to buy vs. build the next generation of managers is staggering.

11 HR plays the role of encouraging business to keep pace with change and empower managers to adapt. But evidence indicates that leaders are not changing fast enough.

12 Manager Development Remains a Top Priority Current Approach: Programmatic, event-based thinking Hot topics, burning issues with groups of managers Sporadic, budget-cycle driven mindset Shift To: Sustained, long-term investment in managers Strategy driven, measured practices Holistic, competency-based focus on all manager levels

13 Manager Needs Vary By Level INVESTMENT IN LEADERSHIP DEVELOPMENT VARIES BY LEVEL OF LEADER. AVERAGE PER-LEADER INVESTMENTS: Executives: $8,204 Senior-level: $7,052 Mid-level: $4,748 Emerging leaders: $3,424 First-level: $2,551 Source: Bersin by Deloitte, Research Bulletin, Leadership Development, 2015

14 Manager Needs Vary By Level Who is your management training audience and do they have transition needs?

15 What Are the Elements of Effective Training Programs?

16 Training Has Lasting Impact Learning is essential to the organization s success. Therefore, it should be self-evident that the learning organization can and should play a strategic role in helping the company to succeed. Source: Bersin & Associates, The High-Impact Learning Organization Series: Maturity Model and Best Practices in the Leadership, Governance and Management of Corporate Learning, 2012

17 The Lasting Impact of Learning and Development A high-impact learning organization can: Solve business problems by optimizing the performance of its talent Focus on roles that have the greatest impact on strategic direction Develop an organization s existing talent Be the steward for building a learning culture Be a value-add to employees, serving to retain and increase the productivity of key talent Source: Bersin & Associates, The High-Impact Learning Organization Series: Maturity Model and Best Practices in the Leadership, Governance and Management of Corporate Learning, 2012

18 Five Ways to Create Lasting Impact 1 Align to Strategy 5 Apply Skills BUSINESS IMPACT 2 Measure Outcomes 4 Engage Through Experiences 3 Involve Stakeholders

19 Step #1 Align training with a business need To reap lasting results, connect development efforts to the business goals so the participants understand their part in the whole. Their efforts matter. Activity

20 Step #1 Align training with a business need If it doesn t connect to the business, there is no chance for impact, let alone lasting impact!

21 Step #1 Align training with a business need Define Analyze Develop Build

22 Step #2 Evaluate and measure outcomes IDENTIFY METRICS BEFORE AND AFTER THE LEADERSHIP ENGAGEMENT Engaging Experience Alignment Learning Performance Impact

23 Step #2 Evaluate and measure outcomes Satisfaction Learning Adoption Utility Efficiency Alignment Attainment Individual Performance Organization Performance

24 Step #2 Evaluate and measure outcomes Preparation Training Event(s) Follow-Up Pre-assessment Pulse survey Stakeholder check-ins Post-assessment Activity

25 Step #3 Involve executives and other stakeholders But how? Find what matters to them!

26 Step #3 Involve executives and other stakeholders Preparation Training Event(s) Follow-Up Show them the strategy connection Create a preview of the program Serve as mentors or sponsors Provide a coaching guide Co-facilitate the sessions Provide attendee profiles Present the aggregate Business impact Recognize stakeholder involvement Share learning plans

27 Step #3 Involve executives and other stakeholders Importance to Leaders Measure Type Example 1 Impact The project management training contributed to our 10% increase in productivity. 2 Value Within one year, the benefit-cost ratio will increase to 2:1. 3 Awards Our learning program won an award from ATD. 4 Application The average participant has applied the new skill 80% of the time. 5 Learning The average leader increased his or her skills by 22%. 6 Activity Last year 1,200 participants completed courses in the curriculum. 7 Efficiency Our training programs cost $10.56 per employee. 8 Reaction Training participants rated the course 4.3 on a scale of 5.

28 Step #4 Engage participants through an interactive experience Preparation Send reading materials, team e-newsletters, blog posts, etc. in advance Send participant prep-work Market your program Plan and hold a kickoff/orientation session

29 Step #4 Engage participants through an interactive experience Training Events Deliver material in chunks Create a balance between individual and team activities Create individual development plans Use a mix of e-learning and instructor-led sessions Have fun with a purpose

30 Step #4 Engage participants through an interactive experience Follow-up Provide accountability coaching Create action learning teams Host renewal sessions Teach forward Offer job shadowing/mentorship Highlight employees success stories

31 Step #5 Apply new skills and behaviors to the business need

32 What are Examples of Effective Training Programs?

33 Choosing the Right Strategy #1 Developing in a current role #2 Accelerate development #3 Grow and build the pipeline

34 Need: Ready Managers Now Timeframe: Immediate #1 Developing in a current role Sample Approaches: Leading a high-risk, high-impact project Being promoted into a highly visible stretch role Intensive manager development program e-learning courses/virtual classrooms for just-in-time learning Professional/industry association involvement Coach or executive mentor Individual Development Plan

35 Need: Accelerate Development Timeframe: Short, 1-3 years #2 Accelerate development Sample Approaches: Advanced degree program (e.g., MBA, executive education) Cross-functional, cross-business, or international assignments Leadership training 360-degree assessment Action learning projects Leading a special project team Mentoring by a senior manager Group coaching Mentoring or training other employees Volunteer leadership/board role Individual Development Plan

36 Need: Grow + Build the Pipeline Timeframe: Medium, 3-5+ years #3 Build Pipeline Sample Approaches: Management and leadership training, 360-degree assessment Skill-based curriculum (e.g., business acumen, public speaking, etc.) Action-learning project Assignment to special project teams Rotation program Increased responsibility in current role Group coaching Exposure to senior leaders; shadowing Individual Development Plan

37 3 Components to Consider ACTION LEARNING GROUP COACHING TARGETED MENTORING

38 ACTION LEARNING

39 What is Action Learning? A process that involves a small group working on real problems, taking action, and learning as individuals and as a team while at the same time reflecting on their actions.

40 Source: World Institute for Action Learning,

41 Components of Action Learning Project, challenge, task, or problem (executive challenges presented for the LCW) Group of four to eight people with diverse perspectives Reflective questioning and listening Selecting purpose, creating solutions, and taking action Commitment to learning Action learning coach

42 Benefits of Action Learning Solves complex problems and challenges using systems thinking Builds powerful teams Enables individuals and teams to learn while working Creates a corporate culture that can learn and handle change Develops leadership competencies Develops systems thinking and creativity

43 GROUP COACHING

44 What is Group Coaching? A facilitated group process led by a skilled professional coach and created with the intention of maximizing the combined energy, experience, and wisdom of individuals who choose to join in order to achieve organizational objectives or individual goals.

45

46 Sample Components 6-8 participants (max 15) ANY group or intact team 6-12 months in length 1-2 hours per session VIRTUAL or in-person COACH as guide INTEGRATED or standalone

47 Structure of Group Coaching Pre-Program First Session Ongoing Sessions Pre-Program One-on- Ones and Materials Distributed Intros, Expectation Setting, and Validation Themes, Exercises, Check-Ins, and Field Work Accountability, Future Goals, and Celebration Follow-Up Evaluations and Program Enhancements Post-Program Oneon-Ones and Group Calls Last Session Evaluation Renewal

48 Group Coaching Key Ingredients Select an experienced coach Use assessments to build awareness Set evaluation measures Manage the participant experience

49 Group Coaching Benefits Provides a powerful force to increase motivation and follow-through. Offers a shared experience; leaders provide encouragement for one another as they work toward common goals. Allows for actual practice at leading a team through rotational leadership. Offers a more intimate setting for learning to occur.

50 TARGETED MENTORING

51 How is Mentoring Different Than Coaching? Giving Advice Sharing Direct Experiences Asking Questions Helping Another Solve His or Her Own Problems Mentoring Coaching

52 M Traditional Mentoring Traditional mentoring centers on a relationship between two people. The more experienced person (the mentor) agrees to support the development of a less experienced person (traditionally viewed as a protégé.) Typically it is used to share knowledge and gain experience. m Targeted Mentoring Today s mentoring relationships include group, reverse, and situational mentoring. Experiences are shared through dialogue and collaborative learning. The process is more goal-oriented, with a strong focus on outcomes and measurement.

53 Targeted Mentoring Examples 1. Function or career-path specific 2. Programs matching high-potential emerging leaders with mentors one or two levels up 3. First-time manager paired with a strongperforming leader at the same level 4. Pairing an emerging leader with a nearretirement team member for knowledge transfer

54 Measuring Impact Sample Outcomes Manager engagement and retention Readiness for promotion Data Sources Interviews, engagement surveys, turnover metrics Bench strength, internal rates of promotion, speed to fill, replacement costs Managers confidence in their ability to lead at a higher level Organizational confidence in managers Managers leadership effectiveness Managers overall performance Participant surveys and interviews Strength of the succession plan, executive survey Pre- and post-assessments, engagement surveys, performance reviews Performance reviews

55 About the Speaker Linda Dausend works with clients to become their trusted business partner and is fully committed to seeing them succeed. Linda applies her broad experience to help clients develop strong leaders and build teams that work together well, spending much of her time designing and facilitating training programs with this goal in mind. She s also an experienced coach, with a specialty in helping leaders grow their careers. Linda Dausend Senior Consultant, Account Manager, CPLP She s a member of the Society for Human Resource Management (SHRM) and further serves as immediate past State Director of Indiana SHRM and State Membership Director of Arizona SHRM. She is also a member of the local chapter SHRM of Greater Phoenix, the Association for Talent Development (ATD), and the local ATD Valley of the Sun chapter where she serves as State Membership Director. A geocaching enthusiast, Linda performs in musical theatre, plays the flute in orchestras, entertains, and travels. CONTACT ldausend@flashpointleadership.com

56 Keep in Touch! Linda Dausend Senior Consultant, Account Manager, CPLP CONTACT

57 STAY CONNECTED Linda Dausend WEBINARS EVENTS WHITE PAPERS BLOG Don t miss the opportunity to sign up for leadership workshops, webinars, and free resources at FlashPointLeadership.com Register at flashpointleadership.com/events