E-Learning, Informal Learning, Line Responsibility: Audit to Impact

Transcription

1 103 E-, Informa, Line Responsibiity: Audit to Impact Wi Thaheimer, Work- Research Hiary Leisten & Sa Venegas, Wagreen Co.

2 Orando, FL E, Informa, Line Responsibiity: Audit to Impact Retai Best Practices Wi Thaheimer, PhD President Work Research earning.com Sa Venegas Corporate Wagreens s sa.venegas@wagreens.com March Sa Venegas Corporate, Program Deveopment Wagreens s 2 Refection Questions Wagreen Co. Which of the foowing characteristics make it difficut to exce in the earning enterprise? Which are opportunities? Long history of store based earning More than 6000 stores across the US Expanding into non traditiona heathcare Tight margins, competitive industry, increased reguation 3 4 Wagreens Retai s Geographicay dispersed with over 200,000 empoyees job roes per store Very top down management, very task focused No training budget managers expected to fit training into budget Wagreens Landscape Large support function, spit into two departments: s & Systems Training argey e earning, with some cassroom training for management Main driver of what gets buit requests from Operations group is centraized in Chicago Session 103 E-, Informa, Line Responsibiity: Audit to Impact Wi Thaheimer, Work- Research Page 1

3 Orando, FL Refection Questions How Did This Get Started? The Wagreens Perspective What are the issues with a geographicaydispersed audience? What is ikey to happen if stores don t have a training budget? What was the situation ike at Wagreens that prompted this effort? What was the driving issue? Why was someone from the outside caed in? 7 8 Wi Thaheimer, PhD Mission Ë Hep Cients Buid More Effective Ë Utiizing Wisdom from Research & Practice Ë Compie Research, Share Findings Work Ë Consuting (, Performance, Assessment) Ë Workshops & Speaking Ë Audits, Work Audits Ë Research and Writing 9 10 How Did This Get Started? The Work Research Perspective What had you been doing with Wagreens? What seemed to be the driving issue? What were some of your biggest worries getting started? What were the biggest pusses getting started? Framing the Audit Goas How We is Supporting / Pharmacy Success? What More Can be Done? What s Wrong with the E? Note: E earning programs are caed PPL s at Wagreens Session 103 E-, Informa, Line Responsibiity: Audit to Impact Wi Thaheimer, Work- Research Page 2

4 Orando, FL Learner Learns Intervention Copyright Wi Thaheimer, The Landscape Learner Retrieves Learner Appies Performance Situation Learner Fufiment Resuts Outcomes 13 A. Preparation Are Learners Abe & Wiing to Learn? Does the Cuture Encourage and Support Training? A1. Do workers have time for earning? A2. Do workers want to earn the topics taught? A3. Do earners managers encourage earning (vs. competion)? A4. Do earners coworkers encourage earning? Making Work The 4 Factors B. Training Do Programs Create Understanding and Enabe Remembering? Do earning programs: B1. Promote motivation to earn? B2. Enabe understanding? B3. Focus on reevant tasks? B4. Provide sufficient practice? B5. Focus on key concepts, and avoid overoad? C. After-Training Does the On-the- Job Situation Support & Reinforce What was Learned? C1. Do managers reinforce what was earned? C2. Do workers have incentives and/or motivation to use what they earned? C3. Do workers have sufficient authority, time, competence, and resources? C4. Can earners remember what they earned? 14 D. OTJ- Does the Workpace Support On-the- Job? D1. Do workers know good/poor performance when they see it? D2. Do managers provide good coaching and feedback? D3. Are there cear overarching job goas? D4. Can workers earn from each other? D5. Is there a earning attitude/cuture? Overarching Goas Project Phases Maximize the benefits of Wagreens forma earning practices, within the business mode s typica cost and time constraints. Maximize the benefits of Wagreens store/pharmacy workpace earning environment to ensure store/pharmacy success. Phase 1 Gather Data to Determine Needs Phase 2 Buid Consensus About the Issues Phase 3 Bring Stakehoders Together to Make Pan Phase 4 Begin to Impement Pan Phase 5 Continue Momentum, Fix Probems Phase 6 Ensure Integration, Look for Opportunities Methodoogy Refection Questions Interviews in Boston & New Hampshire with 20+ empoyees Focus Groups in Minneapois, Tucson, and Southern Caifornia Observations and Shadowing Audits of E- Courses (PPL s) In-cass review of training for executive assistant managers Review of company artifacts (newsetters, magazines, etc.) Interviews with training management and staff Strengths of the Methodoogy? Limitations of the Methodoogy? Interviews/Discussions with key business eaders Attendance at Task Force meetings Session 103 E-, Informa, Line Responsibiity: Audit to Impact Wi Thaheimer, Work- Research Page 3

5 Orando, FL Recommendations The Findings Focus on competency, not competion Improve e earning quaity Retoo Wagreens earning function Deveop better metrics Grow performance deveopment managers Exact Quote from the Wagreens Website A esson we earned and never forgotten LAVA Cuture Chares R. Wagreen, Sr. In a series of jobs with Chicago's eading pharmacists Samue Rosenfed, Max Grieben, Wiiam G. Vaentine and, most importanty, Isaac W. Bood Wagreen grew increasingy knowedgeabe and increasingy dissatisfied with what he saw as odfashioned, compacent methods of running a drugstore. Where was the desire to provide superb customer service? Where were the innovations in merchandising and store dispays? Where was the seection of goods that customers reay wanted... and coud afford? Where was the sense of trying to understand, pease and serve the many needs of drugstore customers? Anaysis Vision Action Forma Training Reports, Documentation, Databases 1. PPL s 2. PPL In store Worksheet Activities 3. ADSM 4. Tutoring by DTSS and DPTC, etc. 5. Workshops (e.g., Beauty Trainings) 6. Pubic Seminars 7. Seminars for District Staff at Corporate 8. Emerging Leader Meetings 1. A store meetings 2. 5 minute shift meetings 3. management meetings (store managers with their EXA s and MGT s) 4. District meetings 5. Task Force & committee meetings 6. Management Seminar (Vegas) 1. Reports 2. KPI s 3. Net 4. Poicy and Procedures 5. Wagreens Word Out of Work Experience 1. Rotations to other stores 2. Time spent in training stores 3. MGT s get 1 day orientation in one store 4. MGT s spend 20 days in a training store 5. Task force work, (or more generay, committee work) 6. Specia assignments for DM 7. Specia assignments for Region or Corporate Session 103 E-, Informa, Line Responsibiity: Audit to Impact Wi Thaheimer, Work- Research Page 4

6 Orando, FL Forma Training Meetings 1. PPL s 2. PPL In store Worksheet Activities 3. ADSM 4. Tutoring by DTSS and DPTC, etc. 5. Workshops (e.g., Beauty Trainings) 6. Pubic Seminars 7. Seminars for District Staff at Corporate 8. Emerging Leader 1. A store meetings 2. 5 minute shift meetings 3. management meetings (store managers with their EXA s and MGT s) 4. District meetings 5. Task Force & committee meetings 6. Management Seminar (Vegas) Reports, Documentation, Databases 1. Reports 2. KPI s 3. Net 4. Poicy and Procedures 5. Wagreens Word Out of Work Experience 1. Rotations to other stores 2. Time spent in training stores 3. MGT sget 1 day orientation in one store 4. MGT s spend 20 days in a training store 5. Task force work, (or more generay, committee work) 6. Specia assignments for DM 7. Specia assignments for Region or Corporate Worker Initiated 1. Peope ask peers questions. Peers answer questions. 2. Peope ask managers questions. s answer questions. 3. Peope ask for new chaenges. 4. Peope ask for feedback from manager(s), peers, or direct reports. Hands on 5. Peope ask to shadow someone with more experience. 6. Peope take notes and refer to them ater. 7. Peope take notes to remember to ask questions ater. 8. Peope review the PPL s (onine or from printouts). 9. Peope ask to do different tasks or work different shifts. 10. Peope ook for opportunities to work with (earn from) experts. 11. Peope review Net, KPI s, and/or other reports 12. Peope read Wagreen s Word, Appause, etc. 13. Peope create a vibe that ets others know they are open to feedback. 14. Peope step back, and observe and refect on what is going on. 15. Peope take advantage of open door poicy. 16. Peope gossip and isten to gossip. 17. Peope evauate their own strengths/weaknesses and ook for opportunities to paray their strengths and improve on their weaknesses. 18. Peope notice their tendencies and try to be more fexibe. 19. Peope ook for opportunities for repetitions to soidify their earning and refine their skis. 20. Peope make a specia effort to remember who knows what. 21. Peope contact the Hep Center. 22. s ask for feedback on their management behavior. Driven ( Driven) DM s do wakthrough s pointing out good and bad things. 2. s do wakthroughs pointing out good and bad things. 3. Assistant s do wakthroughs pointing out good and bad things. 4. s ask workers to compete tasks on task ist, highighting what is important. 5. s assign tasks to be done, enabing workers to earn new tasks. 6. s assign tasks to be done, reinforcing previous earning. 7. s show how a task is done. 8. s show how a task is done and then assign the task and give feedback. 9. s provide constructive criticism and positive feedback at critica moments. 10. s assign workers to (a) Observe Task Being Done, (b) Do Task with Cose Supervision, (c) Do Task with Far Supervision, (d) Do Task On Their Own. 11. s eave probems, and see how ong the probem wi stay (w/o worker intervention). 12. s intentionay pair earners with peope with the right attitude, knowedge, and teaching skis. 13. s et empoyees try experiments (i.e., merchandising) andthen ook at data to see what effect it had. 14. s give peope new chaenges. 15. s encourage an experimenta attitude, encouraging workers to wonder what woud happen if changes were made, trying things out, earning together through tria and error. 16. s assign peope to take over certain responsibiities when they are off. 17. s assign peope to take over other peope s responsibiity when they are off. 18. s answer questions, or find out who to ask. 19. s give peope a notebook to (a) write down questions, (b) take notes on things to remember. 20. encourages others to approach him/her, encouraging questions, discussions, etc. 21. modes appropriate behavior. 22. coaches/mentors store empoyees. 23. sets guideines for each worker to know who to ask. 24. educates workers on who knows what. 25. educates workers on the ocation of critica information. 26. provides empoyees with detaied performance reviews. 27. s give others responsibiity for doing wakthroughs. 28. manager assigns peope particuar departments or areas in the store to manage, and together they observe the resuts (from a saes perspective). 29. manager keeps track of each empoyee s deveopment, either through a menta or actua checkist, and provides coaching, training, and earning opportunities as appropriate. Refection Questions How many of you get to ook at onthe job earning/ performance? D. None/Litte We don t reay get it 28 A. Extensivey We fuy understand it. B. Significanty We understand some C. Occasionay We understand a itte Learn Most Rough Exampe Pharmacy Learn a Lot Learn Some Learn a Litte Learn Least Off the board Refection Question Other Pharmacy s Pharmacy Pharmacy Supervisor Wagreens Corporate Senior Pharmacy Experience Sef Pharmacist Insurance Companies Corporate 3 rd Party Customers PPL s DPTC EXA MGT Wagreens Word Does your business side understand that peope earn from those cosest to them? Net Session 103 E-, Informa, Line Responsibiity: Audit to Impact Wi Thaheimer, Work- Research Page 5

7 Orando, FL How Works in s How Works in s Moderate Ski Strong Ski SIMS Coord r H. Beauty Beauty SIMS Coord r H. Beauty Beauty MGT EXA Cerk Cerk Cerk H. MGT EXA Cerk Cerk Cerk H. 33 Cerk Head Cashier 34 Cerk Head Cashier MGT EXA Ski Cerk SIMS Coord r 35 Cerk Cerk Cerk Head Cashier H. Beauty Beauty H. Impications 1. On the job is easier at some stores than others. 2. Causing a spiraing up/down effect: the more earning, the more experts, the more earning, etc. the ess experts, the ess earning, the ess experts, etc. 36 Session 103 E-, Informa, Line Responsibiity: Audit to Impact Wi Thaheimer, Work- Research Page 6

8 Orando, FL Refection Question Is this notion widey considered in your organization? E Get Rid of PPL? PPL Feedback : The probems before PPL were greater than they are now. I think PPL has created additiona issues, so I don t think it s fair to say, get rid of PPL get rid of our probem. We just go back to the same probem we had before we didn t know most stores probaby weren t taking the time to communicate with the new empoyees, which created a ot of probems. Exact Quote from the Focus Groups We become more focused on getting peope through, tab, tab, tab, tab, test. So that they re done instead of them earning materia. It s an unreaistic timeine that a ot of times gets thrown out there : I never asked somebody, you know, did you earn anything from the PPL, just points us to get it done that s it. The thing that s important with the PPL is is ike make sure that you ike earn it right before it comes in. If you got that knowedge fresh in your mind than you got the hands on then boom you pick it up ike that. If you earn the PPL and then six months ater the new equipment comes you re ike we I better just go back and read that again and you ve wasted time and we don t have time to waste PPL Feedback What Peope LIKE About PPL s I be rea honest. Ever since the first day first time I got here and did PPL s it was great and I earned a ot on the computer but I reay, except for the ega ones, I haven t reay paid attention to a ot of them except one time a coupe of years ago when they switched over to the new [pharmacy] system, the whoe system got competey revamped, then I reay paid attention to that. So, it s that stuff that is reay critica in knowing how to run the computer. The other stuff I reay just ook over it. I don t ook at it. 41 As I say that, part of me fees guity actuay. I fee guity saying that because there is somebody out there who actuay puts the time in to make sure that peope shoud know this stuff and, a of a sudden I m reaizing, are putting it out there not just to put it out there, maybe somebody out there that fees this is important maybe I shoud ook at it. I m feeing a itte guity about that. 42 Session 103 E-, Informa, Line Responsibiity: Audit to Impact Wi Thaheimer, Work- Research Page 7

9 Orando, FL What Peope Do NOT Like About PPL s Some Perspective on PPL Perceptions: Lots of strongy-fet compaints. Many see benefits too. PPL s have been evoving to more hands-on appication; better design. PPLs have a brand probem. PPL competion mandate is probematic PPL s create wrong frame about what training/earning is s may spend ess time on coaching, or thinking about deveopment Due to corporate staffing mode, training department was driven to hire ess senior, esser-skied staff noogy base created imitations Improve E earning Re-Brand PPL s, and revise them to better support hands-on earning. Improve the PPL earning environment Energize the courses Rethink every PPL: Eiminate? Shorten? Redesign? Add a Steve Jobs or Oprah hardnosed visioning and editing roe Gather better data on how PPLs are impemented 45 The Competency Way 46 The LMS Way The Competency Management Way Jane Smythe MGT # Course Name Competion? Last Date Tobacco Handing Yes Merchandising Introduction Yes Merchandising 1 Yes Merchandising 2 Partia Merchandising 3 No Customer Introduction Yes Session 103 E-, Informa, Line Responsibiity: Audit to Impact Wi Thaheimer, Work- Research Page 8

10 Orando, FL The Competency Management Way I need to train my beauty advisor. I wonder who has an expert beauty advisor? #98101 Hey Joe, can Say train my beauty advisor? #98104 #98102 H. Beauty # #98103 Sure Sue, can you hep me with my Performance Deveopment stuff? How about sending your advisor over next week? H. Beauty #98106 #98107 #98108 The Competency Management Way Oops. I m getting an aarm. The system tes me I might have a District weakness in photo skis in my district? Let me see. Ouch. It ooks ike we need to pan some extra hands on training? I get those two expert Head s to cyce around the district for the next month unti we fix this. #98101 #98104 #98102 # H. #98106 H. #98107 H. #98103 #98108 Refection Question Does your organization have anything ike this? Woud this work for you? Function Retoo Wagreens Training is a request driven operation for the most part. Training constanty educates Ops that issues may not be a training issue. Business strategy was to bring in entry eve staff and grow from within, rather than hiring taent from outside. materias are sometimes created without Training input (or knowedge). 53 Retoo Wagreens More Focus on Workpace, Management Deveopment, and Performance Consuting Less Focus on Deveoping Courses. Deveop a better partnership with operations, more proactive. Seek more highy skied taent. Spend more time on the ground, in stores, with audience 54 Session 103 E-, Informa, Line Responsibiity: Audit to Impact Wi Thaheimer, Work- Research Page 9

11 Orando, FL Refection Question Do we need to retoo our earning function from time to time? What s your experience? 55 Metrics & Feedback Loops 56 Deveop Better Metrics Refection Question Have store personne rate their deveopmenta opportunities Rate store deveopment cuture, rate store manager, assistant managers. Have store managers, asst. managers rate district earning support and coaching Create better measurement for PPL effectiveness Let each earner rate each course, deveop competency-management metrics Do forma contro-group evauations of 1% of courses every year Are you abe to do the earning measurement you want to? Leveraging s 59 Grow Performance Deveopmen t s What Sets Them Above? 1. Gets Both & Peope Resuts 2. Tracks Empoyee Competencies 3. Looks for Deveopment Opportunities for his/her Peope 4. Is Open for Questions, Discussion. Is Approachabe. Is Inviting. 5. Makes Deveopmenta Assignments, even when it temporariy reduces store performance. 6. Assigns Responsibiities, not just Tasks 7. Gives Peope Practice in Noticing what is wrong and what is right 8. Enabes Experimentation and Foow-up Data Anaysis an Decision-Making 9. Uses PPL s to Drive Hands-on 10. Is a Good Roe Mode 11. Creates a Trusting, Caring, Respectfu Environment 60 Session 103 E-, Informa, Line Responsibiity: Audit to Impact Wi Thaheimer, Work- Research Page 10

12 Orando, FL Refection Question Has your organization been abe to everage its managers to push on the job earning? The Foow-up Current State In first year of a 5 year pan to change the earning cuture. As part of arger corporate initiative, we re re evauating the jobs and skis needed for the earning function and reorganizing the department. We ve been bringing in higher eve more experienced peope, to manage and staff the function. Current State As part of a arger taent management initiative, we are buiding a competencyearning system. As part of a arger initiative, we are putting more training resources into the fied Sa Venegas Corporate, Program Deveopment Wagreens s 304 Wimot Road, MS #3165 Deerfied, IL (847) Mai: sa.venegas@wagreens.com sa@venegas.info Wi Thaheimer, PhD President Work Research, Inc. 2 Bemont Terrace Somervie, Massachusetts, 02143, USA Mai: info@work earning.com Website: earning.com Bog: 65 Session 103 E-, Informa, Line Responsibiity: Audit to Impact Wi Thaheimer, Work- Research Page 11