Designing Virtual Learning That Pays Off (Part 2)

August 22, 2017 08:53 by Dana Peters
Measuring Success Back on the Job   In our last post, we discussed building the pathway to learning application to help learners apply what they have learned in the virtual classroom back on the job. This was the first of two items we believe need to be included in the design of virtual learning programs in order to make sure valuable resources (time and money) do not go to waste. As a reminder from the Part 1 post, those two things we need to include are A “post learning event path” that helps our learners apply what they have learned back on the job. A plan to measure results back on the job. This plan should address the following two statements:  We know we are successful when_________________.  We will measure that success by__________________. With number one under our belt, today we’re going to talk about the plan to specifically measure those results back on the job. When it comes to measuring and evaluating learning, I turn to my colleague who is an expert in this area, Ken Phillips, CEO of Phillips Associates. You are probably familiar with the Kirkpatrick Model with the four levels of learning evaluation. Ken outlines these levels in his article: “Learn the Secrets of Survey Design”. In summary those levels are:   Level 1: identifies learner reaction to your program. Level 2: measures whether or not your learners learned anything. Level 3: measures whether or not learners actually applied what they learned back on the job. Level 4: measures whether the business has improved as a result of the applied learning. For the purposes of this post we are going to focus in on Level 3 and Level 4. For a Level 3 survey to be effective, Ken provides several tips in regard to content, format, and measurement. As mentioned, more details can be found in Ken’s “Learn the Secrets of Survey Design” article. Unlike a survey issued to the learner immediately following your virtual learning program (Level 1), the Level 3 evaluation should also involve those interacting with the learner, often referred to as observers.  Observers (those that work with, for, or supervise the learner) are in the position to provide valuable feedback on observable behaviors they are experiencing in their interactions with the learner. Interviews, surveys, and 360-degree assessments are solid tools to support Level 3 evaluation. Level 4 evaluations, according to Ken, are the holy grail of evaluations. I agree. The c-level executives are looking for evidence of business results from their investment in learning and development. Ken suggests thinking about Level 4 evaluations in two phases: (1) Identifying business metrics that have a strong relationship with learning program content and (2) connecting the learning program to the business metrics. Check out Ken’s article: “The Holy Grail of Learning Evaluations: Level 4” for more details. How about you? How do you achieve Level 3 and 4?

Will You Get the Budget Dollars You Need for Your Virtual Learning Program?

August 2, 2016 10:00 by Dana Peters
It’s that time of year again. Time to work on your 2017 budget, and perhaps time to discuss whether or not investment in a virtual learning strategy should be included. A proper virtual learning program provides several opportunities for growth, performance improvement, and expense reduction, and yet, your executive team may still need convincing. I did two posts a few months back on how to make the pitch for virtual learning.  If you’ve completed your research, and determined a virtual learning program will propel your company forward; these posts provide you with information on how to convince the executive team that opening the pocket book makes good business sense.Let me know what you think. Have you approached your executive team about virtual learning? I’m always interested in hearing how these conversations progress. Good luck with your 2017 budget conversations.

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Executive | Learning | Virtual Learning

Making the Pitch: Selling Your Executives on Virtual Learning (Part 1)

April 19, 2016 10:00 by Dana Peters
Companies today often have thousands of employees spread across multiple office locations and facilities. Business today is global. In order to operate competitively and develop and retain top talent, more and more organizations are turning to virtual instructor-led training (vILT) programs to support their skills development needs and competency attainment goals. Learning and Development Professionals probably understand the benefits of vILT, but how do you gain executive level support to sponsor your vILT programs?  The answer to this question requires us to take off our learning and development hats for a moment and put on our sales hat. What is your sales process for gaining executive level support? Let’s look at a common five step sales model, and think about how it applies to our situation: Planning the Call. Spend time planning and preparing for those first conversations with the executive. Decide early on your approach, expected responses, and potential questions and challenges the executive may raise. Identifying Needs. Understand the problems your executive is trying to resolve, the goals they are working toward, or the projects they have on the horizon. Identifying the needs will help you understand (and later on the executive) how a vILT program can meet those needs. If you don’t understand your executive’s needs, how can you propose a solution? Presenting your Solution. Once you understand how you could help your executive, you are in a position to present your solution. Here is where you will want to demonstrate how vILT will solve their problem. (Part II of this post). Make sure you keep the conversation on track by focusing on what is important to the executive and how your vILT solutions resolves the needs discussed. Relevancy is key to success here. Be concise and stick with what matters most to your executive. Manage Feedback. Presenting the solution will start the process of receiving feedback from the executive. Feedback may come from either direction, positive or negative. If the feedback is positive: “This is great, what are the next steps?” move on to Step 5. If there are some objections or concerns: “I am not sure this type of training will truly be effective,” there is still some work to be done. If the feedback you receive is negative, start by digging in to the executive’s concerns to learn more about the need with questions. This may mean a return to Step 2. Gaining Commitment. The final part of the process is gaining commitment. We have to ask for it to get it. A simple step that is some times overlooked. Our hope is that you will find this five step sales model to be a great starting point when planning your conversations to win over executives on your vILT solutions. This process will take some time and effort on your part, but by addressing the specific needs and concerns your executives are facing within the business, vILT can be showcased as a very appealing option. Stay tuned for Part 2 of this post where we will explore several business needs that we commonly see our clients solve with their vILT programs.