No matter your industry or which countries you work in, it seems that you can never find enough of the people you need, and most companies realize that they have to grow their own talent instead of recruiting. Two-thirds of global CEOs say it’s likely that their companies’ talent needs during the next three years will be filled using promotions.

Forward-thinking companies are using training and development as a powerful differentiator. Especially in emerging markets, the chance to learn and grow at a company can help attract the most qualified workers. Why? Most of the best and brightest people are more drawn to a career path filled with opportunity for growth than simply a large paycheck.

However, a dispersed workforce is a challenge, because it’s difficult to get employees to participate, retain content and succeed in every location. One size does not fit all.

Use the following best practices to build the global bench strength leaders need and to track results so you can continue to invest in the future.

1) Diversify your learning channels. In-person, instructor-led training isn’t always possible in global organizations. Increased use of video, social and mobile technologies can replace some or all of the training that previously could only happen in a formal setting. Use of video, simulations, sharing sites, and even games can not only help employees to learn but also to retain that knowledge. Most importantly, blended learning approaches allow a program to combine different types of media to develop programs for specific work groups.

2) Create expert networks. Encourage employees to reach out and collaborate with experts across the globe by making it easy to share knowledge and identify experts. Collaboration tools can help you create profiles, libraries of helpful information, and shorter paths to answers.

Talent profiles can include areas of expertise and contact information. If a project manager at an aircraft factory in France needs information about the assembly of a cockpit control panel, she can turn to internal wikis or even reach out to engineers directly.

3) Develop employees through mobile. In many emerging markets, online access is more likely to occur on a hand-held device than a desktop computer. Approximately half of users in Brazil and Russia use their smartphones for more than 50 percent of their total Internet time, and the figure — 68 percent — is even higher in India.

It’s little surprise that workforce adoption of social tools integrated into learning and development is projected to grow 100 percent over the next year as people use mobile devices for more than phone calls.

4) Become country-agnostic. If most of your employees are located in one country, it’s easy to build a bias toward your home country into your talent practices:

>> Building in language flexibility is an essential step to ensure access and maximum adoption.

>> A single learning platform makes it easier for you to deploy training across the globe, but technology will be only one tool in your overall strategy.

>> Understand that some locations may need in-person training or that experts may need to be deployed on the ground in key markets.

>> Your curriculum should also accommodate the diversity of your workforce. Centralized learning establishes consistency, but local responsiveness helps your business compete.

5) Measure results through all learning channels. Participation metrics can measure everything from webinar attendance to social media sharing. A single global platform makes it easier to gather meaningful analytics that can improve your programs and align learning to your company’s goals.

Metrics also make it easier to quickly add needed content. If you see high participation statistics on specific topic message boards, you might want to produce FAQ libraries and make information easier to find.

Measurement also helps you adjust your programs as needs change. One global biotechnology company consistently monitors the effectiveness of its programs through its LMS. The company’s unified global system for learning and development has had to grow through expansion, which required regular measurement and updating of the programs.

—Excerpted from a SuccessFactors whitepaper titled “Best Practices: Six Initiatives for Growing Talent on a Global Scale.” More info: www.success factors.com

Published in Ideas

Change the conversation with senior clients by getting in the big-data Game

BY Jenny Dearborn,

MED, MBA

As an officer of the company, the CLO must understand all aspects of the business, what success looks like in every function, and make sure learning programs are aligned to driving success. The days of managing course catalogs are gone. 

Even if it’s not in the CLO’s job description,we’re responsible for some part of our company’s strategic workforce planning: knowing where the business is going and the human capital needs to get there.

We must hold ourselves to ever-higher standards when it comes to business fuency. We need it to earn the respect of our revenue-generating peers, and we need it to fully do our jobs.

Reading business books and periodicals is critical. And, if you read any type of business publication, you know Big Data is the next big thing.

Luckily, CLOs can also take advantage of Big Data to address all of these issues:
   >>  Better understand business challenges and skills gaps in order to develop the right learning                             solutions;

   >>  Prove you’re impacting the business with solid results; and
   >>  Become a strategic advisor with intelligent, insightful analytics

DATA MAKES IT POSSIBLE

The CLO — the learning and development partner to the business — needs to embrace using Big Data to be most efective.

First, document the goals and objectives of each organization, working down from the top to ensure goal alignment throughout.

Then, dig down to individual business functions and their performance metrics.

For instance, your “client” in the Sales Department may be trying to increase deal size and win rate, and have baseline measures and specifc goals. Break those goals down into the competencies, behaviors and actions that drive their achievement. Then establish learning programs to specifcally target those metrics, breaking them down goal-by-goal.

Remember to show what skills, activities and behaviors the employees were doing before and afer, so you can point to how they’ve improved because of the learning or enablement interventions you drove. Here is where Big Data is so exciting. By triangulating data sources, you can chart the impact of your programs.

HOW IT’S DONE

Cloud Talent Success was formed early in 2012, and we’ve seen fantastic results thus far. Having a structured approach to present to the department was critical, especially given the rocket-fueled growth and market expectations our corporation was experiencing.

Overall approach

Measurement is foundational to all aspects of what we do. It covers the full learning and enablement lifecycle. These aspects include:
1. Learning Inventory – To determine how to build formal, informal and social learning, we analyze                        performance using CRM and other data to identify skills gaps and success drivers.

2. Learning Program Design – We frst defne business, process and learning metrics for each sales stage,       then translate these into KPIs and core competencies around which we design courses.

3. Learning Schedule – Regularly tracking sales rep performance on key metrics, we can identify                         strengths/weaknesses and suggest individualized learning and mentoring intervention.

4. Learning Evaluation – Every program has one or more objectives — like prospecting or closing — around     which we build custom metrics. Before-and-afer course surveys measure self-reported confdence                   (versus    knowledge assessment) and actual execution against goals.

5. Business Impact – Very simply, we measure pipeline performance (opportunities created and won,               average deal size and sales cycle, conversion ratio) before and afer learning. This includes                               quarterly tracking of overall   sales performance versus goals and the market. 

    This approach enables us to systematically plan,design, execute and evaluate the effectiveness of our           sales rep training, measuring against real business numbers.

Analytics

Data analysis is truly the key, because Big Data without powerful analysis is just simple math with lots of numbers. Here’s how we approached it.

  STEP 1: Driver Analysis – A critical frst step was analyzing success drivers. We drew data from four sources to study their infuence on sales attainment:

   • Customer Relationship Management (CRM) system: Identifying more than 110 variables, like average            deal  size, win ratio, sales cycle length

   • Learning Management System (LMS): Courses taken, self-evaluations, timing of training and more

   • Performance Management System: Manager ratings, goal setting, performance reviews, learning plans        and  more
   • Employee Records: Hire date, manager, sales experience, prior domain experience and more We then        used  advanced statistical techniques, including univariate analysis,regression modeling and structured      equation modeling to determine key infuencers of performance and quantify their impact.

     Lastly, we converted these infuencers into KPIs and set targets

 STEP 2: Business Impact Analysis–Here we merged three data sources, CRM,LMS and the Commissions  file (which tracks attainment versus quota for each sales person), then analyzed before-and  after performance impact.

Quite honestly, it was a simple download to Excel from each source, followed by a data merge. For example, to measure training’s impact on pipeline, we tracked performance for a certain period of time before and after a key sales course completion, isolating the impact of seasonality (for example, Q4 usually being the busiest quarter).

Change Management

At our highly data-driven company, it was not difcult to convince stakeholders conceptually that performance measurement and training accountability were good ideas. Politically, however, we took a prudent approach.

First, we got buy-in. We created advocates and partners by building consensus with various stakeholders outside Cloud Talent Success when designing, conducting and presenting the results of the measurement model. For example, Sales Operations handled most data analysis, so their support was critical. We gained initial buy-in from the Sales Ops director, then met with him regularly so he remained familiar with, and felt ownership of, the driver analysis.

We also met regularly with other sales team leads (like Strategic Sales and Enterprise Sales) for “workshops,” at which we presented data and asked for input (versus saying, “The data shows X, so let’s do Y”). When we later presented recommendations refecting their ideas, it was easy for them to say “Yes.”

Next, we adopted the change. We operationalized the measurement strategy and recommendation process by making the data essential. For example, sales leaders love data especially that which provides new and critically important insights not only on training impact and needs, but on specific competencies and their impact on sales performance. This stuff gets pretty addictive.

Results

We’ve seen a myriad of benefts from datadriven decision-making. First, learning is clearly linked to business goals. Sales Ops managers and Cloud Talent Success had all used diferent metrics to measure success and guide skills development eforts. Our analytics helped all teams to collaboratively focus on one set of metrics.

 Learning is tied to key performance indicators (KPIs). Data analysis identifying lead indicators of sales          success drove development of KPIs and, in turn, learning initiatives.

Second, the business results are irrefutable. Course-specifc metrics and before-and-after sales performance tracking have proven learning efectiveness over four quarters, Q2 2012 to Q2 2013. Often dramatically,we’ve increased all critical KPIs, including deal size, number of opportunities number of deals won, and win ratio. Attendees of “Sales Coaching for Managers” helped their teams improve value of opportunities created by 69% and value of deals won by 107%.

Significant onboarding improvements were noted. Thanks to both new and revamped learning programs based on data and analysis, our 275 new hires in 2012 significantly out-performed 2011 peers in pipeline quantity and quality and nearly halved time to quota. Attrition dropped 80%.

MORE FUNDING, MORE CLOUT

Extraordinary business impact results for our clients is the best possible outcome, but more funding, resources, scope and clout are very nice, too. As a result of our frstyear eforts, we saw:

• Improved Training Participation and Compliance: Training time ofen loses out to feld time. Measurable         business impact has helped reverse attitudes and increase compliance scores.

• Increased Learning Frequency: When analysis indicated that completing “Sales New Hire Boot Camp”           within 30 days of hire improves opportunity creation and closure, course frequency was increased from         quarterly (to drive economies of scale) to monthly (to ensure sales success), yielding a significantly higher    financial return over one year: millions more in revenue versus $80,000 in additional costs.

• Budgets Protected: Business impact analysis helped persuade Sales Department leaders to continue         U.S. and   global training allocations despite a Q4 2012 company-wide travel freeze.

TRUE STRATEGIC PARTNERSHIP

Our team stepped up as strategic advisors by presenting undisputable data analysis on the top sales success drivers, top capability gaps by geography and segment, and what initiatives could close the gaps.

As a result, Cloud Talent Success has developed a roadmap for the entire sales enablement community, and Sales Department leadership has assigned a business operations program manager to actualize these recommendations. Attitudes toward training throughout the company have shifed.

EVERYONE ON BOARD

Shifing the conversation as a learning staff from execution to advisory is hard and requires all hands on deck. Everyone on the team has to get oriented to having business partner conversations. I empower my team by delegating authority early and ofen, so they can build credibility through their business client relationships. I need everybody to be engaged and contributing to our success, and I have the best team in the world doing just that.

—Jenny Dearborn is chief learning officer and vice president of Cloud Talent Success, SuccessFactors, an SAP Company. This is her third company in the chief learning officer role. Follow her on Twitter: @DearbornJenny or visit her learning blog at the URL: http://bit.ly/JennysTravels

 

 

 

 

 

 

 

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