Rock Valley ASTD - November Newsletter

GUEST COLUMN

Measuring Results: A Practical Approach
by Clare Novak

Measuring the business results of training can look like a daunting task. There are three keys to making the process easier. First, begin with the end in mind. Second, be practical and choose to measure only those training courses that directly relate to business results and finally, be organized.

Begin with the end in mind. Define the expected business results prior to developing the training. The expected business results become your measures.
Determine when you and your client expect to see results.
Determine how often to measure; the effects of training may build or decline over time.
Get your internal client's input on proposed measures. The best case is to use the client's existing data reporting structure.

Design Level 3 (Behavior) and Level 4 (Results) into the Training.
One way to promote the transfer of training and to measure on-the-job behavior change is to design a project into the training. This project should be designed to use the training skills and information. For example, if the training is in process improvement, all participants would identify and plan a process improvement project for their area of responsibility. A measure of behavior (Kirkpatrick's level 3) could then be the percentage of projects implemented. Design the project to:

Apply and synthesize the training
Promote transfer of training
Be the measure of on-the-job behavior. One way to do that is determining the percentage of projects actually completed by a specified follow up date.

In the case of process improvement training, the results of each project implemented can be used as a measure of business results and ROI. Process improvement projects should have ample documentation on the dollar and time value of the project's results. Those results may include as reduced cycle time to market, or eliminated processes. Business is change. Expect changes in the measurement process resulting from changes in the business. Many textbooks on measurement seem to have assumed a static state universe, which is simply not the case. Prior to measuring business results, consider:

Deciding before you evaluate how to handle negative results
Expecting to adjust the evaluation plan if circumstances change
Accepting that actual ROI evaluation will differ from how it "should" be done.

Calculating ROI can be a straightforward process when the measurement process is determined at the time of the needs assessment. When the needs assessment clearly shows that training is the right intervention and that the training directly impacts business results, then ROI is the right way to measure.

Clare Novak 610-436-9536 novakc@earthlink.net
Clare Novak is an international performance consultant with significant experience in the Middle East. Clare currently serves on the ASTD National Advisors for Chapters. She has spoken for national and regional professional conferences as well as ASTD and other professional organization chapters.

GUEST COLUMN Measuring Results: A Practical Approach by Clare Novak Measuring the business results of training can look like a daunting task. There are three keys to making the process easier. First, begin with the end in mind. Second, be practical and choose to measure only those training courses that directly relate to business results and finally, be organized. Begin with the end in mind. Define the expected business results prior to developing the training. The expected business results become your measures. Determine when you and your client expect to see results. Determine how often to measure; the effects of training may build or decline over time. Get your internal client's input on proposed measures. The best case is to use the client's existing data reporting structure. Design Level 3 (Behavior) and Level 4 (Results) into the Training. One way to promote the transfer of training and to measure on-the-job behavior change is to design a project into the training. This project should be designed to use the training skills and information. For example, if the training is in process improvement, all participants would identify and plan a process improvement project for their area of responsibility. A measure of behavior (Kirkpatrick's level 3) could then be the percentage of projects implemented. Design the project to: Apply and synthesize the training Promote transfer of training Be the measure of on-the-job behavior. One way to do that is determining the percentage of projects actually completed by a specified follow up date. In the case of process improvement training, the results of each project implemented can be used as a measure of business results and ROI. Process improvement projects should have ample documentation on the dollar and time value of the project's results. Those results may include as reduced cycle time to market, or eliminated processes. Business is change. Expect changes in the measurement process resulting from changes in the business. Many textbooks on measurement seem to have assumed a static state universe, which is simply not the case. Prior to measuring business results, consider: Deciding before you evaluate how to handle negative results Expecting to adjust the evaluation plan if circumstances change Accepting that actual ROI evaluation will differ from how it "should" be done. Calculating ROI can be a straightforward process when the measurement process is determined at the time of the needs assessment. When the needs assessment clearly shows that training is the right intervention and that the training directly impacts business results, then ROI is the right way to measure. Clare Novak 610-436-9536 novakc@earthlink.net Clare Novak is an international performance consultant with significant experience in the Middle East. Clare currently serves on the ASTD National Advisors for Chapters. She has spoken for national and regional professional conferences as well as ASTD and other professional organization chapters.		New Chapter Service We have partnered with Jossey- Bass to offer our members a 25% discount on some of their popular, current titles. Why? To save you money and help you expand your personal and professional expertise. Take a look at our Jossey Bass program to find out which titles we're featuring this quarter or contact Christie Mason at 815-652-319, cmason@mangersforum.com to have information faxed or emailed to you. These titles were chosen after a comparison of ratings on other online purchasing sites and we've tried to make the pricing better than any prices you'll find anywhere else. You've asked for more member services and we're bringing them to you. Let us know if you have any suggestions for future lists, or have another other suggestions. NOTICE: There will be NO meeting in December. Plan on attending the next meeting on January 9 at NIU - Rockford.
Career Opportunities Corporate Training & Development Manager (South Central Illinois) Progressive manufacturing corporation is seeking an expert in training and organizational development at their corporate headquarters in the Midwest. 7+ years experience in human resources training and organizational development and previous management experience are desired. Masters degree is a very big plus also! Duties and Responsibilities will include: - -Design and prepare comprehensive strategies for development of particular departments. - Analyze and develop training programs - Direct departmental staff and support maintenance of public and professional relations. - Manage projects and successfully see them to completion. - Work as a business partner with management and human resources to set strategic vision and help design and implement new programs to realize corporate goals. Plus much more responsibility and the real ability to impact the business directly as a business partner. Send confidential responses to: Emily Heine SELIGMAN & HERROD, LTD. 2690 Crooks Road, Suite 109 Troy, MI 48084 Phone: 248 269 7131 Fax: 248 269 7157 eheine@seligmanherrrod.com All referrals are confidential and remembered. More Career Opportunities If you would like to pursue one of the following opportunities, please contact Bethany Brevard-Harned at (616) 396-9600 and/or forward a confidential resume via fax: (616) 396-4373 – E-mail: bharned@professionaloutlook.com Please visit our web site www.professionaloutlook.com Compensation Consultant GBC Years: 5+ Location: Chicagoland Education: BS in Related Industry: Manufacturing Job Code: JB-15741 Must have at least 10 years of demonstrated expertise in the design and administration of compensation programs from large organizations. Must be able to partner effectively with Line Management and HR personnel and possess excellent communication, analytical and presentation skills. Candidates will have a minimum of a BS degree and at least 10 years of progressively responsible compensation, client focused experience. Masters degree and CCP designation a plus. Training Coordinator Years: 3-5 Location: Illinois Education: BS/BA degree, prefer Training Certifications Industry: Manufacturing Job Code: ZZ-15967 Training skills from plant locations. Need experience training with module training, orientation, equipment usage, train-the-trainer, computer skills, one-on-one and group training, etc. Need plant-floor communication skills, plus assertiveness to interact and get training needs from middle and upper Management. Training certifications: Zenger-Miller or DDI. HR Manager-Business Partner Years: 3-7 Location: Wisconsin Education: BA or BS HR preferred, will consider others Industry: Service Job Code: TD-15984 HR skill requirements are employee development, staffing, employee relations, compensation, organizational design and development, and training. Other required skills are leadership, implementation, interpersonal, planing and organizing, facilitation, and problem analysis. Superior judgement and discretion is also essential. Travel is up to 25%.	Meeting Summary Strategies for Successful Proposals Presented by: Pat Lee Composed by: Daniel Nelson Pat presented a great deal of interesting information about the techniques to use in order to get a proposal noticed. Before I offer the summary, I'd like to extend warm thanks to Staff Management for allowing us to use their wonderful facility. Remember: it’s not about you, it’s all about the client. A leading reason proposals fail is because they go on and on about the proposal writer’s skills and history without considering the specific needs of the client. Every proposal is a competitive proposal. Even if the client says your proposal is the only one they’re taking, you compete for: - Time - Attention - Client Expectations Common mistakes in competitive proposal creation are: - Not enough attention paid to the competition - Client uniqueness not acknowledged - Lack of attention to problem solving Solutions to the above are: - Complete competitor analysis - Thorough client knowledge - Be sure to address the client’s self interest If at all possible be sure to present your proposal in person Your major challenge is to turn off the noise so you can - Positively influence the client’s attention - Head off objections before they occur - Improve your comparative image Multiple decision-makers can mean hidden agendas for each – try to know them all. Proposal point boosters: - Plant flags to facilitate discussion - Articulate key phrases; tell them what to say about you - Know all the decision-makers to address hidden agendas - Lead off and close strong (Your lead-off is important because you want them to forget what was going on before.) Avoid: lack of energy, reading from the proposal, examples without relevance, hard to read visuals, talking too much about yourself, fumbling questions, rambling, empty words, no enthusiasm for your subject. In summary: - Evaluate then address client needs - Never underestimate the competition - Make the desired action of hiring you inevitable - Be sure to celebrate your victories – they help you review your successful techniques. This meeting received the following ratings from the attendees (Scale is 1-4, 4 is the highest) Presenter-Knowledgeable 4.00 Presenter-Prepared 4.00 Presenter-Involved Audience 3.70 Presenter-Interesting Presentation 3.81 Presentation-Useful 3.80 Presentation-Organized 4.00 Presentation-Interactive 3.60

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