Transformational Training Conversations Jan Hollenbach

1. Transformational Training Conversations Jan Hollenbach

2. Research by • Only 3% of training reached Kirkpatrick’s “Level 4” of training evaluation results where there is an impact on the organisation • 95% of training reached “Level 3” where participants liked the training Year 2000

3. Research by • US Firms spent ±156 billion on employee learning in 2011 • Little practical follow-up or meaningful assessment = 90% of new skills lost within a year Year 2012

4. Research by Brinkerhoff and Apking • Almost all organisational training is a marginal intervention and has only slight effects on performance improvement • If training impact means ‘the transfer of knowledge and skills to on-the-job-performance’, research indicates that the impact of training is realised only for ±15% of all training participants Year 2001

5. Training Fails When… It confuses activity with improvement The focus is on “repairing” an individual’s weakness Programmes lack a means of transferring learning to the job Management doesn’t support it It has become a motivational lecture in disguise

6. Training Fails When… Trainers are not held accountable for performance improvement Management views training as a cost, not an investment There is no connection between a company’s business needs and goals The methods being used ignore how people learn It doesn’t get done at all

7. H4 The Process David Starker Change Consultant and Author of ‘Changing Minds’

9. Jan Hargrave Forensic Body Language Expert

10. The H4 Process Know Converse Thoughts Understand Feel Appreciate Believe Contribute Create Lead Ownership Continue Lifestyle Scott Cullen University of Michigan

11. Reflection on Key Learnings What have you learnt? How do you feel about it? What are you going to about it?

12. Reflection on Key Learnings Conversations

13. Memorise This… = 1 = 2 = 3 = 4 = 5 = 6 = 7 = 8 = 9

14. Memorise This… = 1 = 2 = 3 3 1 2 = 4 4 6 5 = 5 9 7 8 = 6 = 7 = 8 = 9

15. Change Your Thinking Around Training Think activities, not course Think learning space/places, not training rooms Think lightweight design, not instructional design Think continuous flow of activities Think social when looking for training technologies Jane Hart

18. Conversational Training Model

19. Tools For Engaging the Heart and Enabling the Hands Reflective Conversations • Business Simulations • Games • Case Studies • Group Discussions

20. Why Conversations Improve Learning? Stimulates Thinking Improves Comprehension Improves Validity (People believe people) Encourages Action Inspires Commitment

21. Kolb’s Cycle for Experiential Learning

22. Bloom’s Taxonomy

23. Framework for Conversational Learning

24. Putting A Learning Platform In Place – Think Different… • We are open and transparent • We narrate and share our work • We offer live and on-demand training content as part of continuous learning • We value conversation as a learning vehicle

25. Putting A Learning Platform In Place – Think Different… • We make our work accessible to others • We are a vanguard of change within the company • Our bottom line is business success • Learning = Work + Work = Learning • We are a learning Organisation

26. Putting A Learning Platform In Place – Think Different… • We value time for self-development and reflection • We recognise that reflection and communication is key to learning

27. Active Communication

28. Standard and Poor’s 500 Underlying Value of Equities Tangible Value Intangible Value 1990 1999

29. Maccauvlei Cases

31. THE END Thank you! Jan Hollenbach Maccauvlei Learning Academy 011 439 3900 www.maccauvlei.co.za