Building Strategic LinkagesTo Map & Measure Your Learning Strategy

Presenter: Ajay M. Pangarkar, CTDP, CPA, CMA

Based Upon the Book

The Trainer’s Balanced Scorecard A Complete Resource for Linking Learning to Organizational Strategy

Building Business Acumen for Trainers: Skills to Empower the Learning Function (with CD) Published by Pfeiffer – October 2006Terrence Gargiulo, Ajay M. Pangarkar, Teresa Kirkwood

This session is based on:

The Trainer’s Balanced Scorecard: A Complete Resource for Linking Learning to Organizational Strategy Ajay M. Pangarkar, Teresa KirkwoodPublished by Pfeiffer – March 2009

Available at Wiley.com and Amazon.comSearch: “Ajay Pangarkar”

@ajaypangarkar

#ATDIntl#ATD2015#Stratlink

Why You’re Here…

To discover how to:

➜ Define metrics populating a performance framework

➜ Create learning metrics to populate a performance framework

➜ Map tangible linkages from learning expectations to business objectives

➜ Align learning strategy to meet business and strategic objectives.

A Quick Poll…

How do you evaluate “training”?

Utilizing Kirkpatrick’s 4-Levels

Measuring “training ROI”

Through a performance management framework

Another method…

Not sure…still trying to figure all of this out!

WLP Person C-Level Manager

The proposed training program incorporates a blended learning

approach and we will measure up to level 3 and have e-tutorials

and a help desk, and it will cost $$$ …blah, blah, blah…

ZZZZZ……

You’re part of the business…

NOT a resource for the business

Change your perspective!

Trainer’s Perspective

• Competency development

• Training design

• Participants satisfaction

• Knowledge retention

• Learning objectives

Management’s Perspective

• Increase productivity/efficiency

• No on-the-job downtime

• Empowered employees

• Employees applying skills

• Business results

Building Credibility for Training

Levels 1 and 2 Levels 3 and 4

How do you define…

Strategy?

Plenary Activity

Mission Statement

Statement of objectives

Customer surveys

Employee surveys

Do what the competition does

Question?How does an organization

communicate strategy to employees?

Mission statement Describes an organizations existence Engages employees towards common objectives Communicates strategy

Defining Strategy

Vision statement Defines what it wants to become Describes it is seen by the market

Strategy is the execution of a:

McDonald’s mission: …to be the world's best quick service restaurant

experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile

Examples of Mission Statements

Why do you think this is…

Important?

Strategy is About…

HOW an organization accomplishes what it

does to exist!

Corporate Strategy

Mission

WHAT an organization must do to become what

it aspires to be!

Vision

Business Strategy

Discover learning opportunities here

Be world's best quick service restaurant experience 

Process/productivity metrics (kitchen)

Quality-level metrics (kitchen, cash)

Customer expectation metrics

Restaurant cleanliness metrics

Providing outstanding quality

Providing outstanding service

Providing outstanding cleanliness

Providing outstanding value

Make every customer in every restaurant smile

Service expectation metrics

Financial/qualitative metrics

What types of training interventions would you propose?

What metrics would you utilize?

As the Training Leader, what would you do?

8

Activity:

Identify your organization’s mission/vision?

What are the top 3 priorities of management (C-level)?

Now it’s your turn…

9

The problem:How do you make…

Connections!And add…

Value!

Mapping Performance

• Develop sales and support staff• Develop customer service staff

• Develop new innovative products• Reduce client handling time

• Increase client loyalty• Build client relationships

• Increase revenue• Increase production• Increase sales level

Financial

Objectives

Strategy Map

Increase revenue

Increase production

Increase sales levels

Increase client loyalty

Build clientrelationships

Developsales team

Developcust. service

staff

Facilitate client process

Customer

Internal

Learning

Develop new products

Financialperformance objectives

Qualitative performance objectives

What does a completed BSC look like?

BSC: The Example

• Sales training program• Custom. service training• HR hiring plan

• 50% incr leads • 10% incr. satisf• Maintain/incr. level by 15% / month

• Sales/month• Client satisf. • Client retention• Weekly perform reviews

• Develop/hire sales staff• Develop/hire cust. Service staff

Learning

• Incr. Resource to R&D• Benchmarking

• <$2M/quarter• >75 days from current• >10 min/client

• Invst. in R&D• Development to mkt turnaround• Cust. resp time

• Develop innov. products• Reduce client handling

Internal

• Cust. service• Innovation management• Customer loyalty program

• < 90% satisf. rate from 2005• Survey 75% clients• % change

• Cust. satisf survey/levels• Survey current customers

• Increase client loyalty• Build client relat. And identify client needs

Customer

• Ident. markets• Stabilize prod cost• Acquire sales tools

• 35% in 2 years• 22% / year• 40% / year

• Revenue stmt.• Production level• Sales forecasts

• Revenue incr.• Increase prod.• Increase sales

Financial

InitiativesTargetsMeasuresObjectivesStrategy Map

Incr. revenue

Increase production

Increase sales levels

Increase client loyalty

Developcust. relation.

Develop new products

Align Sales team

Developcust. service

staff

Facilitate client interaction

BSC & Map: The Example

objectives

measures

targets

initiatives

LEARNING & GROWTH

“How can we continue to improve & create value?”

Objectives: What do we need to achieve?

Measures: What and How are you going to measure results?

Targets: What levels and goals are to be achieved?

Initiatives: What are you going to do to reach the objectives?

Develop the sales effectiveness of the sales and customer support team

Monthly sales and revenue reports, customer satisfaction reports

Increase Sales by 10-15% within 3 months, customer up sell by 15%

Sales training and coaching program, new product orientation

BSC: Learning and Growth

Activity: Case Study

Case Study Activity: Sky Air

Help me complete the BSC for Sky Air

Learning

• Cycle time optimization program

• <25 Minutes• 93% up 10% from 2005

• On ground time• On-time departure

• Fast ground turn around• Fast client processing

Internal

• Quality management• Customer loyalty program

• First in industry• 98% satisfaction• % change

• FAA On Time Arrival Rating• Customer ranking• No. customers

• Flight is on-time• Lowest prices• More customers

Customer

• Optimize routes• Standardize planes

• 25% / year• 20% / year• 5% / year

• Market value• Seat revenue• Plane lease cost

• Profitability• Fewer planes• Incr. revenue

Financial

Initiatives

TargetsMeasures

Objectives

Strategy Map

Profitability

Lower costs Incr. revenue

On-time flights

Morecustomers

Lowest prices

Improveturn around

time

Align Ground crews

Alignboarding

staff

Implement check-in

kiosks

BSC: Case Study

• yr.1 70%, yr.2 90%, yr.3 100%• FAA benchmarks• >90% satis. rate

(curr. 75%)• <25 min/client

• Ground time vs. on-time depart.• Turnaround time• Customer satisf. levels• Customer processing time

• Align ground crew• Align boarding staff

Learning

• Cycle time optimization program

• <25 Minutes• 93% up 10% from 2005

• On ground time• On-time departure• Process times

• Fast ground turn around• Fast client processing

Internal

• Quality management• Customer loyalty program

• FAA BM become top 3• 89% industry satisfaction• % change

• FAA On Time Arrival Rating• Customer satisfaction• No. customers

• Flight is on-time• Lowest prices• More customers

Customer

• Optimize routes• Standardize planes

• 25% / year• 20% / year• 5% / year

• Market value• Seat revenue• Plane lease cost

• Profitability• Fewer planes• Incr. revenue

Financial

Initiatives

TargetsMeasures

Objectives

Strategy Map

Profitability

Lower costs Incr. revenue

On-time flights

Morecustomers

Lowest prices

Improveturn around

time

Align Ground crews

Alignboarding

staff

Implement check-in

kiosks

• Cross-train board/gnd crew• Train gnd crew• Cust. Serv train.• Client process training

How do we align learning with other business units?

• Step #1: Understand and validate business priorities:

Talk to business leaders, partner with other BU’s and support teams

• Step #2: Translate business priorities into a strategy map:

Identify specific issues, objectives, and strategic themes

• Step #3: Identify Business Measures:

Seek out measures linking intangible solutions to tangible results

• Step #4: Identify and prioritize learning solutions:

Work with the group to develop potential learning solutions

• Step #5: Develop and implement strategic learning plan:

Deploy a process of communication, measurement, and reporting

Create learning metrics to measure performance Align learning efforts with business needs

Be proactive with business unit needs

Develop metrics within a performance framework

Map tangible linkages to business outcomes

Seek areas of the business to improve

Align with specific business metrics

Retrieve existing performance framework

Align learning strategy to strategy

MappingLearning With

Business Performance

Determine the mission and vision

Identify the primary strategy elements

Learning Objectives:

Identify sub-business objectives

TrainingIndustry.com

The Business Leaders Bottom Line: Aligning Learning With Organizational Needs

Building Strategic Learning Linkages: Mapping & Measuring Your Learning Strategy (Winner 2014 TI Editors’ & Readership Award)

TrainingMag “Last Word” Taking Care of Business

“Workforce Revolution!”blog.centralknowledge.com

My Blog…

Ajay M. Pangarkar,

t: 866-489-7378 x 1

e: ajayp@centralknowledge.com

@ajaypangarkar