Presenting Today

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Erin BoettgeContent Marketing Manager,

BizLibraryeboettge@bizlibrary.com

Krista BrubakerMarketing Coordinator

BizLibrarykbrubaker@bizlibrary.com

BizLibrary helps organizations succeed by improving the way employees learn.

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Poll Question: What is the single biggest

obstacle you face proving the business value of your soft

skills training program?

Soft skills aren’t optional.

75%

of long-term job success depends on soft skills

SOURCE: Stanford Research Institute International and the Carnegie Melon Foundation

6.8%of total economy per

year in gross value added

Soft SkillsSoft Skills are important in every sector. especially…

Business services

Retail

Public services

23%

202044%

2025

Contribution to the economy is expected to grow…

SOURCE: January 2015 McDonald’s report on the economic value of soft skills

7

Gender equality and diversity

Rise of the millennials

Strategic Business Challenges of 2015

Leads to need to truly innovate

Desire to update cultures

Where does my company fit in this new market reality?

Rebrandingfor customer

engagement, sales, marketing and more!

Mobile /online channels

Outbound sales doesn’t work

anymore, inbound must be embraced

B2B sales /marketing

Great! But…back-end struggles

Front-end innovation

Strategic Business Challenges of 2015

Leads to need to truly innovate

Desire to update cultures

Survival in healthcare (and likely other industries, too)

AdaptabilityOutbound sales

doesn’t work anymore, inbound must be embraced

B2B sales /marketing

How can we meet these challenges?

What are soft skills?

Sometimes, easier to say what they are not . . . .

Methods, processes or disciplines

Occupational skills

Knowledge

What are soft skills?

Work Ethic

Attitude

Communication Skills

Emotional Intelligence

Collaboration

…

100% of the very most sought after and hardest to find skills in the market today are

soft skills. . . .

The Top 5 Skills for 2015

1. Leadership Skills

2. Ability to Work in a Team

3. Written Communication Skills

4. Problem-Solving Skills

5. Strong Work Ethic

SOURCES: Job Outlook: The Candidate Skills/Qualities Employers Want, the Influence of Attributes, National

Association of Colleges and Employers

The one differentiator between high performing employees and others . . . a soft skill…

emotional intelligence

Average IQ people outperform high IQ people 70% of them time…

90% of top performers are also high in emotional intelligence

People with high EQ make more money.$29,000 more per year than people with a low degree of EQ.

EQ is an important workplace skill and predictor of success in all types of jobs.

SOURCE: Travis Bradberry, Emotional Intelligence – EQ, Forbes, January 2014.

Trust

Anger Management

Stress Tolerance

Time Management

EmpathyDecision Making

Change Tolerance

Communication

Customer Service

Flexibility

AssertivenessTeamwork

Accountability

Social SkillsPresentation Skills

Emotional intelligence is the foundation for critical skills.

Emotional Intelligence EQCan be learned and unlearned

The connection and interaction of the emotional and rational parts of our brain

Strategies to adopt and improve

Attitudes, choices and behaviors

WHAT I SEE WHAT I DO

PERSONAL COMPETENCE

SOCIAL COMPETENCE

Self-Awareness

Social Awareness

Self - Management

Relationship Management

SOURCE: Emotional Intelligence 2.0, Travis Bradberry and Jean Greaves

…Agility is demonstrated by the ability to quickly solve day-to-day business problems, to identify new processes and frameworks for speed of delivery, to cross global and functional lines without faltering, and to accept, respond, and initiate change.

Employees who can identify opportunities, adapt, and thrive in the reality of change have a propensity to be high performers. Given the right resources and investment in learning, these traits are achievable across the entire organization.”

John Ambrose, Sr. Vice President Strategy,

Skillsoft

11 minutes

Why short video…

actually works?

50% 70% 100 ms

Of the brain is used for visual processing

Of the sensory receptors are in the eyes

To get a sense of the visual scene

Visually Wired Brain

Most human behavior is learned observationally through modeling: from observing others, one forms an idea of how new behaviors are performed, and on later occasions this coded information serves as a guide for action.”

SOURCE: Bandura’s Social Learning Theory

LEARNER EXPECTATIONS

• Easy to use - intuitive

• Learning experience fits to delivery mode

• Content is accessible no matter what device I’m using

• Content is accessible in any location or work environment

• Easy to find and easy to share

• Engaging

CONTENT CHARACTERISTICS

• Delivery looks familiar to me and there is video to watch

• Content is personalized to fit my needs

• Mobile – must have, it’s not an option

• I choose when and how to access content

• Social – shareable with friends and colleagues and I can comment

• Short, relevant video

How do I measure the impactof soft skills?

LEVEL 1Reaction

LEVEL 2Learning

LEVEL 3Behavior

LEVEL 4Results

Participant satisfaction

Knowledge, skills and attitudes

Application and on-the-job learning

Business impact

LEVEL 5

Return on investment

Kirkpatrick – Phillips Model

It's not the 95% that's right that makes something work; it's the 5% that's wrong that messes everything up.

Source: Measuring, Managing and Maximizing Performance, Will Kaydos

SYSTEM/PROCEDURE CHANGES

INCENTIVE/MOTIVATION

MANAGER SUPPORT/ATTENTION

EXTERNAL FACTORS

EFFECT OF LEARNING ON IMPROVEMENT

TOTAL IMPROVEMENT

AFTER PROGRAM

Isolation Techniques

What, if anything, did this person learn that

was new?

How, if at all, did this person use the new

learning in some sort of job-specific behavior?

Did the usage of the learning help to produce any sort of worthwhile outcome?

1 2

3

SOURCE: Telling Training’s Story by Robert O. Brinkerhoff

Success Case Method

1

2

4

3

Focus on what you’re evaluating

Create an impact model that defines

potential results and benefits.

Survey and select success versus

non-success rates.

Formulate conclusions and

recommendations, value, and return-

on-investment.

CREATE A MEASUREMENT PLAN

Identify Performance

Areas

Engage Key Stakeholders

Clarify and Define Training

Establish Key Performance

Indicators and Metrics

1. Focus and Plan the Evaluation

2. Create a Model for Success

Business Unit Goals

Skills and Knowledge Behaviors

and Actions

WHICH STATEMENT BELOW BEST DESCRIBES YOUR EXPERIENCE SINCE PARTICIPATING IN THE PERFORMANCE MANAGEMENT TRAINING?

a. I learned something new, I have used it, and it has led to some very worthwhile results.

b. I learned and tried some new things but can’t point to any very worthwhile results yet.

c. While I may have learned something new, I have not been able to use it yet.

d. I already knew about and was doing the things this training taught.

e. I don’t think I can really use what I learned in the training.

3. Success vs. Non-success Rates

SOURCE: Telling Training’s Story by Robert O. Brinkerhoff

Unsuccessful Successful

Positive influences:On-demand access to resourcesOpportunity to apply learningPeer supportSenior leader involvementManager support

Areas of increased performance

The value of this increase

The costs to deliver value

Recommended improvements

to increase value

4. Recommendations, Value and ROI

Delegation Skills

TRAINING COSTS IMPACT

Human Resources: $1,000Stakeholders: $720Total = $1,720

• Newly promoted managers take an average of 16 weeks to gain full productivity

• Goal is to reach 100% productivity in 8 weeks at a value of $72,000 for 12 managers.

• Teams are less productive per employee as managers gain skills, and secondary goal is to increase productivity per employee.

Delegation Skills

VALUE ADDED TOTAL VALUE GAINED

• Costs per manager are $60.00 each by using online delivery of content.

• Managers reached full productivity by learning to effectively delegate tasks and assume manager’s role in 8 weeks.

• Gain in value of salary was $72,000.• Additionally, each team saw a .25% gain in per employee

production of $18,000 total across the six impacted teams.

$100,000 on a $1,720 program

Problem Solving Skills

TRAINING COSTS IMPACT

Human Resources: $90,000Managers & Reps: $250,000Total = $340,000

• Customer service satisfaction ratings of 3 or below during trials result in zero sales

• Ratings of 4.5 or better result in won business 85% of the time

• Goal is to reach 4.5 ratings or better in 85% of the surveys returned.

Problem Solving Skills

VALUE ADDED TOTAL VALUE GAINED

• Complex training program lasted a full year.• In the 12 months after the training program

really began to show modifications in behaviors as proven by reaching 4.5 customer satisfaction scores 85% of the time

• 24 additional deals were won on the same number of total trials.

$1,200,000 on a $340,000 program

Key Take-awaysRaising your organization’s mastery of soft skills is important regardless of industry or size.

We should approach the development of soft skills by focusing on the key behaviors aimed at supporting organizational objectives.

Learning content should be delivered the way employee’s work and live – short form video.

Measuring the impact is an important step in the training and development process.

The success case methodology focuses on amplifying the effects of training, not isolating.

Training Payback vs. ROI

1. Training Management2. Research3. Content Development4. Training Delivery

9 Lesson Course1. Feedback: Feedback Basics2. Feedback: Focus Groups3. Feedback: Interviews4. Feedback: Advisory Panels5. Feedback: Management by Walking

Around6. Feedback: Mystery Shopper7. Feedback: Question of the Week8. Feedback: Report Cards and Phone

Calls9. Feedback: Ways to Get Feedback

Getting Good at Surveys and Analysis

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