Getting a return on your L&D
Flipping L&D into making and doing
Our experience and approach is all about giving the attendee something to do when they enter into the room, which might take them by surprise a little bit because they’re there to learn about a specific piece of technical knowledge or soft skills.
Bit this is the rub – this training only works if they can apply it back into their role and for the benefit of the team and the business.
You’re buying them into a process, something that’s engaging, something for them to do by putting them at the centre of the process, turning the whole dynamic round before, during and after the training. It’s not disruptive in the sense of it’s changing the way you deliver. But what it is doing, is giving you an opportunity to return them to something familiar throughout the session.
Balancing the needs of the individual and the business
Imagine you’re in a group of two or three people, by thinking about your own role and how that fits into the wider business. Something magical happens when your colleagues start chipping in using the same page or board.
What naturally happens as humans, is if we see somebody using language we understand, expressing something in a certain way, we want to get involved and start maybe correcting things or expressing our view. But because there’s only one representation of it, we have to have that conversation now to bring in all those thoughts from the team.
So you might start by giving every individual their own Big Picture, but in time, you might then converge that on to one single ground truth. By using eight different symbols to do that, and a very straightforward template on whichever size or facilitation method you’re using, you’re actually able to bring that together. This is a massively powerful anchor for applying the training on offer, and is the basis on which the ROI is demonstrated.
Often you end up as a facilitator sat at the back whilst the whole room is working through and resolving differences, which leads to a natural resolution of any conflict. Because it’s an inanimate prop, it’s easier to bring up and resolve conflicts that would have previously been left to fester. It creates an easier dynamic to unblock a log jam.
Setting out your stall
On a recent webinar where we explored the title of this blog as a general theme, the delegates and I worked through a start, middle and end to getting a return on L&D:
- The work we might suggest to do before the training starts to anchor the individual in their own space and define a point of perspective they hold. They start the day making and doing!
- How you expand from this following the training to link up to the business purpose and measures of success, with several other key elements as part of an adaptive framework; and
- How to weave this into a medium to long term employee experience by revisiting over time to turn Challenges into Opportunities and so on.
“Yeah, I really like like this tool because it breaks down the silos between the different teams. And also it does help to make sure that people that may feel disconnected, like for example, we have, we are a company of 1,200 staff members. And the chances are that the person who works at reception, doesn’t know who does our marketing campaign. So I think it’s a great opportunity to bring people together and actually raise awareness within the teams. And I like how everything is aligned. And we work together as one team to actually achieve that common purpose.” – Nefeli
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Here’s what a couple of the attendees fed back:
“I can see how you’ve walked through what you were saying and how that would engage the individual so you’re helping people to observe what’s going on in the rest of the business and where the challenges or where the opportunities measures lie.” – Natasha
“I think what’s interesting is how it sandwiches a training session. So you deliver the actual training, but you’re adding to it on either side with one who you are and as an individual and where you stand. And just sort of before you even start any training to come in with your organizational purpose and remind yourself of that is a good idea just to ground you. And then the other side of the sandwich, when you come out of the training to be able to take a little bit of time to understand how you could apply that in the context of your work environment and the people that you work with. It’s a useful exercise rather than just delivering the training itself, because the person then becomes responsible for the return on the investment.” – Natasha
Why the bother?
When the team start talking, they have a chance to share what they really think, and so:
– They are more likely to be productive in their time with the company;
– The business will enjoy a ready supply of new opportunities each and every time you get to the truth- the challenge is working out what to do with them all! Boss Bill gets the most of her team and is able to translate that up to the board; and
– Employees are likely to stay with the company for longer and that means avoiding the costs of rehiring- worse case 6-9 months of an the employee’s salary to locate and train a replacement and 2 years to become fully productive. Not to mention the toll on existing employee productivity and morale.
What we can help you with…
Big Picture naturally generates extremely high engagement levels as you provide your people with the tools they require to share useful truths about the business. With light-touch delivery, you can involve large group sizes, of up-to 20, with no drop off in engagement levels. This results in the highest Engagement levels we have ever seen for People and Business Development.
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The stuff WE care about is described in our FIVE Big Picture Frames on our YouTube channel @YourBigPic. You can have a go yourself by printing and writing on the one-pager here for a business YOU care about. I would love to take you through a taster of Big Picture in a Discovery Webinar you can sign-up for here.
And thanks for reading!