29 January 2019

Within organizations, the leadership plays a key role. Good leaders help shape the mission, vision, and goals. As the workforce evolves to accommodate more generations, the leaders must listen to employees to assist in establishing current and future training objectives. These leaders must be flexible to adapt training methods to suit the learners and the objective. In his new book Leadershift, John C. Maxwell writes, “Leaders must be willing to let go of what worked yesterday and learn new ways of seeing, doing, and leading.”

Advantages & Challenges

When completing a leader analysis, we completed steps one and two with a brief step three of Kirkpatrick’s Evaluation Method. Each level has its advantages. From the leader analysis’ perspective, the leader needs to provide feedback based on (1) their employees’ training and (2) any leadership training meant to assist or grow a leader’s skill set.

Analysis & Data Objectives

As with all analysis, a leader analysis cannot be completed without establishing the objectives. Remember, we have already reviewed a few possibilities with learner analysis. There are some issues that cannot be discovered through learner analysis. (These may become the objectives of another analysis – leader analysis, task/behavior analysis.) The following table provides common objectives and the simplified analysis process which may include data analysis.

Conclusion

Depending on the type of leader analysis desired, it will provide an insight into where your current workforce is at and heading. To do this, your leadership needs to be prepared to listen and change to meet the needs of their employees. The employees training needs do not always align with the leadership beliefs of the training needs. On the other hand, a leader analysis can provide you with direction of what your leadership needs. Do they have all the materials, SOPs, and mentorship required to be successful and confident in their roles?

These seem like simple questions to answer with easy ways to gather. However, honesty from learners and subordinates does not always come easy. Our team can help gather the analytic data and ensure anti-bias with our AI solution. Read more about it in our whitepaper.

Our next post will tackle task and behavior analysis.

16 January 2019

As organizations look at their training programs this year, one of their first considerations should be the learners. As we mentioned before, this is one of the most diverse workforce in history. We have multiple generations with different expectations and levels of technology skills.

Advantages & Disadvantages

When completing a learner analysis, we will be performing the first two steps of Kirkpatrick’s Evaluation Method. (The third step will be completed during the task/behavior analysis.) There are advantages and disadvantages as we progress. The table below outlines these for each step.

Analysis & Data Objectives

Before a learner analysis, we need to determine the objectives. There are some issues that cannot be discovered through learner analysis. (These may become the objectives of another analysis – leader analysis, task/behavior analysis.) The following table provides common objectives and the simplified analysis process which may include data analysis.

Conclusion

This is not an inclusive list of what can be gathered through learner analysis. We are only limited by the current data available, the objectives of the analysis and questions being asked. View our demo to see how QAA’s team can use AI to take your organization to the next step in learning analytics.

Our next post will move from the learner analysis to leader analysis.

9 January 2019

Organizations have steadily increased their usage of big data and artificial intelligence (AI). NewVantagePartners conduct an annual survey of large corporations’ executives views on big data and AI each year. The 2018 survey included responses from 57 corporations from financial services, life sciences, manufacturing, telecom, and online. Of the respondents, 97% indicated an investment in data analytics, big data and/or AI projects. In addition, 73% specified that a ‘measurable value’ had already been demonstrated from these initiatives. Because data analysis, big data, and AI are important tools for organizations, it is no surprise that an organizational goal would be ‘advanced analytics/better decisions.’ In 36% of the respondents indicated this as their top priority with 69% of those specifying success.

Although this survey is insightful, we should think about how these results impact smaller corporations and different industries. Analysis and data should be a goal for every business and industry because they allow for effective, strategic planning and decisions.

Considerations

Organizations new to data analysis, big data and AI consider certain project aspects. After reviewing these considerations for your organization, you need to determine whether the project will be completed in-house or outsourced. In addition, your organization may be overwhelmed with the amount of data available for analysis. To help determine the project objective, any project should begin with similar considerations of time, resources, and scope. 

• Time: When considering time, you should consider how large scale is the analysis (i.e. division, corporate office, or company-wide). This helps set the timeline of weeks, months, or year(s).
• Resources: Whether your analysis is conducted in-house or outsourced, resources will be used. Either one will require points of contact or decision makers from strategic areas. These individuals will provide direction and make final decisions when needed. Beyond people, other resources can include hardware, software, etc.
• Scope: Think back to the time consideration. How large scale is the analysis? What do you need answered by your analysis and data research? Often, you begin with a list of several questions but end with only few due to scope, time and resource constraints. In addition, you may find multiple questions are answered by asking only one.

Analysis & Data Uses in Organizations

Depending on your organizations needs and objectives, data analysis, big data and AI can assist with a variety of areas from training, marketing to product development. 

Quality Analytics Associates focuses on analysis and data research revolving around training and strategic alignment. For the next few weeks, we will review the following analysis and data research areas while comparing the advantages and disadvantages in the process.

• Learner Analysis
• Leader Analysis
• Task/Behavior Analysis
• Training Program
• Strategic Planning

18 December 2018

Overall Training State

The Associate for Talent Development recently released the 2018 State of the Industry report. With about 400 organizations participating, ATD found that organizations spent $1,296 per employee for training. Each employee spent an average of 34.1 hours in training. With this much money and hours spent on each employee for training, organizations need to know the training is effective and what the employees need to efficiently accomplish their jobs.

Current Research Trends

Recent research identified areas that currently offer little or no training. These training deficits have been identified by employees and organizations as areas of concern.

Lack of Knowledge Sharing

Our blog ‘Why Silo Knowledge Sharing?’ detailed some of this topic. Panopto’s Workplace Knowledge and Productivity Report found further proof of the need to share knowledge. Because former and transitioning employees have not shared their knowledge in some meaningful way, 70 percent of the respondents believe the knowledge is lost.  

Therefore, the organization must spend money to recreate or attempt to recreate the knowledge. Instead, the report estimates that small businesses could save $2 million and large organizations $200 million in employee productivity by preserving and sharing knowledge.

No Upskilling or Reskilling

A recent report Upskilling and Reskilling: Turning Disruption and Change into New Capabilities found that 44 percent of organizations do not offer employees an opportunity to progress in their careers. The anticipated benefits include talent retention, performance, and engagement levels. Organizations’ motivators include skill gaps, deficits in critical roles and other pipelines, and aging workforce.

Of the 56 percent of organizations who did offer upskilling and reskilling programs, only 25 percent of participants had high levels of success which suggests overall improvement is required. The best practices identified within the study seem simple and are associated with better learning and marketing outcomes – analysis. The organizations use internal career progression programs, implementation of training program or assignment rotation, and tuition assistance programs.

Digital Skill Deficits

According to Brian Kropp, group vice president of Gartner’s HR practice, “More than two-thirds of business leaders believe that if their company does not become significantly ditalized by 2020, it will no longer be competitive.” What does this mean for their employees?

Organizations desire employees to become more skilled in data analytics, mobile management, machine learning, social media, security and privacy, and smart technologies. Unfortunately, 70 percent of employees do not have these skills and four of five employees do not have skills for future roles.

Discovering Organizational Trends

Although it is important to look at trends and overall research, it is also important to consider each organization’s needs. Data and needs analysis will allow for customization of training for employees based on current and future organization needs. In addition, organizations will be able to save money by targeting the training to meet goals and objectives.

4 December 2018

Why Put It All Together?

Last summer when Incredibles 2 was released, an observant mom noticed a possible epilepsy issue due to the ‘strobe effect’ from the villain’s weapon. This led to warnings being placed in theaters and on social media. The ‘strobe effect’ is the same issue that leads to warning being placed on popular video games. Most people do not stop and think about this. Epilepsy, which falls under the Americans with Disabilities Act, is not a disease that can be seen everyday is most cases. 

Unfortunately, most often (not all) training designers and developers do not consider or understand the implications of possible disabilities and their effects. This leads to training becoming ineffective or underutilized.

Recognizing Disabilities in Everyone

No matter who you develop training for, you need to understand that there is a need to develop for people with disabilities. These may be the previous example of epilepsy, or severe migraines, hearing loss, severe vision loss, loss of limb, etc. 

The 2015 U.S. Census identified 12.6% of the civilian population as having a disability. Questions were asked to determine disability severity. These questions were within six categories: hearing, vision, cognition, walking or climbing stairs, difficulty with self-care, and independent living. 

Beyond the civilian population, you consider the active military and veteran disabled, which is growing at 19.3 million. These groups are often overlooked due enlistment requirements. A Soldier may still be active and have a medical condition which should be considered in training development (i.e. migraines). At the same time, we owe our veterans the best training possible to assist with PTSD and any new skills for transitioning to civilian workforce. 

The following TedTalk video from Keith Nolan is about 15 minutes in length. He is deaf and speaks about his fight to join the military. More importantly, he mentions the contributions other disabled Soldiers have made in the past and present in the U.S. and other armed forces throughout the world.

Developing the Training

As the training is the design stage, every consideration must be made for all learners. We often say this – but do we always mean it? Below are a couple of guidelines. Full guidelines may be found on the Section 508 site. 

• Vision Impaired Learner: Every image, text, video, etc. must have alternative text built in for online training. This allows their programs to read the text and image descriptions to them. It is also a good idea to provide a transcript of the training and any videos.
• Hearing Impaired Learner: Every screen must have Closed Captioning text to allow the learner to know what is being stated. However, the Closed Captioning must have the option of being turned on or off for other learners.

These are the fairly simple guidelines. The more complicated items include the ‘strobe light’ effect. There is a guide for how many flashes per second a button or image can occur to avoid this. The site offers tips for designing and developing all instructional materials, not only online training. It is a great resource.

Data Is the Key

What does this mean for all designers and developers? As the training is developed, tested, released, and evaluated, you have the opportunity and ability to gather vast amounts of data on your training products. As designers and developers, we have an obligation to use that data to design and develop better products for all our learners. We need to take time to analyze, review, and question to determine if the Closed Captioning and alternative text is enough. Does an alternative method of a game provide an equitable approach to the learning for a disabled learner? Are they truly able to assimilate the knowledge as well? If not, what needs to be adjusted?

20 November 2018

I admit it – I am a visual person. When I purchase something that requires assembly, I look at the picture before reading the directions. I often ask coworkers to ‘draw me a picture’ to explain a process. Visual representations help to clarify even the most complex data for me. Interestingly, approximately 65% of the population identifies as a visual learner. Because of this, the training industry attempts to maximize graphics, charts, and other visual cues for learners.

Visuals for eLearning

The eLearning Industry states that visuals are the ‘most powerful aspect of eLearning.’ Visuals have the capacity to engage learners. An article from December 2017 listed six reasons for choosing visuals.

1. Information Storage – Images assist us in storing information more quickly and longer. The images are more easily stored in our long-term memory.
2. Quick and Simple Communication – A process image or video is easily remembered.
3. Comprehension – Stimulates imagination and affects cognitive capabilities
4. Stimulators for Emotions – Powerful images linked to emotions create lasting memories
5. Drive Motivation – Creative images, engaging videos, interesting graphics help fight boredom
6. Unsuitable Visuals Equals Unhappy Learners – Visuals that do not relate to the subject or are not appropriate.

Simplicity of a Good Graphic

Tommy McCall provides a look at how simple a graphic can be but how much information can be given to the learner. He proves a good graphic does not need to be overly complex to help the learner gain and remember the information.

Conclusion

Our world is filled with data. Some of this data will find its way into training. As you consider how to share it, let’s think about a good, simple visual for the learner.

30 October 2018

Mike Rowe’s Musings & Misconceptions

This week instead of cramming numbers down your proverbial throats, I decided to break up the mundane and monotonous with a little musing from Mike Rowe. I don’t know if everyone is familiar with Mike, but he was on a little-known shoe on the Discovery Channel called Dirty Jobs. Mike would take on the task of doing whatever job was sent to him by his viewers, if it was dirty enough. In his Ted Talk, he explains some of his ideas and misconceptions going into these jobs.

What Dirty Jobs’ Led To

Now that you’ve watched the video, go check out some of his other interviews. After Dirty Jobs ended, Mike was looking for something to do, a mission if you will. He started a charity called Mike Rowe Works. He tours the country and writes about the skills gap. His philosophy is simple one; instead of sending kids to college to learn skills they will never use and most undoubtedly will be paying for long after their degree, send those kids to a trade school or technical school. They learn a skill that is in high demand and at usually higher pay rates than entry level jobs for new graduates.

Final Thoughts

I would only add these two routes aren’t the only way to earn a valuable education. As more and more kids see huge debt looming for college, they might consider going into the Armed Services where they would get paid to learn a skill while not accruing debt.

I could go on for weeks about the ever widening skills gap, but I want to keep all this short for all the people like myself with A.D.D….”Oh look a squirrel!”

And now the shameless plug…www.quality-analytics.com

16 October 2018

Not Everyone is Excited

When first beginning as an instructional designer, I quickly came to the realization that not everyone was as excited about training as me. In fact, some people, then and now, view it as a waste of time. Because of this, the data I received was often ‘thin’ and offered little detail. I had to supplement the data by talking to learners, listening to responses and having difficult conversations with learners and instructors.

Listening Leads to Meaningful Data

As I listened to the learners and instructors, I began to understand the training issues and gather more meaningful data. If I had not taken the time to have those difficult conversations, I would not have heard their concerns. More importantly, I also would not have been exposed to other options and ideas to training. This allowed for a more creative thinking process. Human interaction is necessary for robust data analysis.

25 September 2018

Is your organization thinking about establishing a training program for your employees? Have you you started looking at their position descriptions, annual training requirements and become overwhelmed? 

As your organization considers creating a training program, training analysis will help to avoid the common pitfalls often associated with establishing a training program. The three pitfalls we listed below are not meant to be taken as the most common.

Pitfall #1: Assuming the Training is Needed

Often a situation occurs, such as an incident or accident which leads the ‘need’ for a training development. However, before pushing the ‘need’ forward into development no analysis is performed to determine if the incident or accident was a 1% chance or part of a bigger issue. 

Therefore, training analysis should be performed to consider these issues. If current training exists, whether as mentoring or formal training, is it sufficient or should more be developed? If the training should be developed, how should it be presented to provide the most benefit to the learners? How much time do learners have to devote to training before performing the skill? Will learners need follow-on training or reach-back training? These are questions a thorough training analysis can answer which will save time and money before developing a product or program.

Pitfall #2: Assuming the Training is Supported by Leadership

Training analysis occurs for several reasons and may be initiated from any level or group within an organization. However, training is not always supported by everyone at every level. To be honest, training takes time away from everyday job functions. Leadership and managers need to understand that training keeps learners prepared to perform their jobs at their best. In the best case scenario, training allows learners to learn new skills which will allow them to assist their organizations in new, innovative ways. 

Before developing a new training program, it is important to speak with leadership and managers to gain their opinions, needs, and wants for training in their departments. This gains their support for launching and encouraging participation in the training. Most importantly, you gain an understanding of each departments’ needs from the leadership.

Pitfall #3: Assuming Training is the Best Solution

Realizing this is not stated very often, but training is not always the best solution. Although a new training may seem like the best solution, training analysis sometimes leads us to a simpler solution.  A common example is a training aid. Do not be misled by the name. Training aids can be virtual or paper-based, simple or complex. Examples include common forms for the position (with completed examples), glossary of acronyms or definitions, or step-by-step instructions for completing a task. 

These training aids allow the user to follow along without answering questions or hearing a narrative about other details which may not be required. Only the requested data is provided to the learner. This can be used as reach-back, follow-on training, or for new employees.

Conclusion

It is easy to make assumptions or get caught by the common pitfalls when developing training. However, one of the best methods of avoiding these is to complete a thorough training analysis before developing. There were more common pitfalls than we listed here. What are some you have experienced?

17 September 2018

Analytics is a word we hear everywhere. We need the analytics to determine the optimal performance for our products and businesses. As consumers, we want to be sure we are purchasing the best product for our money. As business owners and leaders, we want to ensure we are delivering the highest quality products and services to our customers. Training analytics ensures organizations deliver quality training to their learners and learners are ‘purchasing’ or using the training in the best way possible.

What Training Analytics Is Not

Organizations with training staff usually follow the ADDIE (analyze, design, develop, implement, and evaluate) model for training. The analyze phase is based on new or updates to required training; therefore, it is brief. At the same time, the evaluation phase usually consists of only ensuring all required learners complete and/or pass the training. In addition to ensuring no questions or sections were confusing or wrong.

Training Analytics moves beyond the typical analyze and evaluation phases found in ADDIE by beginning with an existing program or course. The intent is not improve or change the course unnecessarily. The purpose of training analytics is to review the training objectives and goals with managers, supervisors and leaders to determine their attitudes toward the course. For example, do they encourage participation or general acceptance of ‘it must be done’?