Build Your Learning Culture Around Data-driven Framework (Part Deux)
Build Your Learning Culture Around Data-driven Framework (Part One)
Alright, let’s look at the second five of the 10 best practices that have worked for me in establishing a solid foundation for leadership advocacy of learning and development of frontline managers and associates.
Once you have determined the end result you and your stakeholders are looking for and what’s available for system reporting on business metrics, then it’s time to scope out and write your proposal. Your proposal needs to include the same items you would as if it was a newspaper article. Include the 5W +H: Who, What, Where, When, Why, and How. Some may call this a needs analysis, however, that can be a LONG document of interview notes from your customer.
Developing the proposal gives a more high-level, concise reference to more directly confirm alignment. Once you have agreement on the proposal and the timeline to implementation of a program, we look at the roadmap to your go-live date.
The mistake some learning professionals and consultants make is going radio silent during this stage of the design and development process. An assumption is made that everyone knows what you are doing and the amount of time it takes. However, your voice is equally, if not more important at this point to keep your stakeholders up-to-date and abreast of what this looks like. Educating your business partners on the levels of evaluation and stages of applying learning back on the job gives you much-needed support on the time necessary to collect the data and tell the story effectively.
6. Celebrate the small wins. While it takes time to build your story, whether it’s an online course or a multi-week, cohort-based program, be sure to point out early results. If it’s a pilot, educate that first group of participants that you will be including weekly surveys to gather their feedback. Include the “why” behind it that they will be the ones to shape what the course or program looks like for future colleagues. Share this feedback either in a touchbase meeting or via email with your customer. If you are starting from scratch, set the baseline for your data by determining what you can gather. Maybe it’s how well attendance is going or sharing quotes or testimonials from the surveys. Level 1 surveys are instrumental to setting this initial baseline of results.
7. Do frequent check ins. This is not a “fix it and forget it” mindset—especially if you are working with subject matter experts within an organization. Instead, try the “trust but verify” approach by scheduling check ins, both formally and in-the-moment via in-person or email. This provides an avenue to confirm you both are still aligned with the vision and end goal for implementation and evaluation. Agree upon that cadence in your initial scope meeting, and schedule future meetings or calendar reminders to keep pace.
8. Be agile and make shifts needed. If you learn in one of these check in meetings or communication you have become misaligned on the deliverables, this is the opportunity to reset and re-establish expectations or revisit the agreed-upon proposal. If the direction of the company or your stakeholders has changed, be willing to adjust your metrics and set revised deliverables as appropriate.
9. Update and educate your stakeholders regularly. Whether it’s weekly, monthly, or quarterly, be sure to provide progress updates to keep your internal customers informed of the wins, the challenges, and the early results. My weekly check ins typically happened with my immediate supervisor or by attending a small team meeting. My check-ins with subject matter experts would be bi-weekly to address any questions or obstacles they may have in providing their information. These opportunities offer a gateway for enlisting additional support, resources, or alternate solutions if their current approach is not working for them. My check-ins with skip levels or senior leaders are typically quarterly and scheduled well in advance. These presentations, usually no more than 10 minutes, provide a sounding board for what data and metrics can be shared and a space of time for any follow up questions or further insights to be communicated.
10. Realign learning strategy to refine metrics yearly. Lastly, once your learning programs and training paths are implemented, be sure you have a platform to share your results more broadly. This will ensure all parties are speaking the same language. It will provide invaluable insight to which areas are performing well versus where more resources or coaching may be needed. This may be in the form of a report or scorecard that is broadcast or published online for on-demand visibility to leadership across the organization. Many hands make light work, and what gets measured gets addressed. You may learn a few months down the road that what is being measured isn’t as telling or beneficial as initially thought. This framework will drive deeper, more meaningful conversations with your stakeholders to revisit and sharpen or change your measurements.
Keep in mind: Every organization has its own unique set of business goals, metrics, systems, and platforms determined by the organizational culture and workplace environment. Invest your time wisely and prepare your runway to learn your client or employer, and watch the magic start happening. If you want to learn more, or have questions or advice, I’d love to hear it.
Questions to consider as you strengthen your business relationships:
Which subject matter experts do you need to consult and meet with in addition to your stakeholders? What are their top preferred methods of communication?
How are you broadcasting your wins today? What could you consider doing differently to spread the word?
What is your cadence for meeting and presenting your wins, challenges and metrics to stakeholders? Consider if it should be more intentional on what you share with them or at a greater frequency.
Do the metrics you report on today tell the story you want? If so, what is your level of leadership buy-in?
Are there metrics you don’t report on today that you would like to add? If so, what systems or platforms can you explore their capabilities to pull that data?
Leadership and learning are indispensable to each other. – John Fitzgerald Kennedy, US President