For the webinar recording http://www.bizlibrary.com/bizblog/posts/2013/september/driving-engagement-with-employee-training-and-development.aspx

1. Driving
Engagement
with Employee
Training and
Development

2. BIZLIBRARY.COM
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
Jessica Batz
Marketing Specialist
jbatz@bizlibrary.com
@jessbatz
@BizLibrary

3. BIZLIBRARY.COM
The industry’s largest and fastest-growing collection of high quality training
videos and e-learning courses covers every topic area imaginable.

4. EMPLOYEE ENGAGEMENT:
the emotional and functional
commitment an employee has
to his or her organization.
$11BILLION is lost annually due to
employee TURNOVER
SOURCE: BUREAU OF NATIONAL AFFAIRS
Companies with ENGAGED
EMPLOYEES outperform
those without by up to
SOURCE: GALLUP
202%

5. POLL QUESTION
What factors
positively influence
employee
engagement in your
organization?
A. The quality of training
and learning
opportunities.
B. The support from the
employee’s direct
supervisor/manager.
C. Informal and social
learning opportunities.
D. Rewards and recognition.
E. Something else.

6. 65%
54%
51%
51%
50%
47%
46%
36%
34%
27%
26%
The quality of training or learning opportunities
The breadth of training or learning opportunities
The frequency of training or learning
opportunities
Employee onboarding processes
Learning through stretch assignments
Executives' and managers' training in how to
coach employees
Executives' and managers' training in how to
evaluate performance
Peer coaching among employees
Other informal learning opportunities
Learning through job rotations
Communities of practice
TO WHAT EXTENT DO THE FOLLOWING FACTORS
POSITIVELY INFLUENCE EMPLOYEE ENGAGEMENT IN YOUR
ORGANIZATION?
SOURCE: Learning’s Role In Employee Engagement, ASTD 2008

7. THREE KEYS
Make the link
between training
and improved job
performance
Manager support
and participation
Community and
recognition

8. MAKE THE LINK
Needs analysis
Choosing the right
content
Define and
communicate
expectations and
objectives

9. Need Analysis: Context
and Relevancy
• Make sure the
need has a
training solution
• Explain the why
and how

10. Choosing the Right Content
• Will the employee know what
they are supposed to do after
completing the training?
• Is the program free of excess
information?
• Are there interactions built-in to
reinforce the learning?
• What behavior will change after
this training?
• Is this content engaging?

11. Expectations and Objectives
• Explain what is
expected before
and after training
• Clearly state
objectives
• Measure
outcomes

12. S.M.A.R.T. GOALS
Specific
Measurable
Attainable
Relevant
Timely

13. MANAGER
SUPPORT AND
PARTICIPATION
Training transfer
Manager skill gaps
and opportunities
Best practices to
support learning

14. Problems with direct supervisors
account for
of disengaged
employees.
SOURCE: EMPLOYEE ENGAGEMENT VS. DISENGAGEMENT,
CUSTOMINSIGHT DEC. 2012
49%
...if employees' relationship with their managers is fractured, then no
amount of perks will persuade the employees to perform at top levels.
Employee engagement is a direct reflection of how employees feel
about their relationship with the boss.
SOURCE: SELF-DETERMINATION THEORY AND FACILITATION OF INTRINISIC MOTIVATION,
SOCIAL DEVELOPMENT AND WELL-BEING, AMERICAN PSYCHOLOGIST ASSOCATION

15. Power/Impact Use/Frequency Disconnect
PRE
Trainer 2 2 0
Employee 7 8 -1
Manager 1 5 -4
EVENT
Trainer 4 1 3
Employee 5 3 2
Manager 8 6 2
POST
Trainer 9 7 2
Employee 6 4 2
Manager 3 9 -6
1= MOST POWERFUL/IMPACTFUL FOR TRAINING TRANSFER
SOURCE: BARBARA CARNES, MAKING TRAINING STICK

16. Learning Effectiveness
10%
85%
5%
Learning Investment
Pre-work Learning Event Follow-Up
26%
24%
50%

17. Best Practices for a Manager
to Support Learning
• Encourage
participation
• Get involved
• Be a good example
• Outline expectations
• Seek out results and
give recognition

18. Employee
reaction to
learning
How much
learning
occurred
Application of
learning on
the job
Business
results
supported by
learning
ROI on Learning

19. COMMUNITY AND
RECOGNITION
Social and
collaboration tools
The importance of
recognition
Extrinsic and
intrinsic motivation

20. Companies using enterprise social
networks realize an average
18% increase
in employee engagement
year-over-year…
compared to the 1% increase see in companies
not implementing enterprise social networks.
SOURCE: THOUGHTFARMER, SOCIAL INTRANETS
AND EMPLOYEE ENGAGEMENT

21. Social Tools
• Empowered
• Share ideas
• Relationship building
• Enhance information
flow

22. Recognition
• Peer to peer
• Employee spotlight
• Additional
opportunities and
participation
• Group/team activities
• Community outreach

24. Extrinsic vs. Intrinsic
Motivation
• Meaningfulness
• Autonomy
• Competence
• Progress

25. THREE KEYS
Make the link
between training
and improved job
performance
Manager support
and participation
Community and
recognition

26. Recommended Resources

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28. BIZLIBRARY.COM
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
Jessica Batz
Marketing Specialist
jbatz@bizlibrary.com
@jessbatz
@BizLibrary