1. Strategically Plan Training for Measurable Results Van Daele & Associates 260.482.1744 www.vtrain.us Welcome, don’t you wish you were there instead of sitting in your chair?

2. Marginal Benefit Principle  “What is the marginal opportunity cost of hiring human capital?”  “What is the marginal opportunity cost of keeping and developing your human capital?”  “What valuation do you put on your human capital?”

3. MARGINAL BENEFIT PRINCIPLE  An activity greater than marginal opportunity cost, if the marginal net gain is greater than 0.  Your human capital is capable of one more activity [productivity] without additional cost to your company.

4. Here’s how it happens…  Calculate the value of human capital in earnings and financial asset returns without the discounted factor.  Consider your human capital an off-balance sheet asset.

5. Your boss has asked you to put together a training plan for your facility. What would be your initial thought? 1.“No problem, I’ve done this before, I just need to look at my past program.” 2.“Well, let’s see, I think it’s been awhile since our plant’s employee policies have been covered, that would be a good place to start.” 3.“I’ll go talk with a few departments and see what problems they may be having.” 4.“What! I don’t have time for that…where would I start?”

6. Objective Learn how to plan for training and be proactive in creating your organization’s ideal future by using six strategic steps.

7. Question What will you do tomorrow to start strategically plan training for measurable results?

8. Something to Ponder…  What’s worse than training your workers and losing them? Not training them and keeping them. - Zig Ziglar  An investment in education always pays the highest return. – Ben Franklin

9. Let’s be clear on our view… We are taking a “macro” approach, not a “micro” approach.

10. Strategically Plan Training Steps Step 1: Analyze Corporate goals, Plant goals and HR goals to determine current and future core competencies the organization demands now, and in the future [macro level – 1 year].

11. Values MissionVision Corporate Goals Plant Goals HR Goals

12. Strategically Plan Training Step 1 ABC corporate 2014 goal: Increase capacity and market share and create an entrepreneurial culture with engaged employees.

13. Strategically Plan Training Step 1 ABC plant 2014 goal: Increase production by ___% through improved quality and continuous improvement for new customer, XYZ.

14. Strategically Plan Training Step 1 ABC HR 2014 goal: Improve the employee survey results from 2013 to increase employee engagement.

15. Strategically Plan Training Step 1 Future core competency:  ABC future demand is supervisors who can independently manage & lead their team. Current core competency:  ABC supervisors currently communicate one- way with limited decision-making & coaching responsibilities.

16. Strategically Plan Training Step 1 1.Organizational structure (supervisors are “working” supervisors). 2.Lack knowledge/skill (supervisor’s have technical skill, yet limited knowledge and skill of leading & empowering employees). 3.Shortages of resources (Supervisors required to do more with less). 4.Practice (supervisors have limited experience). Causes for gaps:

17. Strategically Plan Training Step 1 1.Organizational structure (supervisors are “working” supervisors). 2.Lack knowledge/skill (supervisor’s have technical skill, yet limited knowledge and skill of leading & empowering employees). 3.Shortages of resources (Supervisors required to do more with less). 4.Practice (supervisors have limited experience). Causes for gaps:

18. Strategically Plan Training Steps Step 2: Develop a training plan [macro level – 1 year]

19. Strategically Plan Training Step 2 Type of Training: Leadership Development Curriculum Who Needs Training: Supervisors and potential Supervisors

20. Strategically Plan Training Step 2 Training goals: When writing training goals think about: Outcomes / results want to accomplish

21. Strategically Plan Training Step 2 Training Goal: Leadership Development Training for supervisors so they will create motivating environment to engage and empower employees they lead.

22. Strategically Plan Training Step 2 How many of you have heard the following? “You may have all the time, money, equipment and people you need to accomplish our goals.”

23. Strategically Plan Training Step 2 Prioritize training: A – Critical – (Leadership Development Training) B – Important C – Preferable

24. Strategically Plan Training Steps Step 3: Align training plan with Corporate goals, Plant goals and HR goals.

25. Corporate Goal Increase capacity and market share and create an entrepreneurial culture with engaged employees. Plant Goal Increase production by ___% through improved quality and continuous improvement for new customer, XYZ. HR Goal Improve the employee survey results from 2013 to increase employee engagement. Training Goal Supervisors create motivating environment to engage and empower employees they lead.

26. Strategically Plan Training Step 3 Determine benefits and costs: Some training programs are easier than others to show ROI: ex. sales training BCR= $95,350 $30,784 3.1 or 3.1:1 For every $1 invested, $3.1 in benefits are returned

27. Strategically Plan Training Steps Step 3: Example for #2 & #3– Return on Investment Some training programs are easier than others to show ROI: ex. sales training ROI= $95,350 - $30,784 $30,784 209% or $2.1100 For every $1 invested, there is $2.1 return in net benefits.

28. Strategically Plan Training Step 3 Measurable Results:  Increase in productivity  Fewer customer / employee complaints  Decrease in reportable safety incidents  Employee survey scores Less Tangible (yet real & important)  Cooperation between teams / shifts  Decision-making  Continuous improvement ideas

29. Other Considerations - Costs Costs:  Cost of not doing training, ex. not training workforce on certified welding.  Cost of ineffective planning / training (sink or swim, trial & error).  Cost of unskilled trainers, then needing to re-train.  Cost per participant.

30. Other Considerations - Benefits Benefits:  Can look at measurable results, ex. fewer customer complaints in %.  Training may share part of credit for improved measurable results, ex. strong correlation between customer service training and fewer customer complaints.  Benefits expressed as annual benefits.

31. Strategically Plan Training Step 3 Develop action steps and accountabilities: Action Step:  Form training task force to identify specific courses and logistics in Leadership Development Curriculum. NOTE: include support resources, who is responsible, begin/end dates and continued monitoring of status

32. Strategically Plan Training Steps Step 4: Communicate training plan to Leadership Team and other Plant Personnel.

33. Strategically Plan Training Step 4 HR roll out training plan:  Leadership Team meeting – business case  Intranet newsletter, memo, letter  All-employee meetings  Quarterly training progress reports

34. Develop Business Case 1.Problems / opportunities (gaps in core competencies) 2.Solutions (training plan) 3.Alignment with Corporate & Plant goals 4.Benefits 5.Risks / issues associated with solutions NOTE: Use info from Model / Checklist

35. Strategically Plan Training Steps Step 5: Develop and deliver specific training modules (micro level).

36. Strategically Plan Training Steps Step 6: Evaluate training plan. 1.Goals accomplished, how? 2.Changes for future? 3.Communicate results. 4.How did training support and complete Corporate, Plant and HR goals?

37. Next Steps 1.What are your next steps i.e., what will you do tomorrow to start strategically plan training for measurable results?

38. Masterpiece You can’t do anything about yesterday. The door to the past has been shut and the key thrown away. You can do nothing about tomorrow. It is yet to come. However, tomorrow is in large part determined by what you do today. So make today a masterpiece. – John Wooden