利用绩效思维方式在L中产生影响&D

劳伦·克莱顿

高级产品营销经理

我们可能不愿意承认，但我&D在衡量其影响方面进展缓慢. 我们的行业根本没有取得我们所期望的进步. 但现在是时候站出来证明我了&D对人力绩效和业务成果的影响和影响.

来证明学习的影响, 我们必须知道培训和学习解决方案的目的和意图. 没有人比凯文·米 .更了解数据、影响和学习. 耶茨, L&D侦探™.

Kevin has helped organizations from Meta to McDonalds measure the effectiveness of their training 和 learning solutions. He’s connected their ‘North Star’ with learning 和 training to shift the needle on human performance.

我们问凯文为什么&专业人士应该衡量影响, 为什么围绕北极星组织是必要的, 以及如何将绩效思维带入L&D.

为了可读性、可操作性和清晰性，本对话经过了编辑. 大发体育在线首页帮助我们转录和研究了这篇文章.

学习的目的

问:衡量影响并不是L的典型输出&D. 你认为这是为什么? 理解影响如何改善我们的产出?

从历史上看,我&D专注于我们创造的东西. The legacy mindset is that once we've created our training program or learning solution, 我们的任务完成了. 我们一直关注的是产出，而不是影响. 但这种情况正在改变.

我们需要从“交付”向“影响”转变。. 我们通过理解我们工作的目的来实现这种转变. 例如, the purpose 和 intention for leadership development may be to strengthen leaders' capability. The goal then is measuring the extent to which training 和 learning fulfilled that purpose.

我们需要设定目标, 北极星, 训练和学习将如何显著地影响行为, 行动, 表现和使用数据作为训练和学习影响的信号.

问:这在实践中是如何运作的?

Imagine your organization is tasked with a 40% ARR growth over the financial year, 你是一个以销售为主导的组织. 在这里,我&D需要与商业团队合作，了解他们的需求. Learn the metrics they care about the most 和 plan backwards until you reach the right learning initiative. 你可以问这样的问题:

你需要多少胜率才能达到ARR?
我们今天的胜率是多少? 你的团队在改进它们的过程中遇到了什么障碍?
我们的销售人员缺少哪些行为和能力?
我们怎样才能帮助你提高胜率呢?

问:你提到北极星很有意思. 这是许多公司组织运营的一个过程. 我怎么能&D团队充分利用了这种心态?

Before conversations about training—even before discussion about what we're going to design, 构建, 和 create—we have to have conversations about business goals 和 performance requirements we need to achieve those goals. 性能影响是北极星.

It’s also important to remember that different training 和 learning solutions have different purposes. 这些解的独特目的影响了L&D将衡量影响. 并非所有的培训和学习解决方案都是平等的. 应该根据他们自己独特的目的来衡量他们的影响实现.

想想强制性培训. 通常情况下，目标是100%完成以证明遵从性. 我们要衡量影响吗? 可能不是——影响不是目标. 遵从性是目标.

阅读:敏捷人力资源团队的人员分析

北极星心态有助于专注于目标和结果. 更重要的是，它把注意力集中在可衡量的结果上. The greatest 和 most exciting opportunity we have in training 和 learning today is leading with a mindset for creating training 和 learning solutions that allow us to measure impact on performance 和 business goals. 这是我工作的核心. I measure training 和 learning’s influence on people’s performance 和 how performance helps people achieve business goals. 那是我的北极星.

问:如果我想从今天开始，我应该采取哪些步骤?

阅读:用产品思维解决人们的债务

To make sure you're focused on training 和 learning solutions with measurable impact, I recommend:

首先确定业务目标.
确定实现这些目标的性能需求.
Determine gaps in performance; compare where performance is versus where it needs to be.
确定为人类表现提供信号的度量标准和数据.
设计培训和学习解决方案，提高绩效, 行为, 以及实现业务目标的行动.

I believe training 和 learning fulfill the highest purpose with measurable impact on performance 和 business goals. These steps ensure your training 和 learning solutions are best positioned for fulfilling the highest purpose.

L&D作为绩效顾问

问:我们可以看到这一点&D与北极星或目的是重要的. 你也谈到了对齐L&D有商业目标. 这可能很难开始. 你会怎么开始呢??

I know I’m repeating myself but I really do believe performance is the “holy grail” for training 和 learning. 对我来说，这就是一切的开始. 更重要的是, it starts with aligning our training 和 learning solutions with business goals 和 performance requirements needed to achieve those goals.

对齐不仅仅是一种陈词滥调. Alignment is a deliberate 和 intentional process to connect training 和 learning with business strategy 和 talent development. It means our goal for training should be creating learning solutions that empower people. It means providing people with the skills 和 capabilities they need to be successful with helping the organizations they serve to win.

问问你自己:

我们需要哪些技能和行为来激活性能?
我能采取什么行动?&这将有助于人们的行为、行动或表现不同?
我们如何帮助员工实现业务目标?

想想我们前面的ARR例子&D可以带来以绩效为中心的思维模式. 从技能差距分析开始. 假设你了解到bdm不清楚如何利用追加销售机会. The commercial team can tell you where your ARR could be, 和 what a realistic increase could yield. 从商业和销售业绩的数据，现在和你想要的地方, 你可以设定你的影响力目标.

The opportunity in this example is getting design input 和 content advice from top sales performers. 他们在分享最佳实践, 习惯, 以及表现为实现业务目标的性能的行动.

Q: L&D是成功转型的核心，这是令人兴奋的. 但可以肯定的是，我们并不是唯一一个帮助做出改变的团队?

I like to say that winning is a team sport 和 the same is true for achieving business goals. 人类的表现有多种触发因素和激活因素. 训练只是其中一种激活因素.

当我们考虑如何实现业务目标时, 我们必须考虑所有发挥作用的团队成员. What role do other teams in the organization play in achieving a business goal including but not limited to training like marketing, 技术, 或者产品开发? 我们如何用奖励、认可和补偿来激励绩效? 激活性能是否需要考虑环境因素?

这些都是影响性能的考虑因素. 我们必须考虑L以外的团队&D和其他影响驾驶性能的因素. 正如我所说，胜利是一项团队运动.

我在这里说的一部分是心态. 好奇的心态会让你超越单纯的训练, solitary solution 和 prompts us to consider the entire l和scape for all that impacts 和 influences performance.

Q: Moving to this mindset sounds simple, but in practice that’s a lot of changes to make. If someone’s leading a lean organization, how can they start making changes today?

这是个好问题，我很高兴你问了. 是的, 首先是心态和跟随心态, it takes action 和 the action is what you do to make measuring impact achievable. 有些问题必须要回答. 其中一些我已经说过了，但值得重复一遍:

业务目标是什么?
实现这些目标的性能要求是什么?
What are the performance gaps now that describe where people are versus where they need to be?
对性能有哪些风险?
除了培训和学习, what are some of the other activators or triggers that have potential to influence performance?

如果你要把影响测量付诸实践, 你必须从这些问题的答案开始. Doing so will set you up for success with measuring the impact of training 和 learning using performance as 北极星.

领导者的内心世界

Welcome to the lightning round, where we ask every guest to answer these three questions…

你最近在想什么? 什么事让你彻夜难眠?

One of the things that I've been spending a lot of time with is bridging the gap between what is idealistically true 和 what is realistically possible. There’s been a lot of discussion about measuring the impact of training 和 learning. 关于衡量影响有很多好的想法和观点. 对我来说, the opportunity is telling the truth about what we can 和 cannot measure 和 actively pursuing where measuring impact is possible.

你会喜欢HR和L吗&从今天开始做的事情?

We aren't always honest 和 open about the dynamics of measuring impact for training 和 learning. 这是一项艰苦的工作. 这很令人沮丧. 它会让人感到不确定、不确定和模棱两可. 但困难并不意味着不可能. I’m encouraging our community to spend more time with what we can measure 和 spend less time with what we cannot measure.