The Value of Training
Monday, August 27, 2007
How do you justify the training investment?It's not financial ROI.I recently attended a local meeting of the International Society for Performance Improvement. The presenters shared some interesting insights into how to assess training's effectiveness.
For years training professionals have been trying to calculate return on investment on training or, at least, ascertain some form of bottom line improvement from training. Training professionals realize that mid and senior-level managers place heavy emphasis on financial results so they were interested in demonstrating training's financial impact to these managers.Interestingly, the trainers found that operating managers were not looking for a financial payback metric. Indeed, some senior managers said "If operating managers feel that it's worth the time to have their people trained, that's all I need to know." This managerial mindset is supported by Robert Brinkerhoff's experience as detailed in his books, The Success Case Method, 2003 and Telling Training's Story, 2006.This outlook on training by senior level managers is certainly counter-intuitive. It also demonstrates the value of including operating managers and their employees in the design of training programs.If you have topics you'd like to see addressed in The Invaluable Leader, please email me at dale@furtwengler.com.
Self-interest
Monday, August 20, 2007
Bane or Blessing?What is self-interest's role in decision making?Joseph Badaracco, Jr.'s book, Leading Quietly, offers countless examples of everyday leaders, in all walks of life, who do the right thing despite incredible odds and they make these decisions ethically.
One of the fascinating insights that Mr. Badaracco offers is that, without exception, quiet leaders blend the interests of all involved including their own. They are neither magnanimous (they don't ignore their own interests), nor are they selfish (they don't exclude the needs of others). Why?Quiet leaders realize that giving magnanimously often results in others taking their generosity for granted leaving the leader without the influence needed to achieve the goal. Quiet leaders also realize that putting their interests ahead of the needs of others causes alienation and loss of support from the very people whose help is needed in achieving the goal.Our natural tendency is to protect our interests. It's counter-intuitive, but we do a better job of protecting our interests when we blend them with the interests of others.
If you have other counter-intuitive insights on decision making, please share your comments with our readers.
A Good Hire, Theoretically
Monday, August 13, 2007
What should your top priority be when hiring?
Oh no! Not the R word!
I was reviewing a failed hire with a client when I recalled a similar experience I'd had fourteen years earlier. I was screening applicants for a bookkeeping position. I found a young man with extensive knowledge of accounting. I recommeded that he be hired and the client hired him.
His first day on the job, we terminated his employment. While he understood accounting theory very well, he didn't have a clue as how to apply that knowledge. What did I do wrong? I focused on knowledge rather than results.
Whenever I explore the cause of failed hires, I find that the focus during the interview was on some aspect of the person's background - his education, leadership style, personality, initiative; not on results. All of these other factors are valuable only if they produce results.
It's counter-intuitive, but the appliant's resume should highlight the results achieved. If it doesn't, file it in the round file. The person isn't accustomed to thinking in terms of results, which means he/she isn't accustomed to producing them.
Of course there are organizations who choose to hire to inexperienced people, educate them extensively and hold them accountable for producing results. That's a viable option, but my experience has been that most organizations try to hire experience rather than create it.
Please share your hiring tips with our readers by either commenting on this posting or sending your ideas to me at dale@furtwengler.com.
A Lesson from The Oakland A's
Monday, August 06, 2007
Grading on the curveFacilitating a career transition
In his book, Moneyball, Michael Lewis relates the story of Scott Hatteberg, a big league catcher whose injured arm left him few options in baseball. The Oakland A's acquired him for his hitting and proceeded to convert him to a first baseman.
By his own admission Scott Hatteberg experienced near panic at the prospect of playing first base. He had no frame of reference. How could he feel otherwise?
Fortunately Ron Washington, the A's infield coach, was a master at building confidence. "He (Ron) knew that what looked like a routine play wasn't a routine play for me" said Hatteberg. That's why Ron Washington graded on the curve. He graded Scott's performance on where he was in his development as a first baseman, not what other first basemen could do. Every time Hatteberg would dig a throw out of the dirt Washington would yell "Pickin' Machine!"
Three months later Hatteberg says "the difference between spring training and now is that when a ground ball comes at me now, my blood pressure doesn't go through the roof."
It's counter-intuitve, but when you're asking one of your employees to take on new responsibilities or a new position, remember that their performance isn't going to be comparable to someone who has been performing the task for years. Grade on the curve and help them, as Ron Washington did, create a mental image of what they're going to become - in Hatteberg's case, a Pickin' Machine.
I appreciate your comments and suggestions. Just let me know what topics you'd like addressed by emailing me at dale@furtwengler.com.
|
