This document discusses the challenges of obtaining buy-in for soft skills training from managers and participants. It provides tips on how to gain support, such as identifying priority customers, linking the training to business needs, using data to justify the investment, and evaluating and publishing results. The document also covers evaluating the impact and return on investment of soft skills training programs.
This document discusses the challenges of obtaining buy-in for soft skills training from managers and participants. It provides tips on how to gain support, such as identifying priority customers, linking the training to business needs, using data to justify the investment, and evaluating and publishing results. The document also covers evaluating the impact and return on investment of soft skills training programs.
This document discusses the challenges of obtaining buy-in for soft skills training from managers and participants. It provides tips on how to gain support, such as identifying priority customers, linking the training to business needs, using data to justify the investment, and evaluating and publishing results. The document also covers evaluating the impact and return on investment of soft skills training programs.
Management and Participant Buy-In I dont have the time Its only a nice to have I cant see any changes We cant afford it Other needs are more urgent I cant spare them for that long Are you frustrated by Managers resisting soft skills training? How To Gain Buy-in for Soft Skills Training What core non-technical skills do you need? How do you get management support? How do you ensure return on your investment? What are the Challenges? Lack of management buy-in Difficulty in evaluating effectiveness Dislocated from the business Cynical participants How to Make Soft Skills Training Successful Relate it to your customers needs
Link it to business requirements Demands on Training Community Knowledge about key business drivers Able to talk costs and benefits Understand process of strategy development Able to translate requirements into practical action 1. Identifying non-technical skills Who are our Customers? The Company
Managers - of units, divisions or departments
Individuals Priority Customer 1: The Company Organisational strategy Culture Challenges Vision and objectives Standards
Organisational Effectiveness Core competencies Opinion Surveys Succession Planning and Career Development Re-engineering
How to Start: 7-S Framework Structure Systems Strategy Skills Staff Style Shared Values Strategy Strategic direction Vision statement Key objectives Critical success factors Core competencies Structure Issues with spans of control, reporting relationships, authority Centralisation vs. decentralisation Business unit organisation structures Matrix management
Systems Processes Benchmarking Total quality Re-engineering Internal customers Procedures Orientation Systems Technology and Roll out
Shared Values Organisation Culture Articulation of values Identification of behaviours which demonstrate the values Buy-in and implementation of values Style Way managers behave: Walk the talk Priorities and focus Leadership style Meeting style Staff Composition and development Qualifications Skills Training Appraisals Succession Skills Core competencies Job profile competencies Assessment centres Development centres Priority Customer 2: Managers Department objectives Changes ahead Team issues Internal customer surveys Standards reviews Priority Customer 3: Individuals Appraisals Career Plans Personal Development Plans Assessment and Development Centres 2. How to Get Management Support Get a sponsor: your key customer Identify stakeholders: supporters and blockers Use data to substantiate the need Design so that work links are clear Design to fit learner needs Evaluate and publish effectiveness If Management Wont Talk to You! If you believe an initiative is important: GET FACTUAL EVIDENCE TO SUPPORT YOUR VIEW: focus groups interviews surveys or email questionnaires performance or productivity data relate it to a business objective or to the companys/departments effectiveness THEN PUBLISH IT WIDELY 3. Return on Investment: Evaluation Levels REACTIONS Happiness Sheets LEARNING BEHAVIOUR Work application RESULTS Business Level 1 Level 2 Level 3 Level 4 How to help workplace application Design application support processes BEFORE launch eg.:
Line Management Auditing standards involvement Action Plans Learning logs Learning Sets Mentoring Resource centres CBT Self development aids or manuals Level 4: When is it worth the effort? When hard data has some face validity eg. Improved sales retention after sales training Team productivity improvements When the link to achieving the companys objective is not clear When management agree in advance to the evaluation process
Your Role in selling soft skills Identify priority customer groups Link Soft Skills to Strategy or Effectiveness Use a 7-S framework to establish needs Identify stakeholders: supporters and blockers Use data to justify investment Design application aids at the start Publish evaluation results