Focus Magazine - Spring 2014 - 50

VIRTUALHOW

reactive to a proactive organization. These
included establishing clear expectations and
standard operational procedures, as well as
accepting that the process will take time and
commitment to listen to stakeholders and
provide honest feedback. (Figure 5)

FIGURE 5

LESSONS LEARNED

10 Respondents:
Lesson #1

Lesson #2

Lesson #3

They deem it important to think beyond the
tangibles of training delivery to gaining broad
alignment among stakeholders. Developing
and selling the vision of how taking proactive
planning approaches to training benefit the
organization.

Start with future-looking vision

Sell the vision into the
organization

Be persistent

Recruit strong leaders; don't
over-index on previous learning
experience

Hire proactive, innovative
people

Give honest, constant feedback
of your team's perceptions to
their matrix partners

Training Department Roles

Ask more questions to
understand what behavior
needs changing

Help trainers prioritize training
needs

Know key decision-makers

Benchmark is crucial first step

Matching needs vs. acceptable
trade-offs necessary

Educating stakeholders on new
processes takes time, requires
commitment to integration and
executive sponsor

Communication is critical

Avoid undue toll on training
team; ensure plan of action
is clear

Becoming a trusted partner
in creating strategic plans
takes time

Start with training team mindset

Hard to be proactive. Keep
pushing team to higher
standard, manage the change.

Focus on business outcomes.
Avoid perception of "pushing"
training for training's sake.

Think beyond tangible training
delivery; speak to all the issues

Build relationships, invest in
supporting stakeholders; do
more than is asked to make
things move smoothly

Be accountable to the whole
process, not just your section

Agree to the plan in advance
to make the stakeholder as
invested as training

Identify the process as similar
to sales/account planning

Stakeholders will always have
reactive needs

Must demonstrate success

Takes time

Heads of training were seen as the chief
drivers of the effort to turn the training
department into a proactive team. Some also
identified commercial leaders who "sponsor"
a collaborative approach to training as critical,
and others believe that everyone in the
organization needs to understand the benefit
of a proactive approach.

Tenure and Proactiveness
The tenure of training team members impacts
proactiveness. Five of 10 respondents stated
that team members with more than 10 years
of service are more likely to lead change.
Trainers with five to 10 years of experience
organize, drive and lead change at seven of
the companies.

Characteristics of Team Members
Who Drive Proactivity
Team members who are asked for input into
stakeholder plans and push back when
appropriate are considered by most
respondents to drive change. (Figure 6) Many
also listed establishing relationships as a
characteristic that drives proactive
perceptions.

Providing Continuing Visibility
The team's commitment to being a proactive
business partner should be ongoing and
visible. The same techniques that help teams
become proactive (Figure 2) - attending
stakeholder meetings, soliciting input through
surveys and analysis, adding needed skills and
working collaboratively with stakeholders -
also help them continue to be valued partners
in meeting the larger needs of the business.

FIGURE 6

TEAM MEMBERS LIKELY TO DRIVE SHIFT

TOP THREE CHARACTERISTICS
Asked for input to stakeholder plans

6 of 10

Schedules regular communications . .

3 of 10

Pushes back appropriately . . . . . . . .

6 of 10

Networks . . . . . . . . . . . . . . . . . . . . . .

1 of 10

Establishes relationships . . . . . . . . .

5 of 10

Possesses training expertise . . . . . .

4 of 10

Increases/manages timelines,
project plans . . . . . . . . . . . . . . . . . .

1 of 10

Invited to stakeholder planning
meetings . . . . . . . . . . . . . . . . . . . . . .

4 of 10
1

2

3

4

5

6

7

8

9

10

About this Benchmark Study:
Working in partnership with SPBT, TGaS Advisors, a benchmarking and advisory services firm and division of KnowledgePoint360,
conducted benchmark studies of training & development leaders in 10 Life Science companies. For more information on this study or other
questions, please contact Gayle Shaw-Hones, Ph.D., TGaS Advisors, Gayle.Shaw-Hones@tgas.com.

50

FOCUS | SPRING 2014 | www.spbt.org


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Focus Magazine - Spring 2014

Table of Contents for the Digital Edition of Focus Magazine - Spring 2014

Focus Magazine
From the President: Coaching for Success
Table of Contents
Table of Contents
Guest Editor: Enhancing the Classroom
Front of the Room: Flexing to a Smaller Class Size
Neuroscience: The Neuroscience of Learning
Ethicon's K2: The Summit of Customized Learning
The Secret to Reaching Your Full Potential
Transforming Organizations: Change Agents & Team Coaching
Member Solutions: Developing Leaders: Building a Bench
Deliberate Practice and the Power of eLearning
EQ & You: Building Leaders
Training for Co-Pay Programs
Constructs not Curriculums
Virtual How: Moving from Reactive to Proactive
Member News
Ad Index
Focus Contacts
5 Questions with Jim Trunick
Focus Magazine - Spring 2014 - Intro
Focus Magazine - Spring 2014 - Focus Magazine
Focus Magazine - Spring 2014 - Cover2
Focus Magazine - Spring 2014 - 3
Focus Magazine - Spring 2014 - 4
Focus Magazine - Spring 2014 - From the President: Coaching for Success
Focus Magazine - Spring 2014 - 6
Focus Magazine - Spring 2014 - Table of Contents
Focus Magazine - Spring 2014 - 8
Focus Magazine - Spring 2014 - Table of Contents
Focus Magazine - Spring 2014 - 10
Focus Magazine - Spring 2014 - Guest Editor: Enhancing the Classroom
Focus Magazine - Spring 2014 - 12
Focus Magazine - Spring 2014 - Front of the Room: Flexing to a Smaller Class Size
Focus Magazine - Spring 2014 - 14
Focus Magazine - Spring 2014 - Neuroscience: The Neuroscience of Learning
Focus Magazine - Spring 2014 - 16
Focus Magazine - Spring 2014 - Ethicon's K2: The Summit of Customized Learning
Focus Magazine - Spring 2014 - 18
Focus Magazine - Spring 2014 - 19
Focus Magazine - Spring 2014 - 20
Focus Magazine - Spring 2014 - 21
Focus Magazine - Spring 2014 - 22
Focus Magazine - Spring 2014 - The Secret to Reaching Your Full Potential
Focus Magazine - Spring 2014 - 24
Focus Magazine - Spring 2014 - 25
Focus Magazine - Spring 2014 - 26
Focus Magazine - Spring 2014 - Transforming Organizations: Change Agents & Team Coaching
Focus Magazine - Spring 2014 - 28
Focus Magazine - Spring 2014 - 29
Focus Magazine - Spring 2014 - 30
Focus Magazine - Spring 2014 - 31
Focus Magazine - Spring 2014 - Member Solutions: Developing Leaders: Building a Bench
Focus Magazine - Spring 2014 - 33
Focus Magazine - Spring 2014 - 34
Focus Magazine - Spring 2014 - 35
Focus Magazine - Spring 2014 - 36
Focus Magazine - Spring 2014 - 37
Focus Magazine - Spring 2014 - Deliberate Practice and the Power of eLearning
Focus Magazine - Spring 2014 - 39
Focus Magazine - Spring 2014 - 40
Focus Magazine - Spring 2014 - 41
Focus Magazine - Spring 2014 - EQ & You: Building Leaders
Focus Magazine - Spring 2014 - 43
Focus Magazine - Spring 2014 - Training for Co-Pay Programs
Focus Magazine - Spring 2014 - 45
Focus Magazine - Spring 2014 - Constructs not Curriculums
Focus Magazine - Spring 2014 - 47
Focus Magazine - Spring 2014 - Virtual How: Moving from Reactive to Proactive
Focus Magazine - Spring 2014 - 49
Focus Magazine - Spring 2014 - 50
Focus Magazine - Spring 2014 - Member News
Focus Magazine - Spring 2014 - Ad Index
Focus Magazine - Spring 2014 - Focus Contacts
Focus Magazine - Spring 2014 - 5 Questions with Jim Trunick
Focus Magazine - Spring 2014 - Cover3
Focus Magazine - Spring 2014 - Cover4
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