Training Industry Magazine - July/August 2019 - 28

SITUATIONAL-BASED
LEARNING ASSESSMENTS

Dr. Ian Stewart, Executive Director Learning and Design,
Kaplan Leadership and Professional Development
Imagine learning data that reveals:
* The current level of understanding and application across
an organization.
* Those people or groups who are a training priority.
* How to personalize the learning provision.
* The effect the training has made.
Begin by harnessing the contextual richness of situational-based
judgement assessments and presenting scenarios that simulate
the real-world application of knowledge, replete with ecological
factors such as ambiguity, time pressure and social friction.

Delivered and managed online, situational judgement
assessments can provide a data map of current practice,
identifying respondents with low competence and high
confidence who are a training priority. The function
also distinguishes the respondent's strengths to inform
personalized learning and offers a simple test-retest measure of
training effectiveness.

PERFORMANCE MINDSET
Sales Performance International

The sales training industry would benefit tremendously from a
more definitive, evidence-based approach to understanding the
return on capabilities development for sales. Sales organizations
need to shift from a training-focused mindset (knowledge
acquisition) to a performance mindset (outcome attainment).
To begin, organizations need to translate their growth strategy
into specific sales goals and metrics. Then data-driven models
can deduce the most important competencies for attaining
those goals, which also assumes the existence of welldefined sales competency models. With a capabilities model
in place, organizations can apply a five-step process to drive
continuous, measurable improvement.
Through the use of well-defined models, integrated learning
and development content, and data-driven technology, it is
possible to efficiently collect data at each step of the process.
Organizations can also apply integrated analytics to measure
how sellers are progressing in their development, and how
their changing capability levels relate to their attainment of
specific outcomes.

| 28

GET ALIGNED

Tim Dickinson, Director of Strategy, Watershed
To effectively leverage data to improve business outcomes,
the first and most important practice is having a shared
understanding of how strategic business priorities align with
their respective learning programs.
Creating alignment with strategic priorities requires crossfunctional discussions about selecting or defining priorities.
It also begins the process of gaining stakeholder buy-in and
provides the foundation for a chain of evidence to demonstrate
the eventual impact of learning.

MEASURABLE PERFORMANCE IMPROVEMENT
We measure sales training success by how well our
customers achieve their sales goals.
Win Rate % Change

Combine the measure of the respondents' competence
with the level of confidence in their responses. Although
competence is a moderate indicator of behavior, competence
allied to confidence makes for a much stronger indicator.

Win Rate % Change vs. Competency Level

10
8
6
4
2
0

Learn

Practice

Apply

Competency Level

Our unique approach provides complete, precise visibility into
how investments in capability development impact key business
outcomes.

www.spisales.com

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Training Industry Magazine - July/August 2019

Table of Contents for the Digital Edition of Training Industry Magazine - July/August 2019