Training Industry Magazine - May/June 2020 - 29

makes a measurable contribution to
organizational results.
There is strong agreement that formal
training alone yields a fairly small portion of
the results for any program. On-the-job
experiences are the biggest source of
learning for employees, according to the
"Deconstructing 70-20-10" research
report published by Training Industry.
The on-the-job environment and culture
significantly impact what employees do in
their roles, regardless of their knowledge.
Here are practical tips learning
professionals can use to add to and
demonstrate the value of the informal
learning that is likely already occurring
in their organizations.

making, so the company achieves the
highest possible level of profitability
and mission accomplishment with the
information and resources they have.

Identify Performance
Standards
From there, a training professional
should assist Angela in identifying
specific tasks she can perform on the
job to ensure that her team's reports are
accurate and delivered on time (Level 3:
Behavior). For example:
*	 Discuss the purpose, timeline and due
date for each report with the team.
*	 Check report progress at predefined
points throughout development.
*	 Review and approve each report prior
to submission.
Defining performance standards is a
critical step in creating a plan that
will produce results, yet it's often the
one most overlooked. Invest time
in discussing exactly what training
graduates should be doing in their
work - in observable, measurable
terms - that subject matter experts
and supervisors believe will have the
biggest impact on desired results.

Define the
Desired Outcome
The first step in creating and
demonstrating training value is to define
the desired organizational outcome that
the training is supposed to support - the
Level 4: Results. For example, as a new
supervisor, Angela could spend countless
hours engaging in all kinds of leadership
development training on a variety of
topics. However, she will get the most
impact if she first defines the specific
outcomes her organization believes are
most important for her to accomplish in
her role.
As a senior analyst, Angela is responsible
for providing accurate, timely reports to
support good organizational decision-

Make sure the conversation centers on
actual behaviors the employee should
exhibit rather than competencies that
define skills and traits. What the
employees must do to be successful
must be clearly and specifically defined
to both trainees and their observers.
In Angela's case, success would be
easy to determine if each report had
a stated purpose, a defined timeline
and due dates announced. The other
performance standards are similarly
observable and measurable.

Locate Targeted
Training Content
The performance standards identified
for Angela help define the training she
may require. Training professionals
should facilitate conversations between
trainees and their managers to assess
their current level of experience and
proficiency in performing the new
behaviors. Any gaps represent potential
areas to target with training.
From there, the training professional
assists in curating content, or in
Angela's case, she could find it on
her own. The key is that the search is

The Kirkpatrick Model of Training Evaluation
LEVEL 4: RESULTS
The degree to which targeted program outcomes occur and
contribute to the organization's highest-level result.
LEVEL 3: BEHAVIOR
The degree to which participants apply what they learned during
training when they are back on the job.
LEVEL 2: LEARNING
The degree to which participants acquire the intended
knowledge, skills, attitude, confidence and commitment based on
their participation in the training.
LEVEL 1: REACTION
The degree to which participants find the training favorable,
engaging and relevant to their jobs.

T R A I N I N G I N DUSTR Y MAGAZ INE - THE APPLICATION OF LE ARNI NG 2 02 0 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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https://www2.trainingindustry.com/Deconstructing_70-20-10 https://www.trainingindustry.com/magazine

Training Industry Magazine - May/June 2020

Table of Contents for the Digital Edition of Training Industry Magazine - May/June 2020

Consider Application When Redefining Your Training Programs
Table of Contents
Talent Development's Answer to Upskilling and Reskilling For the Future
How Will You Manage Behavior Change Challenges Post COVID-19?
Line of Sight: The Ultimate Learning Transfer Strategy
Behavior Change Is a Function of Proactive Positioning and Immediate Reinforcement
Aligning Games and Activities to Context to Encourage Action and Lighten the Load
Learn On the Job: A Spaced Learning Approach
Practice Doesn't Make Perfect … Perfect Practice Makes Perfect
Harnessing Informal Learning
The Backbone of the Smart Factory: A Network of Immersive Training
The Learning Transfer Elephant
5 Ways to Maximize Your On-the-Job Training Program
Are Keystone Habits the Magic Bullet for Training Outcomes?
How Vanderbilt University Conquered the Impossible: Affordably Scaling Ultrasound Training
Buyer Beware: Don't Invest in Cross-Cultural Training You Don't Need
Hackathons as a Means to Cultivate a Learning Organization
5 Ways to Improve the Performance of Your Learners
How Discomfort Enables Growth
Enabling Ubiquitous Learning: Cornerstone OnDemand Acquires Saba Software
Company News
Training Industry Magazine - May/June 2020 - Intro
Training Industry Magazine - May/June 2020 - 1
Training Industry Magazine - May/June 2020 - 2
Training Industry Magazine - May/June 2020 - Consider Application When Redefining Your Training Programs
Training Industry Magazine - May/June 2020 - 4
Training Industry Magazine - May/June 2020 - Table of Contents
Training Industry Magazine - May/June 2020 - 6
Training Industry Magazine - May/June 2020 - 7
Training Industry Magazine - May/June 2020 - 8
Training Industry Magazine - May/June 2020 - Talent Development's Answer to Upskilling and Reskilling For the Future
Training Industry Magazine - May/June 2020 - 10
Training Industry Magazine - May/June 2020 - How Will You Manage Behavior Change Challenges Post COVID-19?
Training Industry Magazine - May/June 2020 - 12
Training Industry Magazine - May/June 2020 - Line of Sight: The Ultimate Learning Transfer Strategy
Training Industry Magazine - May/June 2020 - 14
Training Industry Magazine - May/June 2020 - Behavior Change Is a Function of Proactive Positioning and Immediate Reinforcement
Training Industry Magazine - May/June 2020 - Aligning Games and Activities to Context to Encourage Action and Lighten the Load
Training Industry Magazine - May/June 2020 - 17
Training Industry Magazine - May/June 2020 - 18
Training Industry Magazine - May/June 2020 - 19
Training Industry Magazine - May/June 2020 - Learn On the Job: A Spaced Learning Approach
Training Industry Magazine - May/June 2020 - 21
Training Industry Magazine - May/June 2020 - 22
Training Industry Magazine - May/June 2020 - 23
Training Industry Magazine - May/June 2020 - Practice Doesn't Make Perfect … Perfect Practice Makes Perfect
Training Industry Magazine - May/June 2020 - 25
Training Industry Magazine - May/June 2020 - 26
Training Industry Magazine - May/June 2020 - 27
Training Industry Magazine - May/June 2020 - Harnessing Informal Learning
Training Industry Magazine - May/June 2020 - 29
Training Industry Magazine - May/June 2020 - 30
Training Industry Magazine - May/June 2020 - 31
Training Industry Magazine - May/June 2020 - The Backbone of the Smart Factory: A Network of Immersive Training
Training Industry Magazine - May/June 2020 - 33
Training Industry Magazine - May/June 2020 - 34
Training Industry Magazine - May/June 2020 - 35
Training Industry Magazine - May/June 2020 - The Learning Transfer Elephant
Training Industry Magazine - May/June 2020 - 37
Training Industry Magazine - May/June 2020 - 38
Training Industry Magazine - May/June 2020 - 39
Training Industry Magazine - May/June 2020 - 5 Ways to Maximize Your On-the-Job Training Program
Training Industry Magazine - May/June 2020 - 41
Training Industry Magazine - May/June 2020 - 42
Training Industry Magazine - May/June 2020 - 43
Training Industry Magazine - May/June 2020 - 44
Training Industry Magazine - May/June 2020 - Are Keystone Habits the Magic Bullet for Training Outcomes?
Training Industry Magazine - May/June 2020 - 46
Training Industry Magazine - May/June 2020 - 47
Training Industry Magazine - May/June 2020 - How Vanderbilt University Conquered the Impossible: Affordably Scaling Ultrasound Training
Training Industry Magazine - May/June 2020 - 49
Training Industry Magazine - May/June 2020 - Buyer Beware: Don't Invest in Cross-Cultural Training You Don't Need
Training Industry Magazine - May/June 2020 - 51
Training Industry Magazine - May/June 2020 - 52
Training Industry Magazine - May/June 2020 - Hackathons as a Means to Cultivate a Learning Organization
Training Industry Magazine - May/June 2020 - 54
Training Industry Magazine - May/June 2020 - 5 Ways to Improve the Performance of Your Learners
Training Industry Magazine - May/June 2020 - 56
Training Industry Magazine - May/June 2020 - How Discomfort Enables Growth
Training Industry Magazine - May/June 2020 - Enabling Ubiquitous Learning: Cornerstone OnDemand Acquires Saba Software
Training Industry Magazine - May/June 2020 - Company News
Training Industry Magazine - May/June 2020 - 60
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