An organizational change can only succeed if staff members have the capacity to acquire new knowledge, develop new competencies and learn new behaviors that are in line with the changing organization. Staff are therefore the major critical success factor and this means that, in the context of a transformation, training programs have to be excellent. A mindset and culture aimed at collaborating with customers, coworkers and other stakeholders is at least equally important. And, an open mind focused on continuous improvement is an asset in this regard. Staff can make the difference when they are supported by digital resources and they combine the right knowledge, approach and tools with a mindset focused on collaboration. This helps to make the transformation to a flexible, customer-focused digital organization.
How can you ensure that the organization really learns, and continues to put the acquired knowledge into practice? The Human Performance Improvement model is of assistance here. Based on this model, Quint designs custom training programs and we ensure that these programs demonstrably contribute to the performance of staff and the organization. To be certain this is the case, we measure the results for predefined goals before, during and after completion of the training program. We determine the content of formal and informal learning solutions by developing and implementing learning interventions using Charles Jennings’ 70:20:10 model. This model illustrates that formal learning results in only a limited contribution to success (10%). We learn the most informally: in interaction with others (20%) and by experimenting while we work (70%).
We co-create the training solution in an agile way. Agile requires commitment from those involved as well as a contribution to continuous improvement based on constructive feedback. Co-creation has a knock-on effect and encourages support among those involved. Moreover, it enables everyone present to draw on their store of knowledge and provide context information. This means that learning from each other begins right from the outset. Finding ambassadors to convey the envisaged change is at least as important as changing through learning. We find ambassadors by challenging participants in the training program to (1) take ownership; (2) and thus contribute to the change, and (3) support others in the organization throughout the process.
“A digital transformation requires more than specialist skills alone. A mindset and culture aimed at collaborating with customers, coworkers and other stakeholders is at least equally important. And, an open mind focused on continuous improvement is an asset in this regard.”
Our programs consist of different phases. The result of this phased approach is a step-by-step understanding of new courses and methods and a gain in craftsmanship that leads to the sustainable application of the acquired competence in practice. To fine-tune the focus of our training program, we use the criteria below to assess the performance levels achieved: (1) the positive feelings staff have thanks to the training program, (2) demonstrably expanded knowledge and know-how, (3) desired behavior is visible in the workplace, and (4) the operating result has measurably improved. In consultation with you, we compile the most suitable set of measurement instruments and decide on the frequency with which they are used. The measurements offer us the opportunity to make adjustments whenever necessary. Our aim is always to create a lovable experience that scores at least 8 out of 10. Measurements also provide transforming organizations with opportunities to show their appreciation to their staff for the good work they do.
In the introduction phase, we motivate participants and prepare them for what lies ahead. The how and why of the training program are outlined in the introduction and, together, we build a common reference framework. In the immersion phase, we put into daily practice the new concepts specified in the introduction.
To ensure that the new way of working can be used for future reference, your staff set down the lessons learned in each phase. This creates an online playbook that can be accessed anytime and anywhere. The playbook is a living document in which staff members set down the continuous improvements they encounter in practice.
If desired, to allow the training program to continue under its own steam, we can train professionals in your organization according to the principle of ‘demonstrate it, do it together, do it alone’. Your professionals will then be able to teach the training program themselves. In this way, the program remains available (for new staff members) after its completion.
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