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MEASUREMENT AND ANALYTICS

Nestlé’s Journey Toward Learning

Effectiveness
Vanessa Blewitt5 min read

Published inNov/Dec 2016

VIEW IN MAGAZINE

Reposition learning as a business enabler, not a training tick box or way to reward and
retain people.
What is the value of training? This simple question heralded the start of Nestlé’s

learning effectiveness journey.

That’s not to say there had not been considerable efforts to demonstrate the value of

training and learning before 2014, when this question was asked. Indeed, training and

learning had always diligently reported Kirkpatrick Level 1 (reaction) with some Level 2

(learning) measures. While there is no doubt that such measures were valuable in

delivering engaging learning experiences, this learner-centric, event-focused view no

longer satisfied the business.

Starting with a high-value pilot

Overlooking Lake Geneva is Rive Reine, Nestlé’s International Learning & Development

Centre. Being a participant in a Rive Reine program is a high-profile, high-value, sought-

after opportunity. Learners are exposed to executive board members and make

connections and establish networks that span the entire organization and their careers.

For these reasons, Nestlé selected a Rive Reine program for the learning effectiveness

pilot early in 2015. The pilot was comprised of a dashboard of effectiveness-focused

training and learning measures:

 Competency Gaps

 Relevance

 Engagement

 Net Promoter Score

This dashboard and supplementary report were well received by senior leaders.

However, reporting was still essentially focused on events. The next challenge was to

provide insights beyond this level. Was learning applied on the job or did it become

scrap learning? To what extent were competency gaps closed?

Finding common ground with a common definition

Nestlé was starting to talk about learning effectiveness. But did this term mean the

same thing to everyone? It needed to mean more than learner reactions and assessing

events … but what?

Learning effectiveness came to be known as learning that delivers tangible business

value. This definition repositions learning as a business enabler, not a training tick box

or way to reward and retain people.

Tangible business value needs more than a dashboard

The learning effectiveness initiative was now anchored and driven by a clear “why.” A

workshop of business and training and learning stakeholders explored the what, how,

when and who.

Key workshop outcomes included:

 A definition of the learning effectiveness framework

 A definition of a 100-day learning journey based on the framework

 Tools

 Roles and responsibilities

 Measures

 “What” measures: gaps, gap closure and learning application on the job

 “Why” measures: opportunities, obstacles to applying learning and action

plan status

 “Aha!” Moments:
  Learning effectiveness requires the right business context and

conditions.

 Creating context and conditions requires business accountability

and action.

From Workshop to Workplace

As of 2016, all Rive Reine learners undertake a learning journey that starts before the

formal learning event and formally concludes 100 days afterward. Reaching this

milestone has been characterized by three main areas of change and challenge.

1. Redefining the Roles of Training and Learning and Business

Training and learning has always worked hard to deliver meaningful and engaging

learning events based on their best understanding of business requirements, but the

training organization has worked without much involvement from the business. Training

and learning has typically had little to no visibility or influence over what happens before

or after learning events.

The learning effectiveness initiative necessitates that training become co-pilots

throughout learning journeys, engaging the business stakeholders from design through

on-the-job application and behavior change. With the value of learning now denoted by

a business perspective, business sign- off of learning is not enough; they must buy in.

It has taken time to find and ask business stakeholders the right questions in the right

way. It’s critical to be flexible in the medium and to leave space for reflection and

context-specific thought. Design collaboration activities range from short workshops to

forms and conversations asking questions focused on tangible business value:

  Why this learning experience? What does success look like?

 Six months from now, when you are asked if this learning has delivered tangible

business value, what will you consider before answering (KPIs, feedback, etc.)?

 What opportunities and challenges are learners likely to experience on the job?

This approach is leading to increased business engagement and sponsorship. Business

input has been invaluable to creating holistic, pragmatic, 70:20:10 learning based on

success in the real world.

When it comes to delivery, new measures provide a new level of transparency, which in

turn has raised some concerns. For example, if reporting provided by training and

learning shows low application of learning, who is responsible? Will training and learning

be tasked with “fixing the problem”? To address this challenge, measures are reported

as actionable insights, combining measures of what happened and why it

happened alongside suggested follow-up activities.

2. Placing Learners and Their Managers at the Heart of Learning Journeys

Understanding learners’ “what’s in it for me?” (WiiFM) is training 101. Without learner

motivation, there is unlikely to be learner action. Without learners acting to apply their

learning, training cannot deliver value of any kind. Satisfying WiiFM requires tacit

support from managers.

When asked, learners and their managers almost unanimously agree that clear

expectations and focused application of learning is necessary. However, sampling

shows that Nestlé is in line with industry research: Only one in 10 learners arrives at

events having discussed expected outcomes with their manager.

More help is needed with the “how.” Enablers are used at key points throughout the

learning journey: pre-, during and post-learning for both learners and their line

managers.

These tools are designed to engage, enable and foster ownership by creating clear,

specific context. Language is deliberately first-person and learner-centric to encourage

personal reflection and foster accountability for action.

Learners indicate that knowing there will be a follow-up prompts action and therefore

reduces scrap learning. Follow-up also drives engagement and ownership by

demonstrating that learning is important and valued.

In line with the chief human resources officers’ calls for increased “human touch” from

all HR personnel, communications are becoming personalized, sent from high-profile

sponsors. Technology such as videos with familiar, important or inspirational faces help

bring the messages to life.

However, it is imperative that learning effectiveness activities are neither arduous nor

lengthy. The best of intentions do not always result in action, especially since learners

and their managers continue to be as busy as ever.

3. Managing Data to Create Meaningful Insights

The combination, variety and volume of:

 Learners

 Line managers

 Facilitators
  Events

 Data collection points

 Reporting requirements

 Reporting stakeholders

…has significantly challenged technical and processing capabilities. Neither the current

LMS nor survey tools can fully meet requirements. A significant amount of work is

required to download and process data and prepare reports in Excel.

Early results are positive

 Steady increase in completion rates pre-, during and post-event

 Exponential increase in expectation setting

 Low scrap learning rate

 Business buy-in for design continues for both new and existing programs

 Business buy-in for delivery continues, with leaders acting on their newly

acquired insights to influence learning outcomes

 Pull for extension of the learning effectiveness initiative beyond Rive Reine

Learning effectiveness is a never-ending journey

Tools, process and measures have been reviewed and refined throughout 2016 and will

offer improved clarity and accessibility in 2017. As it turns out, the simple question

“What is the value of training?” does not have a simple answer. However, as Nestlé’s

journey toward learning effectiveness continues, we are finding ways to

ensure that learning delivers tangible business value.

  #business impact

 #case study

 #measurement

 #user experience

Vanessa Blewitt
Vanessa Blewitt is the learning effectiveness lead for corporate T&L at Nestlé.

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