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Strengthening Quality Management with High Impact Training
The document discusses the importance of leveraging training as a strategic advantage in quality management within organizations, emphasizing the need for modern learning techniques that align with corporate objectives. It highlights the significance of integrating training with business processes and measuring the impact of learning initiatives. Karl Kapp and Kent Malmros emphasize creating a 'bill of learning' that ties educational initiatives directly to strategic goals to improve operational effectiveness.
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Strengthening Quality Management with High Impact Training
- 1. 1Sponsored byVeeva SystemsSponsoredByVeeva Systems TRAINING AS A STRATEGIC ADVANTAGE IN QUALITY MANAGEMENT Dr. Karl Kapp, Director of the Institute for Interactive Technologies and Professor of Instructional Technology at Bloomsburg University in Pennsylvania Kent Malmros, Senior Director, Vault Training Veeva Systems
- 2. 2Sponsored byVeeva Systems KARLKAPP BLOOMSBURG UNIVERSITY OF PENNSYLVANIA An expert in the convergence of learning, technology, and business, Karl Kapp was named to the 2017 "LinkedInTopVoices in Education" list and has been named a top influencer in the training industry.Author of seven books including “The Gamification of Learning and Instruction” and “Play to Learn,” Karl is a highly sought international,TEDx and industry speaker. KENT MALMROS VEEVA SYSTEMS Kent has spent the majority of his career delivering technology-enabled training solutions to life sciences, holding leadership positions at industry leading companies such as AdMed, ClearPoint (Red Nucleus), UL EduNeering (UL), and nowVeeva Systems.
- 3. 3Sponsored byVeeva Systems TOPICS •Competing Priorities for Training • Ensuring Results • Tying corporate training to strategic objectives • Unifying business processes with learning technologies • Future of Learning • Using modern learning techniques • How technology modernizes learning • Measuring Impact
- 4. 4Sponsored byVeeva Systems “Bottomline: in today's skills-constrained workplace, corporate learning is not just a program to improve productivity and reduce errors.When managed well, it can be one of your most important sources of competitive advantage.” — Forbes Magazine “Organizations need to retool learning, changing it from an obsession on individually focused and content-driven events to learning that is deeply contextual, social, and embedded into real work .” — Harvard Business Review
- 5. 5Sponsored byVeeva Systems TIEBUSINESS NEEDS TO TRAINING • Create a Bill of Learning • Create a System of Reinforcement • Unifying business processes with learning technologies
- 6. 6Sponsored byVeeva Systems POLLQUESTION IT What part of the organization do you represent? Training Manufacturing Quality Quality - Documentation
- 7. 7Sponsored byVeeva Systems WHATIS A BILL OF LEARNING A breakdown of corporate strategic objectives into discrete, measurable learning objectives for specific skill sets.The explosion process ensures that the educational initiatives within the company are tied directly to the strategic direction of the company.
- 8. 8Sponsored byVeeva Systems DecreaseManufacturing Related Deviations Implement Correct Manufacturing Process Tracking and Trending Deviations Identify Possible Process Improvements Knowledge of How to Properly Perform Assembly Process Identification and Correction Based on Deviation Data Ability to Follow SOP without Deviation
- 9. 9Sponsored byVeeva Systems Onthe Job Behavior Identify and correct assembly process deviations. Instructional Objective While assembling product, the technician will identify and correct process deviations with 100% accuracy. Evaluation Item When performing the assembly process, can the employee identify and correct deviations? THE THREE COLUMN CHART Y N
- 10. 10Sponsored byVeeva Systems CREATINGA SYSTEM OF REINFORCEMENT Need to Know (Why?) Gaining Knowledge, Skills and Behavior Reinforcement Application/Practice Build Expertise
- 11. 11Sponsored byVeeva Systems DELIVERINGTHAT REINFORCEMENT Complex training lifecycle management Disconnected processes Hundreds of SOPs and policies across multiple systems Incomplete or overdue training tasks / Users have difficulty completing training tasks Role-based readiness risk Inability to easily manage and track qualification Challenging demonstrating compliance Siloed systems
- 12. 12Sponsored byVeeva Systems DELIVERINGIT TO THE RIGHT PEOPLE R&D Regulatory Manufacturing Quality
- 13. 13Sponsored byVeeva Systems DELIVERINGIT TO AN ENGAGED LEARNER Different content, delivered in different media types, organized by roles throughout different parts of the organization. EDMS GxP TMS CTMS HR LMS Meeting App Skype Web CRM Coaching Tool
- 14. 14Sponsored byVeeva Systems DELIVERINGIT TO AN ENGAGED LEARNER Different content, delivered in different media types, organized by roles throughout different parts of the organization. Unified Training Technology
- 15. 15Sponsored byVeeva Systems DELIVERINGIT IN THE FLOW OF WORK Global quality processes … Application and behavior change … Critical and control documents … Extension across the organization … Unified Quality QMS Document Management Compliance and QualificationTraining Other Business Processes Unify Across Multiple Areas
- 16. 16Sponsored byVeeva SystemsSponsoredByVeeva Systems USING MODERN LEARNING TECHNIQUES Combining the Right Instructional Strategy and the Right LearningTechnology
- 17. 17Sponsored byVeeva Systems “Thefuture is already here. It’s just not very evenly distributed.” Quote attributed toWilliam Gibson — Coined term cyberspace, author of the cyberpunk novel Neuromancer and futurist.
- 18. 18Sponsored byVeeva Systems MEASURINGLEARNING IMPACT – “THE EVIDENCE” Create learning nuggets (microlearning) Changing Paradigm (A to Z Shift) Formulate a learning journey instead of a learning event • Encourage learning through non-traditional media platforms. • Provide real-time interventions and solutions matched to organizational and individual needs. • Change control triggered training events re-assign both relevant SOPs as well as short, supporting functional videos • Develop sessions conducted over technology-enabled platforms. Provide business value through clear understanding of needs and demonstrating results. Explain the impact to the stakeholder at all stages of the learning journey • Quality professionals see immediate interventions • Learners understand direct correlation Based on Gupa, G. (2015) The need for a paradigm shift in corporate learning and development. Training. https://trainingmag.com/need-paradigm-shift-corporate-learning-and-development
- 19. 19Sponsored byVeeva Systems MODERNTECHNIQUES Microlearning Workflow learning ModernTechnology Mon Tues Wed Thur Fri
- 20. 20Sponsored byVeeva Systems MicrolearningMacrolearning • I need help now. • I want to learn something new. • 2-15 minutes • Several hours or days. • Declarative, Conceptual Knowledge • Problem-solving, procedures, interpersonal skills. • Search by asking a question • Content guided by others. • Video or text • People to talk with, learn from. • Indexed and searchable • Coaching and support needed. • Content rated for quality utility • Content consumed when delivered. • Refresher learning • Deeper learning, building meaning. Videos, articles, code samples, job aids Courses, classes, MOOCs, Programs Modified from: Bersin, J. (2017)The Disruption of Digital Learning: TenThings We Have Learned. https://www.linkedin.com/pulse/disruption-digital-learning-ten-things-we-have-learned-josh-bersin MICROLEARNING
- 21. 21Sponsored byVeeva Systems POLLQUESTION YES Is your organization using microlearning? NO NO, but we are planning to in the next 12 months I don’t know
- 22. 22Sponsored byVeeva Systems TYPESOF MICROLEARNING • Preparatory Microlearning – Preparing employee for task • Post-Instruction Microlearning – Pull through and reminders of activities • Primary Microlearning – Main source of learning • Performance Support Microlearning – Providing instructions while task is performed • Persuasive Microlearning – Attitudinal: Quality outlook or attitude
- 23. 23Sponsored byVeeva Systems WORKINGDEFINITION Microlearning is a specific instructional unit or series of units which average between 2-15 minutes in length and are intentionally designed to elicit a specific response from the learner.These responses include, prompting a reminder to take a specific action, the primary instructional delivery, post- instructional refresher content, preparatory instruction before another learning event or if it’s assisting the learner with the performance of a task.
- 24. 24Sponsored byVeeva Systems GIVES CONTENT LESSTHAN 7 SECONDS TO DECIDE IF IT HAS THEIR ATTENTION Uses 2+devices per day Checks their smartphone times per hour Penfold, S. (2017) 7 Mobile Learning Design Strategies:Tips, Examples,And Demos Steve Penfold. Elucidat https://blog.elucidat.com/mobile-learning-design-strategies/ 9
- 25. 25Sponsored byVeeva Systems 70% USETHEIR OWN SMARTPH ONE TO LEARN 67% of people learn on mobile devices Penfold, S. (2017) 7 Mobile Learning Design Strategies:Tips, Examples,And Demos Steve Penfold. Elucidat https://blog.elucidat.com/mobile-learning-design-strategies/
- 26. 26Sponsored byVeeva Systems Penfold,S. (2017) 7 Mobile Learning Design Strategies:Tips, Examples,And Demos Steve Penfold. Elucidat https://blog.elucidat.com/mobile-learning-design-strategies/ Where are People Learning? 52% AT THE POINT OF NEED 47% IN THE EVENINGS & WEEKENDS 27% DURING THE WORK COMMUTE 42% AT WORK 30% WHEN NOTIFIED OF AN UPDATE
- 27. 27Sponsored byVeeva Systems Whenwork is interrupted, it takes an average of 23 minutes and 15 seconds to get back to the task. – Gloria Mark, Professor in the Department of Informatics at the University of California, Irvine.
- 28. 28Sponsored byVeeva Systems LEARNINGIN THE FLOW
- 29. 29Sponsored byVeeva Systems Document(s) ChangeAction Change Execution Change Request Completion Change Action Change Execution Completion Impact Assessment Change Plan Creation Pre-Approval Post Approval Implement Closure Change actions approved Auto Re-Training Triggered Qualification Verification LEARNING IN THE FLOW
- 30. 30Sponsored byVeeva Systems VISUALWORK INSTRUCTIONS Proper assembly of tubing. Insert piece A into B.
- 31. 31Sponsored byVeeva Systems 2017ATD Research Report: Microlearning: Delivering Bite-Sized Knowledge
- 32. 32Sponsored byVeeva SystemsSponsoredByVeeva Systems MEASURING IMPACT
- 33. 33Sponsored byVeeva Systems MEASURINGIMPACT Behavior change • What behavior is changing as a result of intervention? ROI and transfer of learning • How relevant was the content to employee’s job? • How effectively can employee apply what they’ve learned to the job? • How closely does the instruction match the tasks the employee performs on a daily basis? • How valuable is the instruction in helping employee perform the job? • How convenient was the learning opportunity? Did it interrupt or enhance work?
- 34. 34Sponsored byVeeva Systems MEASURINGIMPACT Business Outcomes • How are you connecting training outcomes to critical business processes and outcomes? Connecting Learning to Strategic Objectives • How relevant was the content to the corporate objectives? • How efficiently did it reach the right audience? How much delay occurred between the time content was needed and the time it was consumed? • How are you connecting training outcomes to KPIs that measure that strategic objective? • What additional training related data can you leverage to improve the overall program? • How effectively did the content convey critical concepts?
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- 37. 37Sponsored byVeeva Systems SUMMARY InvestinTraining and Development Measuring Impact Follow a Systematic Process forTraining Use Modern LearningTechniques
- 38. 38Sponsored byVeeva Systems KARLKAPP @kkapp [email protected] KENT MALMROS @kmalmros [email protected] QUESTIONS?