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Summary: Building a Corporate University is a long-term project with many phases. In our next ten-part series, we will look at each phase of the University project, beginning with across the board assessment of learning needs.

Before any solid plans are made for the Corporate University, you have to know the scope of the learning that will be required. Some organizations have multiple business units, each one carrying out a separate purpose but striving to move the organization forward. With this in mind, you must embark on a very thorough assessment of learning needs. Always be mindful of the organization’s overall strategy and mission, which will tie into your assessment, as well. (more…)

Now that you’ve decided to use simulations in your programs, let’s look at some best practices for evaluating simulation results.

A well-designed simulation will only be effective if you are able to evaluate the results – and pass those results on to the participants. As we’ve discussed, immediate feedback is a benefit of simulations, so the evaluation of final outcomes should be fairly immediate so that participants can quickly apply what they’ve learned. Let’s discuss some ways to create simulation evaluations in a way that makes them useful to both the organization and the participants.

The first step in creating effective simulation evaluations is to look closely at the delivery method. Obviously if the simulation is a complex, computer-based operation, then the programming should also deliver an evaluation in an immediate context. For example, a flight simulator will create a plane crash if the pilot has made grave mistakes. Action-based simulations, like putting out a fire or building a piece of furniture should not only be based on the quality of the final outcome but also on the time it took to reach the outcome. If the fire has been extinguished, how much time did it take and how much structural damage was done? Or, if the chair has been assembled, how long did it take and will it collapse when someone sits in it? Case study simulations should be based on the outcomes and, like all of the other simulations, on the consequences of wrong actions. We will examine this in just a moment. Finally, if a group is involved, be sure to evaluate how well the group worked together as well as the contributions of individual members.

For any simulation, whether complex or not, take the time to list the desired outcomes. For example, a financial simulation could have outcome levels, such as cash savings of $100,000, $75,000, and so on. An HR-based simulation could have outcomes of successfully delivering permanent pay cut notices with a minimum of attrition. No matter what the topic of the simulation, the evaluation has to start with the desired outcomes.

Reaching a successful outcome is one aspect of simulation, but participants should also know if they have taken the preferred steps for those outcomes. The preferred steps should coincide with applicable laws, natural phenomenon, organizational procedures, and even organizational culture. For instance, the HR simulation may end with a low attrition number but what happens if the participant tells simulated employees that their pay will rise back to its original point within a few months, when the cut was permanent?

Not only is it necessary to examine the preferred steps for evaluation, it is also necessary to look at the consequences for wrong actions. One way to design this part of the evaluation is through the use of a decision tree that maps out the right steps, the wrong steps, and the consequences. Consequences for wrong steps are a big part of simulation, because they help the participants learn and apply knowledge to the situation. With that in mind, remember to explain consequences in terms that are correlated with the simulation, such as lost dollars, lost time, or potential attrition rates. The ability to compare right steps with wrong steps using the same units is invaluable in application. Along these lines, though, be sure to have moderators point out correct thought processes even if the eventual step is incorrect. This may be especially true in group simulations, where some group members wanted to take the correct step or process.

Finally, create a matrix or rubric that shows the criterion for the evaluation so that it is useful to both the moderator and the participants. For example, if a participant or group chooses a right step but makes errors along the way, their partial credit should reflect this and point out what was correct in their thought processes. In addition, weights in the evaluation should coincide with weights in the real world. In other words, a loss of dollars that causes an organizational bankruptcy should be weighted much heavier than a loss of dollars that barely causes a shudder. Both are wrong, but, as in the real world, sometimes the wrong choices carry degrees of consequence. Keep in mind that choices that are contrary to organizational culture or applicable law should be heavily weighted, as well.

Here is one final tip on evaluation: if the simulation has multiple parts, be sure to create an evaluation for each part.

Now that you’ve decided to use simulations in training interventions, let’s look at some of the components of successful simulations

As we’ve discussed, a simulation can take many forms, from real-life case studies to an engine failure on a passenger jet. But no matter what the topic, a simulation will be effective if it makes use of several important components. Let’s examine those components step-by-step so that you can build effective simulations for any group or desired outcome.

First, and possibly most obvious, a simulation must be realistic. Many times, we want to accept a case study or role-play during training as a simulation. But the key aspect we want to examine is the realism of the simulation, something that is sometimes lost in cases and role-plays. A simulation must make use of current external and internal forces that will act on any decision made in real life. In fact, each simulation for each group and for each time period probably needs to be different. Are the needs of your organization the same as they were six months or a year ago? They probably are not, so your simulations should match. Be as realistic as possible in order to create the real world in a simulated and controlled environment. (more…)

Simulations are also useful in online learning. Let’s look at some ways to use simulation concepts with virtual training.

Training has come a long way since the existence of only classrooms and on-the-job interventions. Online learning has changed the way we impart knowledge to participants all over the world, but it has also created some unique problems. A simulation can be part of your online learning program, so let’s discuss how you can do this without running into the issues that online learning may create.

Online learning is highly effective in so many situations, especially if your target audience is spread over a wide geography. But online learning can also have the effect of putting learners out there completely alone, with no interaction with fellow learners or the facilitators. In some cases this is fine, but in some cases a simulation would be an excellent way to go against the norm of isolating learners. (more…)

We’ve discussed some good reasons to implement simulations in your organization. Let’s take a look at the distinct advantages of simulations over other types of training interventions.

When you take the time to consider the methods for implementing a simulation, such as online, written, gaming, group participation, or individual, it’s easy to see that simulations can fit with any type of program. But it’s also a good idea to think about the specific benefits and advantages of simulations, especially if you are going to have to justify an increase in cost or time for an overall training program.

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In this series of articles, we will look at the use of simulations in effective training interventions. First, let’s find out why an organization would want to use simulations in its training program.

In the past, the mention of training simulations brought pictures of high-tech cockpit mock-ups and controlled burning buildings to mind. But in today’s environment, a training simulation can occur in a classroom or online with just about any line of professionals. We know that simulations in highly technical or dangerous situations are necessities, but why should we consider using simulations in various aspects of business training, such as strategy, operations, or even leadership? The answers are fairly simple, so in this series we will discuss simulations and how you can effectively implement them in your organizations. (more…)

Summary: You will most likely have to present your training vision and strategy to your executive sponsor and possibly to a financial executive, as well. Let’s examine some ways to effectively present your vision and strategy for 2011.

If you’ve taken the time to create your vision and strategy for 2011 as well as an execution plan, you should also take the time to plan how to present these components effectively. The presentation of your vision and strategy may be a cursory nod from a fellow executive or it could be an approval process from an executive sponsor. Plus, if you need financing you will most likely have to go before the financial officer or executive. There are two different focuses here: business and finance. For business, you will need to be able to explain how the training department will support the organization and its initiatives for 2011, as well as continue to support your best customers. In the financial realm, you should be able to show how any expense on training will benefit the bottom line. But how you present these items depends on the personalities and functions of the people to whom you are presenting. (more…)

Summary: You have a vision and strategy for training in the upcoming year and it’s taken quite a bit of time, assessment, and brainstorming. But the best strategy is useless unless you know how to execute it.

Visions and strategies can fail easily if there is not a solid plan for execution, especially if you need to present the vision and strategy to a decision maker. Also, when it comes to being a visionary and innovative training manager, it is absolutely necessary to think through the “how” by circling your strategy at a very low level. You may be able to do this alone, but if you have a training staff this is another time to bring them into the planning process. Many times the people who execute every day can see things that you might miss.

When it comes to your vision, remember that this statement or group of statements serve as a guide and a reality check for the upcoming year. But you translated your vision into a strategy, so the strategy should be your focal point for execution. As a training manager, you should also be able to put together a mental picture of the execution components as the vision and strategy are being discussed and brainstormed. To adequately plan execution, look at your strategy from the standpoints of technology, human resources, physical resources, “buy in,” and finance. (more…)

Summary: Now that you have assessed the organization, the industry, and your most important internal clients, it’s time to take a good look at your vision for the training department.

You have assessed the organization in general, both the industry related to your organization and the training industry, as well as your internal customers. You may even begin to see a picture of how 2011 will be shaping up for you and your team. But before you make any solid commitments to a vision or a strategy for the upcoming year, it’s a good idea to create a training vision that is independent of your assessments. As you create this vision, you’ll be able to use your imagination and innovation to come up with a “wish list” of sorts. The main caveat in this type of planning is to remember that it is a wish list and that not everything on your list will become a reality. You may even want to involve the training staff in a brainstorming session, as each member of your staff is probably interested in a different training industry discipline. (more…)

Summary: Training in the current environment is very much like sales, so it is absolutely necessary to find out what your best internal customers are planning for the upcoming year.

In the current environment, it’s a good idea to manage your best internal customers just as a sales manager would manage that pipeline. As part of your planning process for 2011, you will definitely want to make contact with your internal customers to find out what they are planning for the upcoming year – and why. And even more importantly, this contact serves to solidify your relationship as a solutions partner and not just a
service department. By discussing the upcoming year with your closest customers, you may even begin to see the overall organizational picture before anyone else does – and with this information you can certainly determine how your department will help the
organization move forward in 2011. (more…)