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Manager Support: The Unsung Hero of Learning Impact

Performitiv,
Performitiv
August 30, 2021
Aug 30, 2021 7:00 PM
CST

Manager Support is one of the most important facets of training and development driving improvements in performance and outcomes.  There are a number of factors, assuredly, but I'm not sure we fully appreciate the extent of the impact that manager support has.  An article from HBR illustrates this point:

I've done analysis on this type of data for years and I see this story play out every time. I don't think anyone is advocating managers get involved in every little thing. There just isn't time. That said, start your focus on leadership training or other strategic programs, which tend to be more costly and visible to leadership.  

Try doing a simple comparison like this for your leadership curriculum or even just one program.  What does the story tell?  If it's similar to what's above, this might be what you need to create a call for action.Training is one of the main tools that we leverage for skill development and reinforcement; however, it's not the only thing that matters.  You could build the best training program in the world, but if learners don't have the resources or support to apply it, it greatly reduces the efficacy of your programming.I've found that without the data to help drive the conversation, the business often struggles to truly understand the impact that support can have on results.  With that in mind, three potential next steps depending on where you are in the process:

1) Assess your manager support continuously.  Do you know how well your employees are supported around learning experiences?  Don't rely on a once-per-year engagement survey to tell you.  Consider embedding this type of questioning in your learning evaluations or pulse surveys.

2) Add a support attribute to your data.  Depending on the technology you're using for the analysis, this could look very different.  Very simply put, determine the threshold for "higher" or "lower" support (I don't personally like assuming low scores are zero support).  We will typically include neutral scores on the "lower" side or you can include a third 'neutral' group.

3) View comparisons by various metrics.  Start simple.  What do you have for data that are indicators of impact or value?  Consider breaking those down by your groups from #2.  Start there.  Socialize the story.  Consider what other metrics might be more impactful to view in this way?  Work to get that data and keep pushing the change!

Do You Want To Look Good Or Be Good?
For the vast majority of Learning organizations, our evaluation techniques have remained fairly constant over the past few decades. Most organizations use average scores to measure effectiveness. While average scores have value, they mask where we have failed to add value to participants and our organizations.
Do You Want To Look Good Or Be Good?
For the vast majority of Learning organizations, our evaluation techniques have remained fairly constant over the past few decades. Most organizations use average scores to measure effectiveness. While average scores have value, they mask where we have failed to add value to participants and our organizations.
Giving Your Leaders the Fish: How to Communicate the Value of Learning
Sometimes the best advice is the simplest advice. In this short preview clip from Performitiv's upcoming Next Gen Learning Leaders video series, JetBlue's Lauren Kramer describes how learning leaders can communicate to business leaders and help them understand the "what, so what and now what" around your learning programs.
Giving Your Leaders the Fish: How to Communicate the Value of Learning
Sometimes the best advice is the simplest advice. In this short preview clip from Performitiv's upcoming Next Gen Learning Leaders video series, JetBlue's Lauren Kramer describes how learning leaders can communicate to business leaders and help them understand the "what, so what and now what" around your learning programs.