Phillip Price van PSA Peugeot Citroen, works there already 24 years and introduced a new way of learning in a period of 4 months.

IMG_1939The challenges faced in Learning and development in Peugeot were amongst others poor attendance, high dealer cost and lack of consistent network connections. Peugeot went from 4 physical training sites to one solution, the virtual academy. Are keen now to match every training to a virtual version via a webinar. Also used high definition broadcast (livestreams) and Academy app and TV. In 2013 32% of training courses virtually, up to 64% in 2014. The variety in sessions give flexibility in timing, for instance there are sessions within and after worktime. Furthermore a lot of it is recorded and hence available afterwards. The trainers went through the BBC academy to get training in presentation.

For example the 4-days classroom based course titled ‘Picasso consultant technician update‘ was transformed into 4 virtual training sessions and 2 days training. Some impact figures: prior to the training the response time to work requests was for instance 19 minutes, after the training 12 minutes. The employees are also happy with it, because if they sit in a 4 days training, they miss their sales bonuses. Now, they have the flexibility to do it virtually, continue working and when deals are closed enhance their income. Question: how do you deal with a variety in preferences? The answer is if you are really interested in the content – you will be willing to participate and overcome dislikes. The next move is into serious gaming.

The floor is then given to Rafe Ball from Colt technology services. Rafe has some good advice for using learning data effectively from his own experience.

  • Are we asking the right questions? See the usual questions in the picture (on the left) versus the most important questions (on the right).IMG_1940
  • Move beyond happy sheets (!) – you should track them, but you must set up your alarms, some issues must be acted upon promptly, otherwise the happy sheets are useless.
  • Measuring behavioural change – use questions that predict behavioural change and verify those on the job. Use this data to drive learning application. Use 360 feedback or peer assessments.
  • Measuring business impact – what does success look like? identify standard impact categories like sales, then ask en measure and use this data to demonstrate results.
  • Make sure the data is coherent, integrated and reliable. Keep for instance questions consistent. consider other causes of change and seek out benchmarking comparisons. Lastly when you present make sure it is short and relevant.
  • The challenge of ROI… Monetary ROI is complex, however can be useful for large learning investments. If you do use it, make it more robust by accounting for other contributing factors. Few in the audience are ever asked about ROI (about 10% in the audience have been asked this question).

The response rate for after event surveys is 45%. How did they reach this high response rate? We now give them a roll up survey to a manager for the team as a whole. We have changed the methodology from saying this is the after the end of the course survey to introducing it with how we are using it. We inform people about the changes made, this increases the chances of filling in out the next time. We have also set up some face-to-face interviews to get quality data. We only do this with high profile courses.