IL&P 2 Brands 4700 Staff Large Domestic Market Presence Multiple Delivery Channels Market Leading positions in: L

1. Learning & PerformanceAPresentation to “The Sales Institute”Jan 27th 2010Paul Healy Head of Learning & Development Irish Life & Permanent Group

2. IL&P 2 Brands 4700 Staff Large Domestic Market Presence Multiple Delivery Channels Market Leading positions in: Life Mortgages Fund Management Presenter 17 Years Financial Services BOI Sales Consultant (L&P) Sales Coach Head of Sales IL&P HR- Learning & Development

3. Development of the Sales Manager Collaborative: Performance Coach Directive: Command & Control

4. Understanding Performance

5. Performance? • There is confusion about the role that KNOWLEDGE and SKILLS play in… PERFORMANCE. • KNOWLEDGE is simply acquired information until it is put to use. • SKILLS are usually learned through practice rather than in formal training. • The relationship between knowledge, skills and performance is more complex than first appears.

6. Knowledge Transfer – why bother? “Industries annually spend € billions on training but no more than 10% of this expenditure actually results in the transfer of learning to the job”. Reference: Baldwin & Forde 1997 “A survey on the expectation that a manager has of performance improvement of an individual after instructor led training event reveals stark findings”. Reference: Stolovitch & Keeps 2005

7. BEFORE DURING AFTER Desired knowledge acquisition & performance improvement Training Event Knowledge Acquisition Transfer- The Business Expectation

8. BEFORE DURING AFTER Training Event Actual knowledge acquisition & performance improvement Knowledge Acquisition (Source: Harold D Stolovitch & Erica J Keeps, 2005) Knowledge Transfer- The Reality

9. “The Conspiracy of Convenience…..” • Performance analysis is not done, or is done poorly • Business Managers ask for “training” • Training Managers delivers it • No-one measures it • There is little or no business impact • Everyone’s happy! • To appease the demand for training, the L&D/Training function produces and delivers a catalogue of programs and bespoke courses…… Linked to Business Drivers? Impact on Business Performance?

10. The Information Explosion • Information Growth- 30% per year • Most of this information is unstructured • Access & Retrieval easy! • Half Life is getting shorter

11. What do we really need to know to do our jobs? • Robert Kelley’s longitudinal study with knowledge workers asked: • “What percentage of the knowledge you need to do your job is stored in your mind?” • 1986: 75% • 1997 15-20% • Now: 8-10% ?

12. The “Generation Y” Employee • “Digital Natives” are different from the rest of us! • They have grown up with technology. • They are natural multi-taskers. • They are natural just-in-time learners and collaborators. • High expectations in relation to development and advancement. • But… have a “Sense of Entitlement”. • Less loyalty towards the organisation.

13. So then what is… ‘REAL’ adult learning??

14. ‘REAL’ adult learning is about: CHANGING BEHAVIOURSIN LIGHT OF EXPERIENCE (People changing what they do based on what they have experienced) ‘REAL’ adult learning is brought about through PRACTICEin a supportive environment. Not through ‘knowledge transfer!

15. Typical Training Budget Allocation Where Learning Actually Happens Formal Training 90% Formal Training 20% Workplace Learning 10% 80% Budgets? Workplace Learning Jay Cross: The L&D Budget Divide, Time Magazine 2005

16. “Learning is the ability to acquire new ideas from experience and retain them as memories” Eric Kandel Columbia University (Nobel Laureate for work on Learning & Memory)

17. So .….. what is The silver bullet?

18. The Performance “Mix” Clarity on what’s expected Data Environment Information Attitudes 30% Knowledge 70% Skills Behaviours PERFORMANCE Reference: Stolovitch & Keeps (2005)

19. Attitudes Values Drivers Upbringing Needs Personality • Behaviour • What they say • What they do Behaviour Iceberg Invisible states

20. Performance Management & Learning The Contract The Employee HR/ L&D Manager

21. New work within role • Self directed learning, research • Solving problems in role • Increasing span of control • Championing and managing • change • Mentoring Others • Covering for others on leave • Exposure to other departments • and roles • Taking part in projects and • working groups • Work shadow 30% FormalLearning 20% Learning through Coaching, Feedback & Networks • Training Courses • E- Learning • Workshops • Seminars & Webinars • Books, Audios, CD’s • Performance management • Informal feedback and debriefs • Coaching from manager/others • Mentoring • Learning through teams • and networks Opportunities for Development 50% Learning On the Job

22. Sales Managers Facilitating Learning& Performance

23. Coaching? • “Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them” • (John Whitmore) • “The art of facilitating the performance, learning and development of another” • (Tim Galway)

24. Common Coaching Myths • “It is just a conversation” It is a skilful and sustained process, not just ad-hoc reactions to what you see or hear • “It is about having all the answers” It is based on helping the learner to help himself/herself • “It is just for poor performers” It is for everyone • “Anyone can be a coach” It uses a repertoire of skills ….questioning, listening, giving feedback , not a one way flow of instructions and telling

25. What is Coaching • Non-directive (Pull) • Listening to understand • Reflecting • Paraphrasing • Summarising • Questioning to raise awareness Directive (Push) • Making suggestions • Giving Feedback • Offering Guidance • Giving advice • Instructing • Solving the problem

26. Metaphor of Driving a Car • A therapistwill explore what is stopping you driving your car • A counsellorwill listen to your anxieties about the car • A mentorwill share tips from his or her own experience of driving cars • A consultantwill advise you on how to drive the car • A coachwill encourage and support you in driving the car

27. Feedback • Feedback is a communication about an aspect of behaviour, and the impact that behaviour has on others. • It is to help somebody consider whether or not they want to change

28. Giving Feedback • In one to one discussion seek self evaluation first • Give feedback on strengths and development • Be specific not general focus on and describe visible behaviour • Don’t make assumptions about intentions • Be evaluative, what you saw..liked /disliked • Don’t be judgmental…that was right /wrong • Feedback should be timely, within their control

29. Feedback Framework • Self Evaluation by other person first! • Manager straight on the facts of the feedback • CAKES / E2 C2 use as structure for feedback • Objectives – set going forward

30. Successful Performance Recipe for Success C A K E S larity ttitude nowledge nvironment kills

31. E E C C Model for Giving Feedback xample ffect hange ontinue

32. “If we are what we repeatedly do, then excellence is a habit not an act”

33. Final Comments / Questions Thank you