The Difference that makes the Difference

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The Difference that makes the Difference Nicola
ONeill Managing Director Harvest November 2006
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Objectives

• Give you an introduction to Harvest
• Present to you the Harvest approach to learning
  interventions
• Specifically look at evaluation techniques from
  two perspectives
• The partnerships with our clients
• The Harvest team

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About Us

• Over twenty years ago Harvest was founded with a
  far-reaching vision to seek out and develop more
  effective and innovative ways for our clients to
  attract and retain customers to their business by
  enriching the behaviour, leadership and
  performance skills within the organisation.
• At the heart of the Harvest story is our closely
  integrated professional team of experienced
  people development specialists.

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The Harvest Offering and Delivery

• Harvest the People Development Specialists We
  partner with organisations to develop the skills,
  behaviours and mindsets required to achieve your
  business objectives.

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Who we keep company with

• Our clients include

• Our strategic alliances include

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How We Work
Diagnosis Working with the participants and key
stakeholders, in order to capture their real life
experiences and challenges. Review all available
relevant data. Design Accurately targeted
interventions with stakeholders, based on clearly
defined needs. Delivery Delivering accurately
targeted development to address clearly
identified needs. Develop Diligence and delivery
around ideas for continuous improvement to embed
the learning.
diagnosis listening to you
development taking you further
design getting you started
deliver keeping you going
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Challenges in terms of evaluation

• Lots of talk, not much action
• Commitment to invest time and money in this phase
  of the project
• Confusion about what good looks like
• Results mean different things to different people
• Learning interventions offered that dont include
  evaluation
• Emphasis placed on the value of accreditation as
  an evaluation tool

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Evaluation Techniques

• Within the programme itself
• Facilitator observation and feedback
• Peer observation and feedback
• Video role play and feedback
• Assessing group input
• Consolidation quizzes and questionnaires
• Completion of back home plans
• Examination by means of test or questions and
  answers session
• Evaluation sheets

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Evaluation Techniques

• After the programme
• Feedback collected and collated 4 weeks after the
  programme
• Review and action meetings
• Review of back home plans and PDPs
• Learning sets self managed learning
• Observation at meetings
• Customer feedback
• Workplace impact audit
• Business forums
• The use of 360 profiling
• Measuring the tangible criteria set at the
  commencement of the project

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Case study Evaluation in Action

• The project objective
• To develop the Associate team to excel in their
  role and
• drive the firm towards its strategic vision.
• Reaction (Determines the degree to which
  participants
• value the learning experience)
• Evaluation forms
• Quality of the PDPs
• Facilitator feedback
• Verbal feedback from the Senior managers

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Case study Evaluation in Action

• Learning Examines the degree to which
  participants
• have achieved the learning objectives of the
  course
• Monitoring and measurement of the PDP
• Commencement of the learning set
• Behaviour Examines how effectively new skills
  and
• knowledge are brought back to the workplace,
• impacting job behaviour and performance.
• Development of the learning sets
• Critiquing from Key sponsors
• Re-measure of the 360 profile that was carried
  out at the beginning

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Case study Evaluation in Action

• Results Measures the business impact of the
• programme and examines if the cost of the
  training
• intervention has been outweighed by any
  improvements
• in the business performance indicators
• Verbatems from Partners and Associates
• Proposed customer survey linked to financials

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Ancora Imparo

• Ancora Imparo was the personal motto of
  Michaelangelo.
• Translated from Latin it means, I am still
  learning. This in essences describes the concept
  of self-renewal.
• It is grounded in the belief that to improve one
  values and edge to the Firm and our clients that
  we all need to be at the top of our game and to
  be able to demonstrate leading edge thinking and
  best practice

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Ancora Imparo

• Ancora Imparo is a commitment to life long
  learning or refuelling oneself in all aspects of
  personal, professional and business
  effectiveness. It require you to look at the ways
  in which we encourage, develop and challenge
  ourselves and peers to be the best.
• 15 hours a month
• Learning logs
• Monitored by team Hilary and Team John
• Business review meeting
• Quarterly AIMs
• Linked to Performance related pay

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Evaluation Techniques

• Personal action plan The Big Five
• Training and development plan
• 360 degree feedback
• Client feedback and reviews
• Review of investment

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Summary

• Very important but not always a priority
• It our morale responsibility to keep evaluation
  on the agenda
• Criteria for the Partner of preference
• Journey not a destination
• Keep it simple
• Critical for credibility and real behaviour
  change
• Needs to be included as part of the overall
  learning intervention
• What is the size of the prize? Or the price of
  failure?

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Wayne Gretsky
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Future Trends Knowing where the puck going to
be?

• Goalposts keep changing, this needs to be
  factored in
• Evaluation included at the outset, part of the
  initial scope
• Clarity around the role of accreditation
• Evaluation in relation to the quality of the
  intervention eg Coaching supervision
• Keep answering the following questionsAre
  things changing?
• Why are they changing?
• What are people doing differently?

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