The L&D Blog

Training budgets will be cut – protect them with Optimus Training Credits

    We know that budgets are only safe once they’ve been spent.   Finance love to change the goalposts throughout the budget year.  Are you confident yours won’t be cut? 

    Or do you have remaining training budgets that you haven’t been able to spend and are about to lose it? 

    We have a solution:  Optimus Training Credits

    This is like a gift card.  You pre-pay and then allow your employees to use the credits against training and learning.

    We’ll provide them and you with training options from Optimus approved partners, ensuring high-quality training.

    The benefits to you

    • Reduce the overall cost for training – consolidated spending results in improved pricing
    • Streamline procurement – 1 single invoice means there is no need to manage multiple suppliers, PO’s or invoice.
    • Expert advice – not sales pitches
    • Quality guarantee – we only recommend the best training options
    • Leverage your “use or lose” annuals budgets to guarantee your employees has training options
    • 12 months usage
    • Effectively track training costs – receive usage and balance report
    • Maximum flexibility – no limit to the subjects we source for you

    Purchase your pre-paid credits

    So if you want to guarantee all your L&D plans can come to fruition and avoid budget cuts then get in touch today. Our client care team will be delighted to answer any questions you have and help you to give your employees the learning they deserve.

    Order yours today – call us on 0845 519 7408 or email info@optimuslearningservices.com

     

     

    What have onions got to do with learning?

      Everything and nothing.

      The point of this blog is to remind you that you when planning learning and training, you always need to consider what the end goal is and use that to determine the best methods.  Note, not “method” singular, but plural – recognising there is no singular, standalone approach that ticks all the boxes.

      I was cooking a fancy chicken pie, following a recipe my wife had suggested.   

      Following the recipe, as it was the first time I cooked it, there wasn’t anything I hadn’t done before when cooking.

      Next step.  “Finely chop an onion” – I’ve done this many a time but wanted it to look like the above picture for once, not the usual mess of randomly sized onion bits.  So I found a video of Gordon Ramsey on youtube showing how to do it.   Instant, fingertips learning. 

      So that got me thinking.  In that moment of need, I was able to watch a video from a professional, successful chef.   It didn’t need more than 2 minutes to watch.  I could practice in my own time (it was better than previous efforts but not as good as the picture – my end goal).  I can go back to that video repeatedly, free of charge until I notice an improvement,

      Perfect for what I needed.  But imagine I was training as a chef.  Video learning would get me so far, but it wouldn’t replace being taught in a professional kitchen.  To get instant feedback,  sharing ideas and challenges with others and replicating the possible pressures and scenarios I’d be in should I become a chef.   

      So,  consider what you or your employees are looking to achieve and provide options that are relevant.   Make sure it’s not overkill for something small, or too small when you need something more.

      Don’t be reliant on just one method or solution – consider and offer all different types.

      You know this already I’m sure but if you are unsure where to start or what to do get in touch and we’ll discuss what you could do. Email or call me on 0845 519 7408.

      Blake Henegan – MD, Optimus Learning Services

      Training subjects booked – Feb 2020

        Training subjects that we’ve organised during February 2020 include:

        • Self Awareness for Managers
        • GDPR and Data Protection Awareness for 150 Housing Association employees
        • Mental Health Awareness – in-house training for Pharmaceutical company
        • Professional Scrum Master – in-house training and public workshops in Maidenhead, Copenhagen and India
        • Presentation Skills – for managers of a European Shopping Centre company.
        • Making the most of your time – a continuation of a larger programme for London based retail company.
        • Excel training – custom modular sessions for global insurance brokers
        • Agile Project Management – for payments company
        • Microsoft Mobility and Devices Fundamentals – specialist Microsoft training for a IT Managed Service company in Wales.
        • Value Stream Mapping – lean management technique for a global Manufacturing company based in Essex.
        • Team Building for remote based managers – helping people recognise different cultures and working practices for team spread across Europe.
        • CompTIA A+ Certification Bootcamp – for well known insurance company
        • Unix Shell, RedHat Linux and Solaris 11 System Administration – for a recently created team within Payment Services company in London

        This is just a selection of training organised this month. For a longer list of training subjects, see our “training subjects we source” page.

        Asking us to source training is simple – call or email us with your training requirement, we will discuss and then start pulling together recommendations from our approved supplier list (currently over 1500 suppliers).

        Call: 0845 519 7408 Email: info@optimuslearningservices.com

        Connecting the dots – How to find an external trainer

          Providing training to employees is a challenge,  providing high-quality training using external trainers and training providers is even more challenging.

          Its common to hear of L&D departments being under pressure – justification of spend,  existence and having to get instant results are just a few complaints we hear.  Naturally, L&D feel like they cannot get anything wrong. 

          Therefore, using external trainers and providers becomes a big deal.

          Bringing an external trainer to deliver in-house training is a great opportunity.  It allows new ideas, thought processes and observations.  Attendees may open more to a stranger,  share problems and what’s going well.

          But the challenge is that the trainer must “fit in”,  mirror L&D and/or the business culture, and often never dare to dream of challenging anyone (yes, I have been given those instructions from a client on more than one occasion).

          If you’ve never had to use external trainers or training providers or have years of experience, the following checklist will be useful for you.

          Define the change you want to see happen – behavioural change, knowledge gain, compliance.  Make sure you have an over-riding goal that you can refer to post-training.

          Create a clear brief – to include the above in as much detail as possible.  What should any trainer need to know,  avoid, what are you looking for in a trainer, what is the company culture,  job levels of attendees,  their experience.   The clearer this is the better your selection process and outcome

          Have selection criteria – you don’t need to share this but you must know what you want to see, hear, have evidence of.  Don’t be shy, you are the buyer.

          Your expectations from a trainer – what do you want.  What level experience do they have as a trainer,  working in your industry, as a working professional?  What have they done before to help solve similar problems / achieve similar goals?   What’s their subject matter expertise? 

          Trainer personality and style – training is a personal experience, so this is important.  Will they work with the attendee’s expectations?  Will they “fit” with your culture?  What’s their approach and methods.

          Proof – what testimonials, references do they have?  Do they have any videos of themselves delivering training?  Or from happy clients?  

          Work with specialists – Be wary of trainers who do it all.   At Optimus, we ask trainers for their top 5 subjects they love to work on.  We ask for specifics so “management” is never a good enough answer – what level of management we ask?  So, dig deeper.

          Demand to speak with trainers – If approaching a training provider, especially one of any size, then it’s likely you’ll be speaking with a salesperson and not the trainer.  Don’t let that happen.  If the provider doesn’t offer a chat with the trainer before you make a commitment, then drop them from your shortlist.   We do.

          Due diligence – do the background checks – financial, insurance, working checks (if in government/with children).  

          What feedback they provide – Not only the happy sheets but what happens during the session.  Was there any general behavioural patterns,  trends or demands for more time spent on a certain topic, or feedback on working processes.  Useful insights for you.

          Trust – last of the list but a vital component of our selection criteria.  Can you trust the trainer to fulfil your objectives and work with you?   If you have any doubts, explore them and if they are still there then consider beginning the process again or speaking to others.

          Contingency plan – have a plan B in case anything goes wrong.   And act on it quickly.  If a trainer is doing something unexpected in the session which is getting negative feedback, then get them to change.  It’s always good to have a backup for the trainer and prepare for the worst-case scenario.  Like an insurance policy.

          The above takes time but its worth spending this time to get the right solution.  

          If you are struggling to find good quality providers,  Optimus can help.  We have over 30 years’ combined experience doing exactly this.    Get in touch with us at info@optimuslearningservices.com  or call us on 0845 519 7408

          Working “On” the strategy not “In” the strategy

            For those unfamiliar to this phrase, it comes from the phrase “work on the business, not in the business”, it means that as the owner/leader of a business you should spend time on the strategic elements of the business to achieve its goals, rather than on the execution or operational tasks.  

            However, it applies to anyone, especially those who have to create and implement strategy and business plans.

            The concept is simple.  Anytime you spend on doing jobs that other people could be doing is time that could be spent on developing, reviewing and revising the strategy. For example, spending time micromanaging,  getting bogged down in simple details,  being everywhere for everyone, but not looking at the results of the actions.

            Whatever you doing, ask yourself – is it right that a person on my pay grade/seniority level is doing this?

            Doing routine tasks? Delegate them.  Part of a process? Remove yourself from it.  Approving all budget spend?  Change approval levels.   And so on.

            You might have to continue doing it whilst you find the resource, so use that time to document and refine the process before you pass down.

            It’s impossible to stop working “in” and move to just working “on” overnight.  It relies on having a good team or finding good external resources.   It takes time and effort to stop micromanaging.  To learn to delegate responsibility, not the task.  And to let people do things their way to achieve your desired result.   You can give advice, create processes, provide guidance and ask people how they are getting on. 

            For L&D professionals,  there is a challenge to create a strategy and then execute it.  Especially for those in a small or solo L&D team. So, be realistic,  you’ll have to prioritise,  and do some things yourself.  But always be thinking, what can I delegate, outsource or automate?   Can you hand responsibility back to employees?

            It takes time, it takes hard work but if you can start thinking like this and making changes then in the future you’ll be in a better position and wish you’d started sooner.

            This year, moving away from the “in” is one of my goals.  Its going to take hard work and I have business mentor to help me.   If you have no idea where to start, I recommend reading The E-Myth by Michael Gerber.  

            I always like talking about this topic so if you want a chat and some friendly advice get in touch (blake@optimuslearningservices.com)

            Learning technologies – An answer but whats the question?

              In a few weeks time, thousands of people will descend on Excel London for Learning Technologies.

              If you are going, what are you going for?

              Consider what you are trying to achieve, the challenges you are overcoming and ask yourself what will help you do this?

              If technology is one of the answers that’s great, but make sure it’s not the only answer.

              Training a geographically spread audience – definitely look at how technology can help

              Need to develop people on a low budget – good online learning can help

              However, always consider that the introduction of technology into learning must be managed and communicated.   Do it slowly, get feedback.

              Be mindful of the agendas pushed by vendors – it’s not a simple case of putting technology into your learning offering.   Or grabbing the latest technological solution.  Take time for reflection.

              Don’t expect it to solve problems like employee engagement,  problem managers and so on without the human touch.

              I’ll be going to challenge vendors on their “facts” but also with an open mind. To learn.

              Good luck

              Blake

              PS – For further reading, I recommend taking a few moments to read these blogs

              Speed of learning as the new competitive advantage

              Deloitte Global Human Capital Trends

              How technology has changed employee training

              How L&D can make the most of technology

              Communication in L&D

                What are you communicating to your business?

                Consider the two main parties in the UK.  The winner had a slogan they used repeatedly.

                Get Brexit Done.

                3 simple words.  Added to the start and the end of sentences.  Get Brexit Done and it will all be better was the underlying tone.

                Trump had something similar – Make America Great.

                Labour and Hilary Clinton didn’t.

                So, L&D – what message can you create which will get people voting for you?

                For your programmes, processes, content and using the technology you want them to.

                And will you keep to the same message or do you change things around time and time again?

                 

                Persistence is everything

                  “The three great essentials to achieve anything worthwhile are, first, hard work; second, stick-to-itiveness; third, common sense.”
                  ― Thomas A. Edison

                  Instead of counting lengths whilst swimming I’ve been reflecting and thinking back about 2019.   It’s been an exceptionally positive year for me personally and professionally.   However,  at certain times it didn’t feel like it would be.

                  I put my back “out” in April (spasm and then stuck on all fours next to kids football pitch for 30 minutes) which was a real pain in the….back.   May was a glum month – physio, rest, mild exercise, pain doing anything.

                  However, looking back that was the turning point.   Not being able to rush around meant I started to focus on the things that were important.  I stopped trying to develop 101 different products for the business,  decided to stick to my comfort zone and stick to a daily routine.   This involved core exercises,  client and prospect calls,  working on the business as well as in it.

                  Fast forward 7 months and the back is good, my core is strong, I’m swimming 30 minutes at least 3 times a week and the business outlook is so positive.  The excitement is back and my resilience levels are high.

                  If I look back even further I’ve come so far.  And this is all down to persistence.

                  I still have a mountain to climb to achieve my goals but the mountain doesn’t scare me and I know I will do it.  Step by step.  By persisting.

                   

                  Ways to make your training budget go further

                     

                    The training budget (or L&D budget) can be a contentious topic within businesses.  Its a budget that is often overlooked,  under funded and is immediately cut during times of trouble.

                    The cliche and well-documented conversation:

                    CFO: “what happens if we train employees and they leave?”

                    CEO: “What happens if we don’t and they stay?” 

                    I have actually had someone say the top line to me a few times now and it still amazes me.

                    However, from chatting to clients and my PLN within L&D it appears that companies are more aware of the need to develop their staff and are willing to invest.

                    How to make the most of your budget?

                    Plan for changes  – Plan for the worst and hope for the best.  So, allow some flex in your plans for those ad-hoc requests from the business, changes to projects and business strategy.

                    Prioritise – I know you know this. What is going to have the greatest positive impact on the business?

                    Be creative – what would and could you do if you had zero budget.  How would your employees learn?   How could you get knowledge shared around the company?

                    Use internal resources – your company will have people with huge amounts of knowledge, so before you look to use an external provider, get your employees involved in sharing their knowledge.

                    Use learning technology wisely – its easier to create content and share to your employee population.  Let employees record videos,  audio, podcasts.  But don’t see technology as the easy win – you still need to engage employees.

                    Be efficient with time – if using external providers to run workshops then one way is to reduce the length and thus reduce what you are paying.  But not at the expense of the learning outcomes.   Compliment it with elearning. content or knowledge sharing sessions internally.

                    Funding – The Apprenticeship Levy is well documented, are you making the most of this?  What other funding exists for organisations like yours?

                    Source wisely – When bringing in external providers it pays to invest your time in choosing the right options.  Shop around, get referrals, get pricing benchmark BUT always focus on quality.   Then you can negotiate on price – what can you offer to the provider in exchange for better prices.  Warning – buy cheap pay twice.

                    Training Credits – If you have high volumes of training in a certain area e.g. IT, compliance, then there are benefits of buying credits with a single provider, or service provider, to use over a fixed period and achieve greater savings.   Also very handy if you have budget left at the end of the year.

                    Measure & evaluate – So important.  Establish the impact of any training and learning.  What works well, what can be improved, what needs to be removed.   What is the return on investment or expectations?  Spend time analysing, talking and reviewing to help you with future projects and programmes.

                     

                    If you’ve got anything to add to the above list or examples of ways you’ve made the budgets go further do let me know.

                    And if you are struggling with managing or using your budget, or want to use it more effectively but not sure how then get in touch and I’ll be happy to chat.  Call me on 0845 519 7408 or email blake.henegan@optimuslearningservices.com 

                    Cliche but its good to talk

                      I know a fellow business owner who has recently hit a difficult period after 14 good years spent building his business.

                      He told me last week about it.  In a text message.

                      I had no idea.  He hadn’t told me anything in the past, the company’s marketing was the best and most proactive it had ever been and they had been doing some great things.    No one would ever know.

                      Last week he was down.  So we went for a beer and had a chat.  He told me about how this year had been awful and its been a slow decline with a non-existent pipeline.

                      I listened and gave him some advice from own experience of bad times.  He left that pub with a determination and focus to make things better.

                      And he will do.   And he’s going to keep chatting to me.

                      It reminded me of the conversations I had with my business mentor about 18 months ago – before we experienced 80% revenue growth.   Since having a mentor my life, not just my business, is so much better.

                      So, if you are stuck, in a rut,  have a problem or need to change something in your life then find someone to speak to.

                      Blake