Training Industry Magazine - Summer 2022 - 38

W
hen a company invests in
learning and development
(L&D)
initiatives,
what
do
they want to get in return? Sometimes
they need to invest in training to meet
regulatory and compliance requirements,
but most of the time they want people
to do their jobs better. They want their
employees to consistently behave in new
ways so that they more effectively and
efficiently execute the company strategy.
They want behavior change.
Yet many L&D initiatives still focus
on delivery, content, memorized
knowledge, throughput or even just
ticking boxes. Instead focus on what
the company wants - sustained and
advantageous behavior change.
START WITH THE
END IN MIND
If behavior change is the desired outcome,
the obvious question is, " What behaviors? "
| 38
You need to conduct a behavioral
needs analysis (BNA). Look at the task
that has triggered the request for an
L&D initiative. How are people doing
that task currently? How would they be
doing the task if they were doing it well?
What is the gap between what they are
doing now and what they should be
doing instead?
Identify the gap between current and
desired
behaviors and describe
the
behavioral gap in observable terms.
Ask the question, " What are we seeing,
hearing or feeling that leads us to
believe the current behaviors are less
than what we need? "
Then ask, " What will we see, hear or feel
when we have successfully changed the
behaviors to what we want? "
When you have defined the desired
output behaviors in terms of what you
will notice when they occur, you have
a means to measure progress toward
those behaviors. It is also critical that you
agree and get sign off from the program
sponsors on the set of desired behaviors
and the observational success criteria.
You now have an agreed and measurable
behavioral target for your program.
BEHAVIOR CHANGE
Think back to a behavior change you
made in your life, work-related or
otherwise. It probably didn't happen all
at once. It happened because of many
small actions you took that added up
over time. Other than " road to Damascus "
style conversions, behavioral changes
result from a process that takes time.
Even if you tell someone, " From today
do this job in this new way, " they still
need time and repetition to get good at
doing it the new way, and for the new
way to become habitual and automatic.
To deliver a behavior change, you need
to deliver a sequence of activities that

Training Industry Magazine - Summer 2022

Table of Contents for the Digital Edition of Training Industry Magazine - Summer 2022

Harnessing Curiousity in Today's Workplace
Table of Contents
Optimize Your Performance With These Sport Psychology Tactics
Learning Management Systems Need to Go Beyond "Management"
Designing Training for Behavior Change is Like Fine Dining
Diversify Your Leadership With an Inclusive Succession Plan
The Science of Building a More Creative and Innovative Workplace
Digital Solutions to Improve the Assessment Experience
The Power of Personal Presence
Coconut Pie and Succession Planning
Multiplying Experts and Expertise in an Enterprise
Using Empathy to Better Understand Your Customer
Designing Training Programs for Behavior Change
Creating the Virtual Watercooler Experience
Chaos Is Here to Stay: Why Building GRIT is Vital for Executive Success
Beyond the Smile Sheet: Measuring Level 1 to Improve Learning Design
Disruption Is Your Friend
Recalibrating Careers
Why Aren't Mental Health Offerings Helping Our Workforce?
Cornerstone and Edcast Consolidate to Reimagine People Development
Company News
Training Industry Magazine - Summer 2022 - Intro
Training Industry Magazine - Summer 2022 - Cover1
Training Industry Magazine - Summer 2022 - Cover2
Training Industry Magazine - Summer 2022 - CT1
Training Industry Magazine - Summer 2022 - CT2
Training Industry Magazine - Summer 2022 - Harnessing Curiousity in Today's Workplace
Training Industry Magazine - Summer 2022 - 4
Training Industry Magazine - Summer 2022 - 5
Training Industry Magazine - Summer 2022 - Table of Contents
Training Industry Magazine - Summer 2022 - 7
Training Industry Magazine - Summer 2022 - 8
Training Industry Magazine - Summer 2022 - Optimize Your Performance With These Sport Psychology Tactics
Training Industry Magazine - Summer 2022 - 10
Training Industry Magazine - Summer 2022 - Learning Management Systems Need to Go Beyond "Management"
Training Industry Magazine - Summer 2022 - 12
Training Industry Magazine - Summer 2022 - Designing Training for Behavior Change is Like Fine Dining
Training Industry Magazine - Summer 2022 - 14
Training Industry Magazine - Summer 2022 - Diversify Your Leadership With an Inclusive Succession Plan
Training Industry Magazine - Summer 2022 - The Science of Building a More Creative and Innovative Workplace
Training Industry Magazine - Summer 2022 - 17
Training Industry Magazine - Summer 2022 - 18
Training Industry Magazine - Summer 2022 - 19
Training Industry Magazine - Summer 2022 - Digital Solutions to Improve the Assessment Experience
Training Industry Magazine - Summer 2022 - 21
Training Industry Magazine - Summer 2022 - The Power of Personal Presence
Training Industry Magazine - Summer 2022 - 23
Training Industry Magazine - Summer 2022 - 24
Training Industry Magazine - Summer 2022 - 25
Training Industry Magazine - Summer 2022 - Coconut Pie and Succession Planning
Training Industry Magazine - Summer 2022 - 27
Training Industry Magazine - Summer 2022 - 28
Training Industry Magazine - Summer 2022 - 29
Training Industry Magazine - Summer 2022 - Multiplying Experts and Expertise in an Enterprise
Training Industry Magazine - Summer 2022 - 31
Training Industry Magazine - Summer 2022 - 32
Training Industry Magazine - Summer 2022 - 33
Training Industry Magazine - Summer 2022 - 34
Training Industry Magazine - Summer 2022 - Using Empathy to Better Understand Your Customer
Training Industry Magazine - Summer 2022 - 36
Training Industry Magazine - Summer 2022 - 37
Training Industry Magazine - Summer 2022 - Designing Training Programs for Behavior Change
Training Industry Magazine - Summer 2022 - 39
Training Industry Magazine - Summer 2022 - 40
Training Industry Magazine - Summer 2022 - 41
Training Industry Magazine - Summer 2022 - Creating the Virtual Watercooler Experience
Training Industry Magazine - Summer 2022 - 43
Training Industry Magazine - Summer 2022 - 44
Training Industry Magazine - Summer 2022 - 45
Training Industry Magazine - Summer 2022 - Chaos Is Here to Stay: Why Building GRIT is Vital for Executive Success
Training Industry Magazine - Summer 2022 - 47
Training Industry Magazine - Summer 2022 - 48
Training Industry Magazine - Summer 2022 - 49
Training Industry Magazine - Summer 2022 - Beyond the Smile Sheet: Measuring Level 1 to Improve Learning Design
Training Industry Magazine - Summer 2022 - 51
Training Industry Magazine - Summer 2022 - 52
Training Industry Magazine - Summer 2022 - 53
Training Industry Magazine - Summer 2022 - 54
Training Industry Magazine - Summer 2022 - Disruption Is Your Friend
Training Industry Magazine - Summer 2022 - 56
Training Industry Magazine - Summer 2022 - 57
Training Industry Magazine - Summer 2022 - 58
Training Industry Magazine - Summer 2022 - Recalibrating Careers
Training Industry Magazine - Summer 2022 - 60
Training Industry Magazine - Summer 2022 - Why Aren't Mental Health Offerings Helping Our Workforce?
Training Industry Magazine - Summer 2022 - Cornerstone and Edcast Consolidate to Reimagine People Development
Training Industry Magazine - Summer 2022 - Cover3
Training Industry Magazine - Summer 2022 - Cover4
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