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Many people are leery about the number 13, but not at Five Star. In fact, we are thrilled with it! March 31, 2010 marked Five Star’s 13th anniversary as an organization. A lot has happened over the last 13 years, and we would like to share our insights with you in this special anniversary edition of our newsletter.

Let’s take a walk down memory lane and see what has changed, and what has stood the test of time.

Over the years, Five Star has evolved from a development company where “training and technology meet” to a performance consultancy who designs solutions to create high-performance organizations. As we evolved, so did technology, learning solutions, and the way we work. Back in 1997, the Internet was just beginning to integrate into the workplace. Cell phones were used only to make phone calls, and corporate web sites and learning sites were just being launched. Windows 95 dominated our desktops.

Today, IM and text messaging are required to seal deals and stay on top of your work. Cell phones are “smart,” much smaller, and used not only to make calls, but also to take pictures and videos, listen to your favorite tunes, and download the latest app to provide moment-of-need learning. We’re upgrading our desktops, laptops, and netbooks to Windows 7, and we’re carrying iPods, Kindles, laptops, and iPads. In 1997, we believed that in the future, work could be done at any time, from any place, and today we are in fact doing it!

From a training and performance perspective, computer-based training (CBT) was one of the buzzwords for 1997 and the newest delivery method for learning was CD-ROMs. Everyone was converting content to CBTs. Learners could take these courses by plopping a CD-ROM into a disk drive and dedicating 8 hours to train on-the-job. Developing these courses could take up to a year, from creating paper-based storyboards to final implementation. Applications were not as sophisticated as they are today, and developers spent a lot of time figuring out the code to program specific features, like simple tracking and roll-overs.

We’ve come a long way since then.

Since then, we’ve migrated to elearning, mlearning, performance support tools, learning through social media, and blending all of these delivery methods with the tried and true method of instructor-led training. We’ve learned that there is more to learning than just converting to a new delivery method. Training courses have gone from 4-8 hours to a maximum of one hour. Today, content is chunked in smaller segments, allowing learners to train in 10-15 minute increments. Content is even being Tweeted.

Since 1997, we’ve reduced the development process cycle-time on projects from 1 year to 1-2 months. The advancement in technology is a key contributor. Technology has enabled designers to build course assets during the scripting phase, eliminating paper-based storyboards and additional developer time. Moreover, it has enabled instructional designers, graphic designers, and developers to cross over the various functional areas to create training and performance support materials faster than ever.

Just as there have been many changes over the last 13 years, we’ve also seen some constants that have stood the test of time.

1. Know your audience and don’t forget the fundamentals of good learning.
   One enduring truth we have discovered is that no matter what the delivery method is, or how long it takes to develop a program, a quality program must follow adult learning principles and a sound instructional design methodology; one that begins with a goal and terminal objectives, and content, interactions, and evaluations are built based on the goal and objectives. The key is identifying what you want the learner to be able to do as a result of the training and performance support, and design it to reach that outcome.
2. Use technology effectively.
   From the technology side, having a breadth of knowledge of the existing tools and the ability to continue expanding skills as new tools become available has proven to be a constant for developers. Like the developers of 1997, developers of 2010 need to be resourceful, and use technology effectively.

Remember to Make it REAL!

Through 13 years of technology and learning solutions, we’ve certainly experienced many changes in the industry and look forward to drive what’s in store for the future. As technology focuses on the ability to seamlessly connect with other systems, we’ll see applications interacting with other services more and more. What does that mean from a learning perspective? It means that learners will be able to access information to help them do their jobs more easily, when they need it, and how they need; whether it’s from the palm of their hand or even from a virtual 3-D mentor standing next to them at a work site. Designers, like developers, need to continue to be flexible and creative in how they use future delivery methods, yet remember the “real” basics to ensure that learning is achievable through the use of these new technologies.

• Readiness: Adults learn when they see a reason to do so.
• Experience: Adults have prior knowledge.
• Autonomy: Adults want to be in control of their learning.
• Linkage: Adults want opportunities to make connections to what they learn to what they do on the job.

As future technologies could enable virtual mentors and simulated experiences to become more and more real, we are committed to designing instruction in a REAL way, making it learner-focused and performance-based. In addition, we are committed to helping our clients do the same through resources like the Make it REAL- Instructional Design for Improved Performance Workshop.

Below is video from our recent webinar on “6 Best Practices for Gaining End-user Adoption of New Technology.” In this video Dave Colaizzi discusses the value of change management, change communications, training, and performance support in gaining end-user adoption of new technology.

Below is video from our recent webinar on “6 Best Practices for Gaining End-user Adoption of New Technology.” In this video Dave Colaizzi discusses strategies for gaining end-user and stakeholder buy-in for new technology.

The adoption of new software or technology may be difficult, especially when end-user expectations surrounding it are high or left unmet. How can those designing and implementing new software and technology best bridge the gap between the reality of what the software can/will do and end-user wants, needs, and expectations?

The road to linking reality to end-user expectations begins with a systematic assessment of needs and the documentation of software requirements. In this blog post, we will discuss three techniques that we have employed to help our clients understand end-user needs and identify requirements:

• Exploration meetings with stakeholders and targeted end-users.
  Focused meetings to observe, ask questions, and listen to your key stakeholders about what they like or dislike about performing a task or process.
• Assessment of the intended deployment environment.
  Asking questions about how the software or technology will be used and where it will be hosted is critical to gaining a clear picture of future limitations and requirements. For example, ask questions like:
  • Who will help the user when they run into a usability issue?
  • What are the corporate standards and guidelines?
  • What is the culture of the target audience?
  • What applications have had successes with the target audience in the past?
  • What features do target users look for and like in other applications?
  • How will the software or application modify the process of executing work?
  • Are there bandwidth limitations?
  • Can custom programs be installed on user computers?
  • Is support for certain software platforms required or prohibited?
• Use Cases, mockups, and prototypes.
  • A Use Case is one of the most helpful methods of exposing functional requirements. But one word of caution: as you build them be sure to exclude technical jargon and the inner workings of the software.
  • A Mockup, or a rough visual layout of the user interface, enables end-users to experience the software or application before it is completely developed. By gathering feedback, it is possible to assess how the software is able to meet, or fail to meet, end-user expectations. Also, end-users can reveal their stylistic preferences that may be difficult to capture otherwise. Below is an example of a mock-up created by one of our developers using Microsoft’s newest tool, Expression Blend™.

• Lastly, Prototypes, either partially or fully functional, can be very helpful in determining usability. A prototype will give you an accurate depiction of how well end-users believe the program will meet their objectives. You can incorporate their feedback into future iterations of the software before the program is fully built.

These three techniques are some of the many that can be employed in order to best bridge the gap between the reality of what the software can/will do and end-user wants, needs, and expectations. By taking the time to listen and educate your stakeholders and end-users, the likelihood of a successful integration of new software or technology will greatly increase.

Below is video from our recent webinar on “6 Best Practices for Gaining End-user Adoption of New Technology.” In this video Dave Colaizzi discusses the value of Executive Sponsorship in gaining end-user adoption of new technology.

Is it possible to increase the level of value you provide to your customers, while at the same time implementing cost-cutting strategies? Logic would suggest that increasing customer value and cost savings strategies would be on opposite ends of the continuum. However, this does not always have to be case.

Recently, we were reminded of how Herb Kelleher, the co-founder of Southwest Airlines, approached a situation where the company needed to save millions due to increased fuel costs. Rather than immediately cutting programs or services within the company (a common response), he put a challenge out to the workforce. The challenge was simple: if each employee could find a way to help the company save $5.00 a day, in 6 weeks, the company could save the money needed to compensate for the increased fuel costs. Kelleher’s workforce embraced his challenge, and thousands of creative solutions surfaced. In fact, it was reported that a series of healthy contests emerged across the organization, all in the name of saving money while adding value.

What a great idea! Not only was the company able to save money and deliver value, it was also able to increase employee ownership and pride by providing an opportunity for people to work together to solve a large organizational challenge.

This very type of thinking and creative problem-solving is what will continue to set high-performance organizations apart from the rest. Regardless of what is happening economically, your customers’ expectations will still continue to rise. Finding solutions to the complex challenges of today’s economy will require you to:

1. Look at your situation differently. It goes without saying; yesterday’s strategy is not always today’s solution. To sustain performance you must be willing to look at your situation differently and accept new ideas.
2. Look outside of yourself. Most leaders feel pressure to solve every organizational challenge themselves. This does not have to be the case. Chances are, the people around you can help you find solutions, but you will never know if you don’t ask.

Regardless of the challenges you are facing, take a few minutes to look creatively at your situation by thinking about it differently and looking outside of yourself.

There is a saying that too much of a good thing is never good. In some cases, that’s true. But, we have evidence to suggest that in other cases, too much of a good thing, really is a good thing!

Recently, we conducted an internal survey of Five Star employees and asked them to identify behaviors and situations where they believe too much of a good thing can actually benefit an organization. Below are the top 15 insights gathered:

1. Communicating around a change.
2. Getting to know a customer and their needs.
3. Listening to employee ideas for solutions to organizational challenges.
4. Providing consistent feedback to employees, when needed. Coaching when the need arises.
5. Using teachable moments to help others develop.
6. Evaluating how people use technology to do their job and then using that information to make enhancements to it.
7. Encouraging creative solutions by looking at things with a fresh perspective and asking “why?”
8. Linking employee talents and interests to opportunities to enable organizational strategy.
9. Building diverse teams.
10. Basing decisions on customer needs and the company’s vision.
11. Identifying and cultivating future leaders in the organization.
12. Linking organizational strategy to people’s daily jobs.
13. Using focus groups and user acceptance testing (UAT) for new technologies prior to implementation.
14. Providing performance support and training that appeal to different learning styles.
15. Having a surplus of good leaders in the pipeline.

What do you think? Please provide your ideas and insight by commenting to this post.

There is little argument about the irreplaceable value that people bring to an organization. Having the right people, in the right jobs that suit their knowledge and skills, is a critical piece in enabling an organization to tip the scales toward high performance. Yet why do most organizations struggle to find the talent needed to help their organization execute its strategy?

The saying, “You have not, because you ask not,” is very true with regard to finding the right top talent for your organization. In many organizations, existing employees are unaware of the types of people their organization is seeking. If provided with this information, most employees will quickly scan their list of friends and acquaintances in an effort to find possible matches, because ultimately, people want to work with people they like. If your organization is not communicating its current and future talent needs to existing employees, a great opportunity is being lost.

As we enter a new year of talent planning, consider the following:

• How effective is your organization in communicating its current and future talent needs to all employees?
  Always remember that in today’s “connected” world, information can be distributed across many channels in a very short period of time. For example, sites and resources like Linked In, Plaxo, Twitter, and Facebook enable people to share information to many of their closest friends and colleagues in seconds.
• Is there a clearly understood process established to enable current employees to act on their existing referrals?
  Be sure that your employees have the information they need to accurately communicate possible job postings. Portals and easily accessible online job boards enable people to quickly link to job postings. In addition, it is also important to consider how job referrals are funneled into the organization. If a process is not in place to channel referrals throughout a process, solid referrals can potentially die on the vine or get lost in someone’s inbox. Therefore, before implementing any referral program, define each step of the process and establish controls to ensure that they are consistently followed.
• Have metrics and measures been established to monitor and track the success of employee referrals?
  Establish goals for employee referral programs and targets for retention rates from referrals. These tools will help your organization track successes or failures in the process. Ultimately, an employee referral program must produce results. If after a reasonable amount of time, the program is not producing, quickly evaluate the process and take swift actions to improve it.