Case Study - Dale Carnegie Training Louisiana
An example of how using TransferLogixTM was the right tool to demonstrate results of training to earn the
client´s trust and take the conversation to the next level in terms of repeat sales.
Introduction The Process Used
When it comes to certain types of training, this company
Before the program started, the supervisors completed
far surpasses the industry standard. Training plays a key
an evaluation of the trainees´ current performance lev-
role in guaranteeing safety and this company goes the
els. The questionnaire contained a series of behavioral
extra mile to keep its personnel highly prepared. None-
indicators linked to the competencies addressed in train-
theless, until recently leadership training had been
ing. The following competencies were evaluated: com-
something that did not seem to generate significant
munication, presentation skills, conflict resolution, moti-
changes for this company.
vating others, empathy, flexibility, autonomy, results
Because they wanted to change their leadership culture, orientation, initiative, feedback, planning, time manage-
they contracted with Dale Carnegie Training Louisiana to ment, developing teams and individuals, innovation, del-
design and deliver a leadership training program. So, egation.
after interviewing 30-40 people in the company to iden-
Then, each trainee had to formalize a Transfer Contract
tify training needs, Dale Carnegie Training designed a 6
with their supervisor so as to ensure mutual engage-
day leadership development program. Everybody imme-
ment about incorporating the new competencies into
diately knew it was a real success, but they didn´t have a
everyday work. The contract contained seven questions
way to measure the outcomes to prove it.
referring to the support, resources and action plan to
From the sixth program onwards, Dale Carnegie Training make learning transfer easier. The Transfer Contract also
proposed to the training department that they evaluate required the supervisors and trainees to reflect upon the
training impact. Using the complete model integrated in impact training would have both upon the trainee´s ca-
TransferLogixTM, they decided to diagnose the factors reer and the organization. This contract directly linked
which might be barriers to trainees´ using learning on training to the strategy of the department and organiza-
the job, evaluate learning transfer in the workplace and tion, while also getting the supervisors on-board and
measure training ROI. All this data would allow them to: making the trainees responsible for their performance
1) detect potential barriers trainees face when returning improvement.
back into their workplace; 2) find out whether the com-
petencies taught in training were being demonstrated in
the workplace; and, 3) establish whether their invest-
ment in training was worthwhile.
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Immediately after training, the trainees completed the easy to obtain data. Dale Carnegie Training Louisiana
LTSITM questionnaire which assesses 16 factors directly demonstrated to their client that the ROI of their lead-
correlated with the use of learning in the workplace. ership program was conservatively estimated at 475%.
The most interesting result was that supervisors did This goes to show just how powerful training is if ac-
not actively support the use of new skills on the job. companied by measures which boost performance out-
The lack of supervisor support created other barriers to side the classroom when trainees return back into their
transfer. For example, there was a lack of performance workplace.
coaching and a lack of negative consequences for not
applying learning. The lack of supervisor support also Conclusion
generated amongst the trainees the perception that
the contents taught were not essential to performing in By being able to bring such conclusive data and by
their everyday job. helping their client overcome the barriers to imple-
menting a new leadership culture, Dale Carnegie Louisi-
This result was surprising in the context of this compa- ana was able to gain the client´s trust and generate
ny wanting to change its leadership culture, especially repeated sales. Dale Carnegie Training Louisiana went
because the supervisors themselves had participated in from being only a training provider to becoming a per-
the training program and were the ones to send their formance partner.
employees to the course. The fact that they were not
actively getting involved in promoting the new compe- This is a perfect example of a provider approaching
tencies in the workplace suggested a possible bottle- training not as an event, but as a process. We know
neck higher up the hierarchy. This was indeed con- that strong learning transfer and high ROI only happens
firmed by the client. when training is a process, not an event. That is, the
learning transfer process starts well before the training
When presenting the report to the client, Dale Carne- event with things such as good needs assessment,
gie Training Louisiana was able to provide not only a strong behavioral (performance) objectives, and super-
diagnosis of the barriers to the implementation of new visory engagement prior to training. The process con-
leadership competencies in the company, but also a list tinues after training with good follow-up, effective
of possible solutions. coaching and mentoring, and supports and resources
to enable participants to use the training.
Outcomes
The integration of training and development into an
To measure whether the skills taught in training were entire performance management system is a trend
really observed on the job afterwards, the supervisors sweeping the entire HRD field and having the right
were asked to rate their employees again on behavioral tools to work in this new landscape is crucial.
performance indicators. By contrasting the results with
the baseline performance, they could demonstrate that Contact:
all the competencies addressed in training had im-
proved and were demonstrated in everyday work at a Dale Carnegie Louisiana
high rate. The results showed almost a 100% change in Tyler Winner, President
performance on the behaviors taught in the program. (225) 274-2460
This meant training was indeed impactful.
Then they used TransferLogixTM´s easy ROI tool. This
simple method provides a highly reliable estimate of
training ROI and, unlike other methods, requires only
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