Collecting Existing Data


Collecting Existing Data

A cultural assessment involves two styles of data collection ”gathering existing historical data that relates in any way to training, and interviewing employees about their needs and attitudes toward training and the learning process. Both types of information will be used to support your initial hypotheses, provide important elements in building your case for change, and create appropriate learning strategies and financial algorithms to support your plan. It will also begin to expose the cultural barriers that stand in the way of meeting the company's strategic goals and give you potential tactics to overcome them.

The historical data that you amass should include:

  • Past training statistics, including hours of training offered in a given time period, number of employees trained, and the amount of money spent to develop and deliver each class.

  • Seat time ”the total number of hours all employees actually spent in training during a given time period.

  • The number of cancellations and no-shows.

  • The number of times each course was conducted since its creation.

  • The number of classrooms used.

  • The process used to develop each class, from needs assessment to delivery.

  • Satisfaction surveys, "smile sheets," rating happiness with training, and course reviews.

  • The delivery mechanism of each class ”instructor-led, computer-based training (CBT), mentoring, and so on.

  • The number of hours employees spend in class for each business unit and each geographical location.

  • Financial breakdowns of where every training dollar is spent, including such things as travel, materials, classroom costs, labor costs, lost productivity, and the like. Financial comparisons will be a critical part of your final plan and pitch, so get as much detail as possible.

  • The business plans of each unit.

  • Training requests made by units and the time it took to fill those requests .

  • ROI data to support training initiatives.

  • Locations where the training was conducted.

  • The cost of food and beverages.

  • The curriculum design standards, quality of learning outcomes , and learning goals.

Seat time is one of the most valuable metrics to collect because survey after survey shows that lost productivity associated with seat time accounts for 65 percent of the true cost of training in any organization. Also, seat time should be translated into dollar values. When you calculate a fully loaded cost for an employee who's earning $20 per hour , you find that the seat time expense for a two-day workshop is $432. If there are twenty similar employees in the class, the seat time cost is more than $8,600! Multiply those numbers by hundreds of two-day seminars and the real cost of training becomes clear. Most companies don't track seat time and give only a grudging acknowledgment that it in fact represents a major expenditure.

Any information you can find that relates to the existing training structure will be relevant to your organizational assessment. For now, simply collect it, in whatever form you can find it. Later, you can organize it into a coherent model that supports your observations.



Getting Perspective on Culture

In most cases, you will struggle to complete the organizational assessment alone, not because you are inept but because you are too close to the source. Culture manifests itself in special types of behavior patterns that are exhibited by nearly all members of the organization and are based on key underlying beliefs or values.

When you have been in a company for more than six months, you may be unable to see the critical issues because you've spent so much time learning to ignore them, though not necessarily consciously. It's difficult to be brutally honest about the shortfalls of your own organization, especially if you contribute to those shortfalls, which is why it is imperative to hire someone from the outside to help with the assessment.

In almost every company for which we've done assessments, inevitably management identifies a broad array of questions, typically covering one or two delicate areas, that it wants to strike from the employee surveys. Typically these efforts have to do with internal politics. Management might say that an objectionable question deals with a subject that's too sensitive, but what if the question is important to the cultural assessment of the company? Usually it is, but on their own, they'd never ask those questions.

In most organizations, management assumes certain things about its employees or customers, and if it surveys at all, it's to validate what management already believes. You may be surprised at what you find out.

For example, Chris Butler worked with a building-materials manufacturer that wanted its research and development and engineering departments to be better at helping their internal customers. To get a feel for the relationships and attitudes that existed within the organization, he surveyed all the manufacturing facilities to which this group provided expertise.

The responses were dramatically revealing . The members of the engineering group didn't have a clue as to how the plant people felt about them. These employees operated under the belief that the quality of their work spoke for itself. Its leaders were stunned to learn that most of the plant people found them arrogant and insensitive. When Butler delivered the results, he included a lengthy list of recommendations that he was able to generate from the data-collection process. The vice president who requested the assessment said,"I expected pretty good information, but what you've given me is a five-year strategic plan."

Easily 25 percent of the questions Butler asked the plant personnel were originally opposed by the executives in the engineering group. Had he not asked the questions, he never would have developed the data that lead to our enthusiastically received recommendations.

Discoveries like these are what make assessment so critical. The exploration of your company's culture and value systems will unearth deeply ingrained biases and attitudes that exist but are never mentioned. The data you collect will be the blueprint for your strategic plan, so be sure your team has the necessary objectivity to accurately assess the environment ” otherwise , your information will be incomplete and misleading, which will have a deleterious effect on the transformation process.