Test-Teach-Test: A Quick And Effective Way To Plan Training

Test-Teach-Test: A Quick And Effective Way To Plan Training

Introducing new technology is part of a change management process. Change management coordinates technical implementation with awareness raising and training activities to prepare people to use the technology effectively.

Large companies can afford to run full-blown change management projects.

Smaller and medium-sized companies do not have these resources.

They buy the technology and let managers train their staff to use it.

Now you’re the manager. Someone has sat down and shown you the basic workflow. You have to get your team trained by lunchtime. How do you plan it? How do you make sure that your staff are engaged and that the training is successful?

Inputs And Outputs

Woman trains employees a new technology

A good training session requires “inputs” and “outputs.”

“Inputs” are where knowledge is passed from the trainer to the trainee.

“Outputs” are where trainees demonstrate that they have absorbed, understood, and can use this knowledge.

The “outputs” are often more important than the “inputs” because a good training plan is designed to prepare trainees to successfully complete the “outputs,” while the “outputs” demonstrate that trainees have achieved their learning objectives.

Some people might call these “outputs” “tests.”

A good trainer sees this as a test, but not of the trainee, but of him/herself. If trainees fail to complete the “output” activity successfully, then is it the trainees’ or the trainer’s fault?

Why “Test, Teach, Test”?

Manager teaches her employee a new technology

​The “teach” is the “input” while the “test” is the “output.”

The first “test” is where we run the “output” or test before we have trained the trainees.

It might seem like a strange idea, but there are two good reasons for doing this:

  1. To get trainees’ attention. Your trainees may think they know everything because it is a refresher course or because they are very confident teenagers. Give them the completion test first and let them fail. That will show them that they have something to learn.
  2. You may not know your trainees’ level of knowledge. This often happens in business. Training is often hastily organized. Some trainees may need to learn everything from the beginning, while others only need to brush up on their knowledge.

How Should We “Test” Our Trainees?

Man trains his employees a new technology

​This depends on the content, and how much time you have to plan and conduct your training.

If you are training staff to follow a workflow, then the obvious test is to have them follow this workflow on their own computers, or describe it in some way, or answer questions on it.

If you are training staff to follow new rules, then you can present them with cases and get them to explain how the rules apply, or have them answer questions on the rules.

Where we are talking about a “refresher” training session, then the work sample, description exercise or test questions will reflect the new version of knowledge. The test could include a request to describe the main differences between the old version of the workflow/rules and the new one, to ensure that they understand the difference.

How Would I Plan This In Real Life?

Woman leads a training at work

Let’s say that there has been a change to a workflow your team uses on an IT system. The cutover to the new system is next Wednesday.

Your training objective is to train them to follow the updated workflow. Follow the steps below:

  1. Master the workflow yourself and find out both the main route and the likely “diversions.” (e.g., What happens if a customer forgets his membership number?)
  2. Decide how you are going to test how they follow the new workflow. (e.g., They log into the training environment and follow the workflow by role-playing with a colleague.)
  3. Decide how you are going to train them to follow the workflow. (e.g., You will do a step-by-step demo backed up with a step-by-step written description. This “input” session should take no longer than 20 minutes.)
  4. Book the room, test the computers, and conduct the training. Deliver the “test” first, telling them you want to see how much they already know, then “teach” the content, then deliver the “test” again and see how the results have changed.

Over To You!

Professionals attend a business training at work

No doubt you will be providing a “knowledge transfer,” training a new team member, or giving your staff a “refresher” on some new rule or technology “upgrade.” Try using this method to plan your training! Let me know how you get on!

Further reading…

If you’re training your staff to use a computer system, then you might find this article interesting: Explaining How Things Work: How To Do It And Why It Matters

Summary Sunday: Issue #484

Summary Sunday: Issue #484

This week’ ersus summary calls out this mix of concerns companies face and how these people are responding. It likewise addresses things you may do to higher prepare with regard to a job search. I actually don’ t want an individual to panic about what’ s going on inside the workforce. I would like you to be ready and take the required actions. I […]

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All Successful Leaders MUST Have These 10 Characteristics

All Successful Leaders MUST Have These 10 Characteristics

When we are asked to think of a leader, someone who inspires us to do our best every day, a wide variety of different people come to mind. Maybe someone in your personal life, someone from a television show or movie, or a historical figure whose personality you greatly admire.

While the type of person can vary immensely, more often than not, they will all have a certain set of skills and personality traits that make them a good leader. According to recent surveys, many groups find that a good business leader will often have several or all of these characteristics.

1. Honesty

A good leader will be able to establish an honest connection with their peers. A relationship based on trust and reliability makes the team know that their leader is always there for them, which in turn inspires them to be there for their leader.

2. Ability To Delegate

A great leader showcases her ability to delegate

Each person in a group will be able to bring something different to the table, and a good leader will work with each member’s strengths and weaknesses in order to make sure that the best is being done.

3. Ability To Communicate

A manager displays her ability to communicate effectively

By clearly describing their idea to their team, the leader will be able to create a sense of ease and understanding with their peers. When every member of the team is striving towards a common goal, then there is nothing that cannot be accomplished.

4. Sense Of Humor

Leaders laughing together during a meeting

Negative situations will always arise, but a good business leader will know how to diffuse them and help give their team peace of mind. A stress-free work environment often garners the most results, and sometimes all that is necessary to help push your team forward is a healthy dose of humor in the face of difficulty.

5. Confidence

A good leader speaks with confidence during a meeting

A good leader will show confidence in the face of challenges and will inspire confidence in their team by reminding them that obstacles are just there to be overcome. The confident leader will keep their eye on the goal and will not allow anything to deter him or her, or their team, from success.

6. Commitment

A manager is committed to doing his job right

Some leaders may drive their teams to work hard, while others will constantly be at their sides, giving every task one hundred percent. The latter is the type of leader that can expect to achieve more. Teams work better when they see that the one that they answer to is right by their side, sharing their struggles and triumphs.

7. Positive Attitude

A woman is promoted to manager for her leadership characteristics

Motivation is the key to success, and it can be hard to stay motivated in a negative environment. By keeping your team’s spirits up, you will be able to motivate them to achieve more, and not let them be bothered by minor setbacks.

8. Creativity

A respected leader showcases his creativity

Sometimes a difficult situation will arise that will require you to think outside of the box and help your team do the same. At such crucial movements, a good leader will be able to demonstrate a unique type of creativity that can help their team push through any situation.

9. Ability To Inspire

A manager displays his leadership characteristic of having the ability to inspire others

Inspiration can take many forms, but a capable leader will be able to demonstrate their ability to lead and inspire by motivating their team to share their vision.

10. Intuition

An intuitive manager explains something to his colleagues

Finally, a good leader will have intuition. Sometimes obstacles will arise that nobody will know how to handle, perhaps even you. In such situations, it is important to be confident and make a decision.

No matter what the decision is, if you show that you are giving the problem everything you have got, it will inspire your team to do the same, which can often be all that is needed to help get past the situation.

All successful leaders have these 10 characteristics. If you want to be a great leader, make sure to develop these traits and skills, and you’ll be sure to find your own success!

Need more help with your career?

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This article was originally published at an earlier date.

Revision Control – The Foundation Of Any Engineering Effort

Revision Control – The Foundation Of Any Engineering Effort

What is revision control?

Simply put, revision control is the management of changes over time. If an object is released for use outside of development, a revision is initiated.

Whether you are writing software code, developing a CAD drawing, modifying a product or its tooling, and even editing a document, each time a copy is released from the governing task a revision is introduced. Controlling these various versions of a unit is critical to engineering success.

Why would something as simple as knowing a revision be so critical to engineering efforts?

  • Product Recall – consumers need to know if their product is good or bad. The revision will provide these details.
  • Consistency – by following a single revision, efforts are consistent across the board with the defined specifications.
  • Tracking Efforts – if everyone has a document with the same name and is working concurrently, how does the group know what is the most accurate and up-to-date version?
  • Maintaining Control – with a strong revision scheme, your processes will remain in control allowing improved efficiencies within the confines of the activity.

Lessons For A Young Intern

Engineer, architect

My first exposure to revision control was drafting for a major automotive OEM. At 19, I was creating and modifying drawings for major brands. I had power I did not fully understand—my lines and numbers on the page would influence thousands of products within a single platform. This new authority meant my mistakes would also perpetuate through the system.

I would handle dozens of drawings per week to either create a drawing or revise an existing product. I had the responsibility to capture engineering concepts and present them on this sheet of paper. My actions directly controlled how items were manufactured.

Each and every single change on this paper needed to be documented. If I moved one arrow, I needed to identify the change. If I added a line, deleted a circle, or even changed the color of an element, I was responsible to capture these changes within a revision to the document.

If I made a mistake, everyone knew it.

The 4 AM Call… From Chester

Man revises something while working

We had checkers on staff who would review every single drawing for detail. Comparing the old to new drawing or reviewing a brand new design, these checkers were responsible for accuracy. Chester was the toughest, and he abused his power.

I had recently made changes to an engine block drawing of approximately 20 pages. I had moved a bolt circle and some additional changes. Inadvertently, I made some modifications to the main area of the drawing when I made my final submission.

The phone rang on my desk (before cell phones and IM), and Chester was on the other line. He was not happy with me, and proceeded to scream, yell, curse, and berate me for 12 minutes… and it felt much longer. Each and every mistake I made was a “you dumb #$%*, how did you miss this?” question. I felt terrible.

Two hours later, the drawing appeared on my desk from a runner. I unrolled the paper, and it bled red ink. One marked up mistake after another. Some pages the redlines overtook the actual lines drawn in CAD.

One final message on page one… “You need to change the revision. You can’t collect these mistakes under the old rev. Fix it – NOW.”

I was scared I was going to be fired.

The Lesson

Revision concept

When I finished wiping up the blood (red lines), I submitted a new revision of my drawing. I worked tirelessly to ensure I got every markup Chester made. I printed and reprinted copies of the drawing to ensure each line was perfect. I sweated as I walked down the hall to his inbox. Dropping my drawing package in his office, I ran away fearing the worst.

Two days later, a bundle of drawings appeared on my desk with a note. The handwriting was unmistakable, it was Chester. “Much better kid. Two more quick things, and submit for approval. You learned your lesson.”

Whoa… I dodged a bullet.

Why Is This Important?

Engineer types on his laptop

While developing “work” within the team, revisions can become cumbersome, and they are often ignored during the creative process. As soon as you submit something to anyone outside of your group, you have released a version of your work product. You cannot control where it goes, who sees it, or who can change it. You lose the ability to protect the information.

By adding a revision each time something crosses that control line, you are taking a snapshot of the history of the product. You are recording the status of this object on this date and time. You make it a piece of history.

When someone returns with questions about this product or unit, you cannot control how they received the information or how it was manipulated. You can only control how it left your hands. Knowing what state an item is when you release it can eliminate many mistakes and arguments. It can also save you from litigation.

How To Manage Revision Control

Woman organizes papers and documents

Many people will think it is easy, and at its core, revision control is simple. The discipline and execution are hard… because of humans.

A simple rule to follow: if you change something after it leaves your control, revise it.

For example, I write you a letter confirming an agreement we made over a phone call. I send this letter to you for review before we sign it making the agreement official. This letter is in its original state when I release it.

During the review, you find I mistyped your company’s price by transposing two numbers. Nothing major, correct? I just fix it and send a new letter. We agree upon it, and we sign the letter. Two years pass, and my company wishes to invoice you per the agreement. You have two letters in your possession—the original and the revised. Which price is right? What did we agree upon? Neither of us can find the signature copy. Which value is correct?

Had a revision been included in the letter moving the original copy which we will call “A” to the revision copy “B,” the difference would be immediately resolved. “B” supersedes “A,” and I have a record of the change.

This example is overly simple to prove a point. Do you agree this revision control issue is exponentially worse in a multi-piece assembly similar to your car, an airplane, or even your cell phone? Add in layers of software and variations due to assembly, and the identification of your product becomes more challenging. Having robust revision control will save you significant effort in the end.

Executive Spotlight: How These Leaders Have Changed As A Result Of The Pandemic

Executive Spotlight: How These Leaders Have Changed As A Result Of The Pandemic

The disruption caused by the COVID-19 pandemic spurred change across every industry. Businesses had to change, and so did workers—especially leaders, who also had to facilitate change within their organization. We recently asked our leading executives how they have changed as professionals as a result of the pandemic.

Here are their responses…

Jim Black, Engineering & Technical Executive

Man leads a virtual team meeting

At the beginning of quarantine, I hated working from home. I put in extra hours, I disliked people instant messaging me all day long, and I loathed the isolation. Even me as an introvert. After about 12-16 weeks, my entire demeanor changed. I found my stride. I enjoyed virtual team meetings with my engineering staff. I found ways to keep myself engaged and involved despite my physical location. I worked to be productive despite being alone. I found an interesting fact: I was more productive in this environment.

Since returning to work, I spend the majority of my time in the office. We have a policy where employees can work from home up to two days a week. I cannot every week; however, the weeks where I can work from home now are so enjoyable. I get many tasks accomplished, I remain connected, and I avoid my commute. I actually miss the quarantine occasionally.

Jim Black is an engineering professional focused on the development of technical professionals. He is also a professional bass player.

Kathryn Marshburn, Music Program Manager

Executive looks out the window while working from home

From my recent work at a major music streaming corporation, I have observed changes within the Gen Z and millennial co-working spaces, where there is an openness to talk about mental health and work-life balance issues. These groups approach work differently than generations before them. These two groups work extremely hard and are overachievers; however, they are acutely aware of wellness after the pandemic.

For example, as a program manager, I had the pleasure of managing eight cross-functional teams, and part of my responsibilities included gathering teams to share results. As I looked at each team member’s availability on their calendars, I often saw time blocked off for “Therapy” or “Counseling” and even “Workout Time.” These did not exist pre-pandemic, and I love this shift. Almost a more vulnerable type of communicating is now encouraged by executives, complemented by shifting company priorities, and it has created a more open form of comms exchange. Successful teams are paying attention to their own wellness and taking control of their mental health as a community.

Kathryn Marshburn has spent 12+ years in the music and gaming industries guiding teams on identifying targeted goals with an agile approach resulting in driving revenue and reducing risk.

Lisa Perry, Global Marketing Executive

Woman works from home with her dog

The most significant change I’ve experienced as a marketing executive due to the pandemic is that I feel like I get to have it all. Prior to the pandemic, I spent on average three hours a day in LA traffic driving to and from work. I left for work at 6:30 am and got home at 8:30 pm barely getting any time with my girls and husband. The cost of gas, the wear and tear on my car, the frustration. It takes a toll. A typical day included greeting my team, back-to-back meetings, and lunch with co-workers.

Life post-pandemic is very different. I am home! I see my girls, husband, two labs, and my cat every day. If my girls have questions or need me, I’m there for them. If I need to take my girls or my pets to the doctor, I can do it now. I can manage my work and my family life, no problem. My days are full of Zoom meetings, blurred background with kids and dogs scurrying behind me as I work. I still go into the office two days a month and interact with my co-workers.

Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.

Percy Leon, Digital Media Content Executive

Digital content creator records a video

I’ve always been a professional content creator/filmmaker, but the pandemic has really changed the way I work. I used to be very reliant on in-person interactions with friends and family to help me come up with ideas and film new videos. However, since the pandemic started, I’ve had to get creative with my content. I’ve started using my family and friends as resources for new ideas, and I’ve also started filming new videos by myself. I also started doing a lot of micro-learning on subjects that would help me in my career (video editing for YouTube, TikTok, professional development [Executive Online Presence]). I have also been learning as much about Web3.

This has been a big change for me, but it’s one that I’ve really enjoyed. I’m much happier with my work now, and I feel like I’m more fulfilled as a content creator. The pandemic has definitely changed the way I work, but it’s also made me a better professional.

Percy Leon is a digital media content producer specializing in educational technology and entertainment. He is interested in web3, metaverse, and the use of virtual reality for storytelling.

What’s the number one way you have changed as a professional as a result of the pandemic? Join the conversation inside Work It Daily’s Executive Program.

Why You Need A Disaster Recovery Plan Even If You Have A BCP

Why You Need A Disaster Recovery Plan Even If You Have A BCP

The organization has a documented business continuity plan (BCP) which identifies the departments’ needs and requirements to recover in the event of a disaster. Technology is at the center of the business and typically touches every department. But IT only has finite resources—people, equipment, and time. This means IT has to have a comprehensive disaster recovery (DR) plan that is agreed upon by the business. This includes defining a plan for incidents such as phishing and ransomware attacks.

Start off by determining what all of IT assets are (e.g., hardware, software, data). Unless you have large stacks of money, it’s typically not cost-effective for IT to recover and bring up everything at the same time. Instead, it needs to be prioritized. One way is to categorize applications as mission critical (minimal downtime of x minutes/hours), essential (downtime of x hours/days), and non-essential (downtime of x days/weeks/months). There is a cost associated with the defined recovery time objective (RTO).

Preventative Controls To Implement

Backup concept

Now that you know what you have, there are some preventative controls you can implement to protect those assets:

1. Have a surge protector for each laptop/desktop/external monitor in case there is a power spike.

2. Have an uninterruptible power supply (UPS) for desktops/servers so that they can be shut down gracefully in the event of a power outage or bridge the time until the generator kicks on.

3. Have a generator for when the power goes out and you have equipment/systems that must stay up. You can use colored electrical outlets to designate which are connected to the generator. Make sure you test the generator and have a plan to maintain sufficient fuel.

4. Create backups including for email, applications, data, etc. Some backup considerations include:

  • Incremental backups vs. full backups
  • Real-time, daily, weekly, monthly, quarterly, and annual backups
    • The time since your last backup will affect your recovery point objective (RPO)
    • Don’t forget that passwords will be as of the time of the backup
  • Periodic testing to ensure you can recover the backed-up data.

If there is an incident, the next question is where to recover. Whether the hardware is on premise or in the cloud could make the answer significantly more straightforward. Also, is the incident isolated such as one server going down and another server can be swapped in? Is there a fire in the main server room? If so, do you have a hot site or an alternate location? If you’re in the cloud, how easy is it for you to spin up other servers, or do you have disaster recovery as a service (DRaaS)? There could be significant costs depending on the strategy.

Managing Your Disaster Recovery Plan

Disaster recovery concept

Make sure you document your DR plan and keep it current. You may want to keep a hard copy of the DR plan at your alternate site (if applicable). The next three critical steps are to test, test, and test some more. Test at least once a year (preferably with the business). Tabletop tests are good, but actual tests are better and more realistic. Document your test results to see what went well, what could be improved, and what didn’t work or meet expectations. The lessons learned for each test will help you refine your DR plan (and BCP plans), especially with the business’ ever-changing needs and objectives.

There is a saying that applies: “Hope for the best, but plan for the worst.” Having a written and comprehensive DR plan will put you ahead of the game when you’re trying to recover the organization’s IT assets in a chaotic and stressful disaster situation.

For more information on having a thorough disaster recovery (DR) plan, follow me on LinkedIn!

5 “Recession-Proof” Careers

5 “Recession-Proof” Careers

When a recession hits, many people immediately begin to worry about their jobs—and with good reason. Recessions usually mean mass layoffs, fewer jobs, more competition for jobs, and less job security. But some careers are safer than others.

Several websites, including Glassdoor, have compiled lists of jobs that are expected to survive the next economic downturn. Every list is a little different, but there are some professions that consistently show up. Here are five of those careers.

Keep in mind the term “recession-proof” is relative. A recession impacts everyone differently, so nothing is ever 100% foolproof.

1. Medical/Healthcare Providers

Healthcare professional smiles at work

This category includes a wide range of jobs: doctors, mental health professionals, home healthcare services, registered nurses, and physical and occupational therapists, to name a few.

The bottom line: No matter the economy, people get sick or injured and need care!

These jobs usually offer competitive salaries and, with the growth of the healthcare industry and many experienced professionals retiring, these fields are always looking for new and young talent.

2. Teachers/College Professors

Teacher shows her students how to work on a computer

The need for education is also something that never stops, regardless of the state of the economy.

Job growth for teachers typically remains steady as districts are usually faced with the retirements of experienced teachers each year. In addition, if enrollment levels remain steady or increase on a yearly basis, cutting teachers would likely impact the quality of education. Many teachers are also tied to labor unions.

College professors, particularly ones with academic tenure, are also very secure in their positions as college enrollments remain somewhat consistent during a recession.

3. Funeral Home Director

Funeral home director with flowers

This may be morbid but death is the ultimate recession-proof business!

The funeral home director position may not be in demand but the need is constant. It’s consistent work that’s not impacted by the economy or any other seasonal factor.

Of course, it goes without saying, the job does have its drawbacks.

4. Utility Workers

Utility worker, lineman

Keeping up with public infrastructure projects is a never-ending battle and while communities may try to cut some costs during a recession, taking care of roads, electricity, sewage, trash, and water are essential services that communities can’t afford to skimp on.

In addition, in recent years many utilities have experienced labor shortages, so there are usually many positions available for those looking for a job or career change.

5. Accountant

Accountant calculates finances at work

Benjamin Franklin famously said the only certain things in life are death and taxes.

We already touched on death, so now it’s time to touch on taxes. While accountants are particularly valuable during tax season, their services are needed year round.

Whether you’re a business owner or just an everyday person, dealing with numbers and financial records can be tricky. And, during a recession, the need for assistance with finances is great.

Many believe a recession is imminent and it could very well impact your career. Now is the time to prepare!

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This article was originally published at an earlier date.

Red Teaming – Defining Objection Handling Strategies & More

Red Teaming – Defining Objection Handling Strategies & More

What’s a “red team”?

On August 2nd, 1990, Saddam Hussein invaded Kuwait, and so started the “Gulf War.”

The United States and Western allies formed a “coalition of the willing” to remove the Iraqi Army from Kuwait.

A group of military planners, known as the “blue team,” set up shop in a hanger in an air base in Saudi Arabia, and created the basic plan for Operation Desert Storm in 24 hours.

This plan was passed on to another team, known as the “red team.” They were given the following instructions: “You are the Iraqi high command. You have all the known resources, materials, and manpower available to the Iraqi military. A spy has given you the alliance battle plans. You have 24 hours to prepare your response.”

The “red team” prepared their response, which was then passed back to the “blue team.” They spent another 24 hours building countermeasures and contingency plans to foil the “red team’s” responses.

The rest is history…

What’s This Got To Do With Me? I’m A Sales Guy!

Business people work on a sales strategy together

​When you face your customers, there are questions you would prefer they didn’t ask.

They may relate to your product’s weaknesses. They may relate to a change in the market which affects your product’s pricing or availability. They may relate to reputational damage caused by an embarrassing lawsuit or complaints on social media.

You have two choices. You can sit and sweat and hope they don’t ask you these questions, or you can “red team” it by asking yourself what nightmare questions they can ask you.

Write these down. Go back to “blue team” mode and prepare your answers.

Your answers may not be that convincing, but at least you have something to say if they ask.

What’s This Got To Do With Me? I’m Looking For A Job!

job search, looking for a job concept

Job seekers attend interviews. Interviewers ask questions that you don’t want to answer, such as:

  • “Why did you leave your previous job?”
  • “Where do you see yourself in 5 years’ time?”
  • “Tell me about your greatest weakness/strength/mistake?”

There are others which are related to your personal situation, or to the job you are applying for.

“Red team” it by imagining you are a hostile interviewer. Think of the worst questions they can ask you.

Write them down. Go back to “blue team” mode to prepare your answers.

You may want to try these out on a friend (who can “red team” for you) and see how she reacts. If she’s not convinced, you may need to improve your answers. Better to do that before the interview.

What’s This Got To Do With Me? I’m A Student!

Students work together on a project

Everything!

I was a student too, and, to be honest, not a very good one! I was interested in military history, however.

When it came to exams, I adopted the mindset of a general preparing for battle. I reviewed each subject and “red teamed” it. What was my nightmare question? Where was I weakest?

That was where I made extra effort when revising and doing practice questions.

I really am not the smartest guy in the room. I did manage to get myself a bachelor’s degree, a teaching qualification, and an MBA, so I must have done something right.

Game On!

Bullseye concept, business

Got a big sales meeting coming up? Looking forward to a challenging job interview? Studying for a professional qualification and preparing for exams?

Get into “red team” mode and anticipate your “enemy’s” worst moves.

Prepare for them.

Be ready to use them.

Let me know how you get on!

Further reading…

Before you start “red teaming,” you need a position to defend!

Here is an article I wrote on building a business case: “What’s In It For Me?” The 3-Stage Guide To Answering This Question

Here’s one on preparing a sales presentation: Sell The Hole, Not The Drill! How To Make A Successful Sales Presentation

Why Is Custom eLearning Content Localization Important For Online Training Programs?

Why Is Custom eLearning Content Localization Important For Online Training Programs?

The rapid evolution of technology in recent years has leveled the playing field for businesses worldwide. With a growing number of companies establishing a global presence, an increasing number of employees work from multiple locations. Training this vast, geographically dispersed, multicultural workforce faces many logistical challenges. One example is the deployment of training content.  While […]

The post Why Is Custom eLearning Content Localization Important For Online Training Programs? appeared first on Jobacle.com.

How To Hire The Best Data Analytics Leaders (And It’s Not The Way You Think!)

How To Hire The Best Data Analytics Leaders (And It’s Not The Way You Think!)

“Data analytics is to management decision-making what metaphysics is to spirituality. They both provide laws of thinking, procedures, methods, and treatments to shine a light on the truth. The truth generated from analytics should help executives and government officials steer clear of bad decisions and increase the value senior management brings to the firm or organization. More value is created when executives embrace these tools and resultant facts and data are leveraged to inform decisions and judgments.” —Tony Branda, analytics expert. 1/17/2016.

Introduction

Man works a data analytics job

Most firms today use very dated behavioral interview techniques (1980s-style questions from before analytics and digital existed) to understand who might be the best leader to build, manage, or restructure their analytics functions. This article points out that extant techniques may lead senior executives to assess and hire the wrong analytics leader. This “how to” guide may become the best friend of the hiring manager as it will assist in creating a better hiring outcome.

Common Hiring Mistake #1

Graphs, data, calculator

Focus your interview questions on hiring or firing ability and traditional strengths and weaknesses questions geared toward generalist managers. Forget to probe the main leadership competencies required in data analytics: the ability to motivate highly quantitative talent, the ability to drive a data analytics culture change, mastery of the multidisciplinary nature of analytics, and the ability to connect insights to strategy. Rejecting the idea that there are fractional CDAOs or gen one and gen two seems wise as many fundamentally believe and have seen that data analytics to work needs to be a linked and continually reinforcing loop of learning requiring some multidisciplinary experience. In some cases, employers are not ready for the CDAO role and don’t have the maturity, change leadership, and transformation or readiness level to make the role a reality. It’s not bad or good. It is what it is, and it’s all perfect. Things evolve as organizations are ready.

What To Do About Common Hiring Mistake #1:

Work with firms such as CustomerIntelligence.net, Gartner, and Forrester or other data analytics experts to develop a more specialized battery of questions that will probe traditional leadership dimensions plus subject matter expertise and the ability to translate and communicate analytics insights into business strategy effectively. Consider requesting the data analytics leader’s 360-feedback from their most recent positions (last two). The 360-feedback assessments administered while in the role are a better barometer than what any reference or behavioral interview question could ascertain. Many large firms have robust assessments that they have invested in, and many can be shared.

Common Hiring Mistake #2

Data analytics leader concept

​Hire the data analytics leader based on only one criterion to help you in your role as a hiring manager. Very often, managers focus on big ahas or other flash-in-the-pan initiatives (only focus on social analytics, header bidding analytics, generational targeting, and generative AI, as examples) without looking at the broader skills the analytics or insights leader will need to demonstrate. The hiring manager could start by telling the data analytics professional their needs for the role, and the candidate can then relate their background to their needs. This is a much better needs-driven exchange than questions like, “So can you tell me about yourself?” If we believe that data analytics leaders solve business problems, is the role real only about technology configuration? We can teach and hire tech skills (fundamental) but do we have a leader that can set up data analytics governance and help us solve our business issues?

What To Do About Common Hiring Mistake #2:

The data analytics leader must be able to build an integrated strategic intelligence platform based on a business roadmap; this platform would include capabilities such as customer behavioral analytics, marketing research, other research skills, and the ability to interrelate competitive intelligence into their recommendations. The platform becomes the foundation that will enable analytics to generate big ahas and innovation on an ongoing basis rather than only occasionally.

Common Hiring Mistake #3

Woman works a data analytics job

Assuming that business leaders with reporting or metrics backgrounds, particularly in sales/marketing, are indeed analytics or intelligence leaders. Analytics leaders typically have rotations in data analytics, Agile, data science, research, CRM, big data strategy, database, or digital marketing and represent multidisciplinary backgrounds.

What To Do About Common Hiring Mistake #3

Ensure the data analytics executive is well rounded. The analytics or insights executive is a crucial hire; their role is focused on solving questions and addressing challenges across various disciplines, very often at the highest levels of the organization. They need to know how to assess technology based on business owner problems and stakeholder buying.

Common Hiring Mistake #4

Graphs, data

Hire leaders who have only done rotations in one business line. Not having broad-based business line exposure may hinder the leader’s ability to understand the data or know the right questions to ask for various businesses. Only hire a leader with platform experience with no rotation in data governance or analytics. The CDAO role is a hybrid multidisciplinary role. It would be interesting for someone to go back and name people or titles that were some of the first CDO or CDAO roles. Is anyone up for this challenge? It would help us understand the evolution even further.

What To Do About Common Hiring Mistake #4:

Ensure the data analytics leader has rotations in all aspects of data analytics. In many roles today, the analytics leader is a C-level executive. Therefore, business knowledge, industry knowledge, and deep knowledge and experience in data analytics are essential. Some of the best analytics leaders have done rotations supporting the different product or customer types. They have come up the ranks by managing the various sub-components of analytics: insights, modeling, BI, data science, data strategy and governance, mar tech, execution, and more. This is an essential point: each team under the data analytics leader will think the CDAO practice or function is all about only what they do, often saying we have everything covered when they don’t. The pain points are so much broader.

Cross-industry knowledge can be helpful as it can bring a different or outside perspective. However, it is essential not to underestimate the critical value of having a data analytics executive (or at the very least the team under them) who has mastery of your own industry’s data if possible. There can be some crossovers if the role is acting, and the first CDAO will start the function with a plan to upskill or bring industry expertise in later.

Cross-over hires can be appropriate at more junior data analytics levels. This can be problematic at the most senior level, especially when data analytics is expected to drive strategy and regulations for data usage are complex. The regulatory environment of the past seven years has forever changed how data can be leveraged, mainly in financial services (cards, insurance, and banking) for customer targeting and risk management. Knowing the complexities of the data enables the analytics leader to abide by the regulations and mine what is permissible for opportunities to grow the business. So know that if you are keen on hiring from outside your industry, there is a cultural/fit risk. Also, one question to ask the candidates is about the speed or velocity at which projects and changes happen at the company they are at now versus your company. How a tech company gets things done may be very different from a book publisher or a bank, for example.

Common Hiring Mistake #5

Man looks at graphs and data

Hiring the data analytics leader at the wrong level. Companies are often still developing what data analytics functions do and where they report. If the data analytics leader is put into the wrong reporting hierarchy, that can backfire both for the candidate and the firm. For example, data analytics often requires executive support as the function requires investments and, as a relatively new discipline, may require senior executive management sponsorship to remove barriers and increase adoption. In addition, the best data analytics leaders and functions should strive to provide an independent point of view on business or functional measurement and a source of truth. Since most data analytics executive roles are change leadership roles, the hiring manager must be the ultimate decision-maker in any hiring process. Also, be cautious to ensure that the folks on the hiring committee have no conflicts of interest or underlying agendas for the data analytics role. You may include other data and analytics experts but ensure that if the role will be asked to restructure an area, the folks doing the interviewing are not the folks impacted as an example of potential conflicts.

What To Do About Hiring Mistake #5:

Ensure the leader reports to the right C-level executive at the organization’s top or within the line of business. For example, if the role is for a line of business, the ideal reporting structure is to have the analytics leader provide facts and data to help with decision-making for the head of the company. The perfect state is for data analytics to report at the highest levels of the organization, quite possibly as a trusted advisor to the CEO, COO, business president, or CMO to help executives make the best decisions based on all that data analytics has to offer. Generally, data analytics functions are about looking for opportunities and not only for cost savings. The investments executives make in analytics can be returned tenfold. Hence, we recommend that the data analytics leaders not report to functions that are only support or cost containment types of roles. Roles such as the CTO, chiefs of staff, or other chief administrative functions, which tend to be more support or shared services, only emphasize the cost or defensive aspects of the role and note the business uplift. Data analytics leaders and functions need to be where they can best inform strategy and drive growth and competitive advantage. (While we acknowledge that there are many different ways to organize, we suggest this as a barometer.)

More and more, I am seeing that the CDAO role is reporting to the CIO role, and people are asking me if I think that is a good thing. It will depend on the focus they have on the CDO/CDAO. If it is purely data, it will be a challenging ride for everyone, and we will explain why in subsequent posts. Also, one thing I can say about reporting to the CIO if the CIO is also the COO, as is the case in many organizations, is it can be helpful from an investment point of view. Still, it depends on the level of budgetary authority of the CIO and if they can genuinely champion the role throughout the business.

In closing, data analytics is an evolving field and is finally coming to its right within organizations; therefore, hiring a data analytics leader requires special care and attention and goes beyond general management behavioral interviewing in favor of a more robust integrated approach. It is vitally essential for the hiring manager to make sure that HR, recruiters, and all team members involved in the hiring decision understand the phenomenon discussed in this article. Data analytics leaders (truly a multidisciplinary role) should be assessed on leadership dimensions, subject matter experience, rotations, and industry contacts and knowledge. This article’s point of view hopes to open up further debate on hiring the data analytics executive while maintaining that the traditional way for this newer, more technology and knowledge-driven field may no longer produce the best hiring outcome.


How To Apply For A Job You’re Not 100% Qualified For

How To Apply For A Job You’re Not 100% Qualified For

One of the biggest job search struggles is figuring out which jobs you should apply for. You have to look at the job description, the skill requirements, and the overall qualifications for the job, and then determine whether it’s a viable employment opportunity for you or not.

It’s often more difficult discerning which jobs you’re qualified for (the ones you really have a shot at) than you think. So, how do you know if you’re actually qualified for a job or not? Should you apply for jobs you’re not 100% qualified for?

The short answer: Yes, you absolutely should.

Here’s how to apply for a job when you’re lacking some of the qualifications.

1. Use The 90% Rule

The first step to applying for a job you’re not sure you are qualified for is determining whether you’re qualified enough. This is where the 90% rule comes into play.

After studying the job description, the list of qualifications, and the skill requirements, you should have a good idea of what the employment opportunity entails. Now, after looking at your resume, do you think you’re qualified? If you have 90% of the skill requirements, you are qualified for that job and should apply for it.

When you apply for a job, it’s always important to include all relevant skill sets, experience, and keywords on your resume, so it gets past the applicant tracking system (ATS). This is especially true when you only have 90% of the qualifications, since leaving out just one skill could prevent your resume from ever landing in the hands of the hiring manager.

Customize your resume for every job you apply for to avoid this mistake. This way, it’ll make it easy for employers to see that you do have most of the qualifications and skill requirements for the position. Remember: 90% is the magic number. Any less, and you’d be wasting your time if you apply.

2. Close The Experience Gap

Man writes his resume on his laptop

In order to close your experience gap, you need to offer the employer something else they won’t find in most job candidates—and that’s excitement for the job opportunity.

What you lack in experience you can make up with a common connection. Convey to the potential employer your enthusiasm and excitement for the company’s products, services, or mission. Explain what you respect and admire about the company. Even if you don’t have some of the experience and qualifications the employer is looking for, you have the internal motivation and desire to work for their company.

In addition, this connection shows that you would be a great cultural fit within the company. Whatever skills you don’t have, they can probably teach you. But employers know you can’t teach cultural fit. This is where you would stand out among other candidates for the position.

A great way to establish that connection with an employer is to write a disruptive cover letter. Tell your story, convey your excitement, and land that interview!

3. Network Your Way Into The Company

Woman networks on her

Here at Work It Daily, we believe your network is your net worth. And the statistics agree. Over 80% of jobs are gotten via referral. So, receiving a job offer usually comes down to who you know.

If you’re not 100% qualified for a job, your networking skills will play a big role in your ability to get an interview. Use your network to get introduced to someone who works at the company. Begin by reaching out to current employees of the company or friends who might happen to work there, and ask what it would take to stand out and get hired. Note: you’re not asking for the job. You’re just asking for more information.

This strategy is extremely effective at opening doors with potential employers and getting your resume in the right hands.

When you have most of the qualifications and a great connection story explaining why you’re passionate about a company, networking is the perfect final step. Next time you’re debating whether to apply for a job or not, remember the 90% rule. Employers know there’s no such thing as the perfect job candidate. But with these steps, you can be a great one.

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This article was originally published at an earlier date.