Where does leadership development fit with BravaTrak?
The purpose of investing in leadership development is to improve business outcomes, and the way to achieve this is by improving the “on the job” leadership performance of managers.
The BravaTrak® Leadership Analytics process helps optimise effective leadership performance.
- If training hasn’t been provided, the BravaTrak® Leadership Analytics process makes the most of the skill set manager's already have.
- If managers have received training it helps embed the new skills they have learnt.
The BravaTrak® Leadership Analytics process and Leadership Training work together to optimise the leadership performance of managers and increase employee engagement.
“On the job” training is critical to high quality leadership development and learning.
Research from DDI shows that in high quality leadership development programmes 80% of the time is focused learning “on the job” and from others, with only 20% of time spent in leadership training.1
Organisations which implement robust processes to enable learning “on the job” and from others, and support managers in applying their new skills, typically gain significant improvements in leadership performance and employee engagement.
How does BravaTrak® Leadership Analytics maximise learning “on the job” and from others?
We know from experience that training only delivers Capability. It cannot deliver Performance. For “on the job” leadership performance to improve, managers need to be motivated and supported to apply what they have learnt, and they need to be held accountable for taking action.
BravaTrak® Leadership Analytics focuses on behavioural change and improving organisational outcomes by:
- Measuring the “on the job” leadership behaviours of managers
- Providing a framework and process for attaining improvement
- Reviewing progress to ensure improvement occurs.
Kirkpatrick’s model of leadership training evaluation.
It is useful to consider Professor Kirkpatrick’s model of training evaluation to fully understand where training fits.
The 4 levels of evaluation for leadership training are...
What participants thought and felt about the training.
The resulting increase in learning as identified from knowledge and skill tests.
3. Behaviour Change
The change in on-job behaviour due to the training.
The business impacts and commercial results that occurred because of participation in the training programme.
When organisations only focus on providing training, there is often high spend with little benefit.
If the implementation of training is solely owned by HR, rather than being co-owned by HR and business units, there can be a lack of buy-in from the business unit which means there is little motivation for managers to implement what they’ve learnt.
This is like pouring money into a BLACK HOLE – there is no change in “on the job” leadership activity, no change in employee engagement and no change in business performance.
When managers are not held accountable for applying the new skills they have learnt, and there is no measurement of change in “on the job” leadership performance or its correlation with business performance improvement, leadership development gets NO TRACTION.
It is only when there is co-ownership of leadership development by HR and business units that there can be a focus on business improvement.
Without any measurement of “on the job” leadership behaviour and it’s correlation with business performance improvement, it’s not possible to know what is working and what isn’t. You are RUNNING BLIND.
When there is long-term business improvement focus, and measurement of leadership performance is in place, leadership development becomes PERFORMANCE DRIVEN.
BravaTrak® is the solution to become PERFORMANCE DRIVEN. BravaTrak® gives you visibility of leadership performance – enabling on-going improvement in leadership effectiveness, employee engagement and business performance.
1. DDI. (2014). Global leadership forecast 2014/2015, p. 29.