Designing a data-driven learning strategy with Ryan Sarpalius from Facebook

Designing a data-driven learning strategy with Ryan Sarpalius from Facebook

November 6, 2020
Vidoe Ryan

“Pay attention to how people learn outside of work: How do they learn in their personal lives? What elements of that can be translated into professional learning? How can you leverage that instead of trying to force them into training methods that may be outdated?”

Ryan Sarpalius, has built learning programs to support the scaling of some of the world’s fastest-growing organizations including his current role at Facebook and previously, Uber. He joined Spekit CEO, Melanie Fellay, to peel the layers of the learning onion in a no slides, all insights, fireside chat. Read on or watch the episode below for insights into the hot topics that keep learning professionals up at night including how to measure the business impact of training, using data to influence your learning strategy, selling the value of learning within the organization and more!

Watch the chat above or listen to the podcast on Spotify or iTunes.

Selling the value of training

Ryan is currently at Facebook, but met Melanie in his previous role at Uber and before that, his experience spanned from the energy sector to technology, focusing on both human performance and how it impacts business results. With such a wide range of experience, he’s seen what it takes to adapt learning programs and strategies at businesses of all shapes and sizes.

“I’ve been at some organizations where they’re literally looking at every dollar spent and asking, what’s the value? Can you prove it to me? And, other organizations where nobody is asking the question and they think of training as just a thing they float some dollars to,” he said. “For me, it’s really been about positioning myself and my teams as a proactive partner in the business.”

He stressed that you really need to position the work you do by understanding how it will impact the business, asking questions before the stakeholders do and knowing the value you’re bringing and why.

Selling the value of what you do is a challenge that many departments face, including enablement leaders as Melanie interjected. Often, if something goes wrong, the department is blamed for not getting enough training and on the other hand, if all goes smoothly, very little appreciation is received. This back and forth struggle is due to the lack of ability to actually measure training and how it helped in reducing errors.

So, how do you measure the impact of training?

Using data the measure the impact of training

“There’s really a spectrum there and a lot of it depends on what your organization can do and the maturity/capability of your team,” said Ryan. “But, generally speaking, everywhere I’ve been we followed a general Kirkpatrick approach, mostly because it’s really translatable to other people and tools in the industry that we can leverage. And, this is about really understanding that the amount of effort and costs it’ll take to evaluate on a much richer, deeper lever will go up the further you go,” he said.

He explained you need to evaluate if you’re launching a new program or system, is it really worth the effort to fully demonstrate the impact it’s having? In some cases, measuring the value will be a survey, knowledge or skills assessment, etc. Something that will help you understand when they walk out of that training course and go back to their job, did they internalize that information and put it into practice. But, really evaluating beyond that can be intensive in terms of resources and time. Ultimately, it’s about identifying the value of the program or projects beforehand and determining what level of data do you absolutely need to be able to prove the effectiveness of your efforts.

“I think what they (executives) want to see is that we’re all trying to achieve the same thing,” said Ryan. “Showing how you’re contributing to that goal will go a lot further than trying to come in and say, we can solve all your problems by doing this and this,” he said.

It can be really difficult to isolate the exact impact on business outcomes and relies on what data can be collected. Ryan has been a part of organizations with limitations in data and those where any type of data is accessible. It needs to be based on how you can meaningfully determine the impact of the interventions and solutions provided. This then assists teams to confidently present their findings as to how those changes will solve a particular issue.

Ultimately, it’s a team effort across the board, and the most important thing you can do is (instead of trying to measure every single thing) identify in advance what you absolutely need to measure to ensure that each initiative is successful.

Identifying high performers to design learning programs

Gathering enough data to label top performers is vital to designing learning programs that will help others work toward that level. Furthermore, you need to articulate the value it will bring back to the business. Work and communicate with managers to paint a picture of the desired output or what a good performer looks like and filter by who is actually getting closest to that in terms of performance. That helps in highlighting key points that can later be the role model or comparison criteria for others to meet and elevate to that scale.

“That’s one thing we’ve focused on a lot recently,” said Ryan. “Methodologies and trying to understand human performance is really trying to get down to what does a good performer look like, what are all the things that get to that? And, spoiler alert, is usually not the training by itself, right? It’s usually a whole of other things are expectations, do they have the support they need and all kinds of other things that go into actual outcomes and performance.”

Creating a blended learning strategy

Ryan’s written a lot about creating blended learning strategies. A few key points he closely keeps an eye on are the difficulties, frequency and importance of a task being performed while simultaneously understanding the complexities and criticalities of it to the business. Figuring out what actually and meaningfully moves the needle while identifying how complex it is from the learner or performer’s perspective.

These questions can help determine what strategies and solutions need to be brought to the table. As operational learning is expensive, making the most out of each session by focusing on the key components is the best utility. Some parts in the training, which are unlikely to be retained, can be reinforced in workflow training through continuous reminders or prompts within an employee’s day to day workflow.

“I’ve had a lot of experiences where we’ve just packed as much as you can into one or two hours you have with the learner because they need to know everything,” he said. “We’re really trying to push back on that and understand what really needs to be learning based on the criteria in formal learning and what can be reinforced through things like workflow learning and microlearning. It’s an important conversation to have and to try and get right. Again, it’s educating stakeholders a lot who don’t truly understand what learning is. You’re trying to help them understand how employees can get the most value out of training.”

Training is expensive any way you swing it. It’s time away from the sales floor or either way, downtime for the business. Ryan stresses how essential it is that when you make that time, you’re focused on making it as rich and meaningful as possible. You need to be able to decide which things deserve a full hour session, and which things are maybe too complex and require constant reinforcement through different methods when and where the information is needed most.

Pay attention to how people learn outside of work: How do they learn in their personal lives? What elements of that can be translated into professional learning? How can you leverage that instead of trying to force them into training methods that may be outdated?

Get help assessing next steps for your organization

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How to Kickstart Digital Transformation In Your Enterprise Featuring Dan Ritch, the CIO at NorthMarq

How to Kickstart Digital Transformation In Your Enterprise Featuring Dan Ritch, the CIO at NorthMarq

October 14, 2020
Social Asset 3 3

“Before COVID, employees could just swivel their chair when they had a question over to the Salesforce team and they’d have help. When they’re working from home, how do they do that? That’s what Spekit has become for us. The swivel chair to quickly get answers while remote.”

With rapid technology advancement comes the need to digitally transform businesses parallel to this rapid rate of change. Dan Ritch, the CIO at NorthMarq, has been a part of some iconic and top-notch companies like Dell, IBM, Honeywell, working to drive digital transformation. He joins Spekit CEO, Melanie Fellay, to discuss the most innovative strategies and tactics a business needs to drive transformation across various sectors including Operations, Sales Enablement, Information Technology and beyond.

Here’s our interview with NorthMarq CIO, Dan Ritch.

Watch the chat above or listen to the podcast on Spotify or iTunes.

The three pillars of Digital Transformation

Digital transformation for NorthMarq has been centered on three pillars being growth, talent and innovation. Working in close connection with enabling internal teams as to how they can better serve customers.

  • Growth: Focus decisions on technology to grow the business faster than ever before
  • Talent: Integrate the best tools and technology to attract the right talent
  • Innovation: Blend innovation to the extent where internal team ideas can be brought together and the best are implemented

Dan Ritch emphasized that businesses must look for champions, people who are experts in their field and who want to bring about change for continuous improvement. These individuals help cascade the message positively throughout the organization, promote buy-in and establish credibility. Involving them in every aspect of the business and using their insights and feedback helps to construct the strategies that lead to success.

Melanie added on by highlighting the differences of focus between the business and the IT teams and how the business champions here prevent friction between them. She appreciated how NorthMarq has been super active about building those champions, whom the business can rely on, as they have influence over various levels in the organization. Furthermore, praised Dan for implying the distinction that not only leaders/managers bring improvement, but also those champions who care and sincerely work towards growth.

Dan also commented on how choosing the right partners can be a game-changer to assist in driving the business forward and achieving the goals set. NorthMarq has partnered with Sense Corp, Salesforce and Spekit who understand their model and help to drive it.

NorthMarq’s leadership had set priorities to be followed up on a monthly basis and no matter what these had to be maintained. This helped the company stay in focus throughout, with have-to-do tasks assigned and followed through. This became more of an internal competition considering who brings the business the most value.

Melanie later shared a perspective she got from various company leaders that no matter how much you innovate at the rate your technology team can, but if the end-users or your business are unable to consume that innovation, or learn from it, then the company will face roadblocks. Stressing why digital transformation needs to be parallel with digital adoption.

Regular communication: A game changer

Winding up, Dan stressed on the importance of regular communication in the form of small digital bites. Having weekly meetings, where the leadership of each department specifies and briefs on what is next, what all has been achieved, what is about to change, what is about to impact a specific department, etc. And, once communicated verbally, these are embedded into training with the help of Spekit. This empowers end users and helps them make decisions.

He also shared an interesting perspective of their employee about Spekit, that pre-COVID he could swivel his chair and get answers or help from the team. But as COVID enforced working remotely, this was not easily possible, hence Spekit became their swivel chair and provided answers to all queries, one click away.

The value in wise partnerships

Regarding partners, Dan emphasizes choosing them wisely. Partner with those who are able to understand the business model well and know the strategies. When everyone is on the same page, leadership is clear on the direction and partners are able to fully decipher strategies and goals, then they are able to recommend changes that may give a sudden boost and drive the business to the next level.

Adopting and adapting to digital transformation aligned with innovation and technology advancements can really be a turning point for businesses today. Digital transformation assists in modifying customer experience, uplifting collaboration between teams, escalating agility and innovation, renovating skills and cultivating a digital culture boosting productivity.

Opting to stay away from digital transformation is no longer a choice, like in the past. As of today, it’s the businesses that fully adopt digital transformation that will be the ones who prosper.

Get help assessing next steps for your organization

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8 Steps to Creating a Culture of Adoption

It’s one of the biggest questions you face as a Salesforce leader: You’re responsible for your team not just using but correctly using Salesforce, how can you create a culture of adoption to make it happen? 

Not to worry, Spekit CEO Melanie Fellay has broken it down in this quick 20-min Q&A session on Salesforce user adoption best practices! Not feeling like a video? We’ve pulled our favorite eight tips for you below.

Step 1: Understand that you are the salesperson 

What? No… 

Yes! You are an internal Salesperson in your organization! It is your job to sell your users on why Salesforce is going to make their life easier and ultimately get their buy-in. Think about it, if you build the most robust and comprehensive solution that should be a game-changer for your org but no one is using it, does it really make a difference? That’s why the first step is to put on your sales hat.


Step 2: Sell the “why”

To sell people on using Salesforce every day, they and you need to understand the “why.” What value will it give to them? What impact does user adoption have on the business? This means talking to all the different teams using Salesforce. Find out what concerns they have, what’s holding them back and what success would look like for them.  Finding out the challenges will lead you to create solutions people want to use.


Step 3: Start from the ground up

It’s easy to assume that your best bet to drive better adoption is to start from the top with the leadership team. However, your best bet is to start from the bottom and work your way up. Why? In order to show leadership why this initiative is useful and how it will make a positive impact when it comes to top-line objectives, you will need to have some buy-in from users first. If day-to-day use in Salesforce is low, how can you convince leadership they should direct more money and resources into it?


Step 4: Make it fun

Creating a culture of adoption does not have to be painful. Make it as fun and easy as possible for users to drive home the value of Salesforce. Start with creative ways to do training sessions or communicate changes. Instead of the same old email packed with details, try having lunch and learns, do an internal competition, or recognize achievements. The sky’s the limit! Get creative, have fun, and make it as painless as possible.


Step 5: Find internal advocates

It’s much easier to get people on board if their coworkers are already excited about the tool. If someone on the Sales team is using Salesforce to crush their number, other reps will want to jump on board as well. Identify someone (or multiple people) on each team who already are perceptive of your adoption initiatives. This will make it a much easier lift and drive usage from within each team. 


Step 6: Identify the quick wins

Start with the low hanging fruit. What would make your users’ lives easier right away? Maybe it’s a dashboard on the homepage that consolidates all the information they need to know at the beginning of every day. Maybe it’s as simple as an email template they can use that will get them to work in Salesforce and not around it. Find out what small action you can take to make their job easier and keep them from falling back on outdated legacy systems.  


Step 7: Leadership buy-in 

After you have buy-in from the bottom up, it’s time to take your initiative to leadership. When it comes to selling the leadership team on a project you are undertaking in Salesforce, lead with math. Yes, math. Identify a top-line objective and tie your initiative to it. Then show them why it mathematically makes sense. For example, if you are implementing a new solution, try something along the lines of the following: 

“By implementing (INSERT TOOL HERE), we can save (x) minutes on every doc that gets created. Every rep creates (5x) docs per week so it will save (x) amount of time per month!?”

The formula for executive buy-in:

Identify a top business objective + showcase how this project ties back to that + why does it mathematically make sense = leadership buy-in!


Step 8: Reinforcement 

Salesforce adoption is a continuous process. Every time you make a change, an update, implement a new tool, etc. you will need to get buy-in all over again. Make it a continuous process. Don’t wait until people stop using it, keep them moving forward and recognizing value with every change that comes. Hold quarterly training sessions, communicate with users face-to-face (or video call!). This will be the difference between short-term and long-term adoption. 


And just like that, you’re well on your way to driving Salesforce adoption in your organization. Get ready to feel like a rock star.

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