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Best Practices in Training & Development

■ Doing Learning Right Convergys . . . . . . . . . . . . . . . S3

The need for corporate training is well established in today’s business environment.
Research has long demonstrated the positive link between investments in training and
shareholder return. According to the 2006 ASTD State of the Industry report, companies
that spent slightly more on learning reported improvements in employee and customer
satisfaction, quality of products and services, productivity, revenue and overall profitability.

■ Six ways to link human resources development to your bottom line Kepner Tregoe . . . . . . . . . . . . S5

In today’s cost-conscious, rapidly changing environment, efforts to sustain the relevance of

human resource development hinge on three golden words: return on investment (ROI).
Demonstrate your the ROI of human resource development and chances are it will not go MIA.
But how can HR demonstrate that its people development adds bottom-line value?

■ Quiznos Supports Franchise Owners with Blended Learning Learn.com . . . . . . . . . . . . . . . S7

Ranked by Nation’s Restaurant News as the number one national chain of restaurants in terms of
growth of U.S. units from 2002 to 2006, Quiznos feeds corporate growth with a comprehensive
training program for franchise owners and store managers. The training program is central to the
company’s business strategy because it enables new franchise owners with no small business or
food industry experience to learn how to profitably operate a Quiznos restaurant.

PREMIUM SPONSORS

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070521_WhitepaperFinal.qxp 5/14/2007 3:28 PM
Best Practices in Training & Development
M A R I A N N E L A N G L O I S, V P |C O N V E R G Y S L E A R N I N G S O L U T I O N S
T
he need for corporate training
is well established in today’s
business environment. Re-
search has long demonstrated
the positive link between investments in
training and shareholder return. Accord-
ing to the 2006 ASTD State of the Indus-
try report, companies that spent slightly
more on learning reported improvements
in employee and customer satisfaction,
quality of products and services, produc-
tivity, revenue and overall profitability.
However, many organizations still
struggle with the changing drivers behind
learning. Companies need to deliver more
training to more people to be competitive.
According to ASTD, the per-employee
training spend increased from $1,298 in
2003 to $1,434 in 2006. The average
number of hours each employee spends
in training also increased from just over
42 in 2002 to more than 45 in 2006.
Companies are spending more time
and money on learning, but are they real-
izing more returns?
There is a way to break the ever-esca-
lating relationship between more learn-
ing and more spend. Organizations have
been outsourcing learning content devel-
opment for some time. But selectively
outsourcing other portions of the learn-
ing function—from administration and
operations to technology and content
sourcing—can drive greater efficiencies
within the learning department, while al-
so linking learning initiatives with orga-
nizational goals.
How do you know if outsourcing is
right for you? A diagnostic examination of
your learning organization may provide
the answer.
A diagnostic approach, which typical-
ly spans four to six weeks, analyzes areas
within your organization that could be
improved upon. Learning experts from
the outsourcing provider can assess your
current programs, activities and spend-
ing. By thoroughly assessing each of
these areas and benchmarking your
Page 3
Doing Learning Right
learning function’s performance against
industry standards, you can determine
which parts will deliver the greatest ROI
if outsourced. Once the initial assess-
ment is complete, you can see where
your organization stands, relative to other
organizations. The costs of performing a
diagnostic are not prohibitive, and in the
long run can save money and improve the
learning function as a whole.
There are some common problems
that a diagnostic could highlight. Many
companies rely on redundant multiple
learning management systems or ERP
platforms. Some are saddled with out-
dated systems. Still others have not in-
vested in learning technology at all. In a
decentralized environment, there is du-
plication across business units, as con-
tent sourcing and vendor management
are handled by various training staff
members. The organization loses out on
the power of combining “buys” for more
leverage with vendors.
A third major challenge is associated
with administration and operations, as
learning staff members find their time in-
creasingly stretched across less strategic
tasks. In fact, studies show that nearly a
third of their time is spent on administra-
tive duties like registering learners,
scheduling courses, maintaining databas-
es, managing resources, instructors and
facilities, selecting and managing ven-
dors. Many times, learning investments
represent a fixed cost for the business
and cannot be changed to accommodate
fluctuations in training requirements.
How can outsourcing help? Cost re-
duction is the primary reason most or-
ganizations choose to outsource. There is
more visibility into the learning spend,
giving the organization greater control.
Outsourcing providers have a great deal
of experience in technology hosting that
their clients can capitalize on. Compa-
nies that rely on a provider for content
sourcing reduce the complexity of man-
aging multiple vendors, as the provider
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manages those relationships for them.
Outsourcing administrative functions re-
duces the fixed cost burdens placed on
the learning department. With adminis-
tration and operations outsourced, it is
the provider that absorbs fluctuations in
training budgets and requirements.
The learning experts who work with
outsourcing providers also are up to
speed with industry best practices. This
enables the organization not only to stay
on top of learning trends, but also helps
manage compliance with new legislative
rules. Another advantage to outsourcing
is improved access to analytics. Accord-
ing to Bersin & Associates, companies
that outsource are 18 percent more like-
ly to say their learning is “extremely ef-
fective” than those that handle every-
thing internally.
Once a selective outsourcing approach
is adopted, improvements to the learning
function’s efficiency and performance
will build, and the strategic connections
between the learning function and the
enterprise’s goals can be realized.
VP PROFILE
Marianne Langlois, Vice Presi-
dent, Convergys Learning Solu-
tions, has been recognized as one of
the “Twenty Most Influential Train-
ing Professionals,” in 2007 by Train-
ing Industry Inc. With more than 20
years of successful learning busi-
ness experience in companies such
as Haverstick Consulting and
BISYS, Langlois
is the driving
force behind the
transformation
of Convergys
Learning Solu-
tions to a global
provider of con-
solidated learn-
ing services.
MANAGEMENT S3
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Best Practices in Training & Development
Six Ways to Link Human Resources Development to Your Bottom Line
I
n today’s cost-conscious, rapidly chang-
ing environment, efforts to sustain the
relevance of human resource develop-
ment hinge on three golden words: re-
turn on investment (ROI). Demonstrate the
ROI of human resource development and
chances are it will not go MIA. But how can
HR demonstrate bottom-line value?
1. Set expectations before learning
begins—Setting expectations and pro-
viding management support before for-
mal learning begins helps participants
understand what will be expected of
them and how training will relate to
their work.
One pharmaceutical manufactur-
er had received a warning letter from
the FDA citing a backlog of open inves-
tigations and failure to consistently find
root cause. To remedy the situation, fa-
cilitators were developed to conduct
workshops in problem solving and pre-
vention for all employees involved in
the writing of investigations. In one of
the company’s facilities, the facilitators
also conducted hour-long pre-workshop
meetings that set expectations for the
workshop participants. When results
were measured, this facility outper-
formed all others. In addition, by iden-
tifying issues for future resolution and
targeting investments accordingly, the
company could forecast probable out-
comes and then calculate ROI.
2. Provide coaching to support
success—Coaches can often guide
employees as they apply their new
skills. For instance, a medical insur-
ance company found that it needed to
expand its IT staff ’s problem-solving,
decision-making and project manage-
ment skills. Facilitators were trained
to conduct workshops to impart these
skills and to provide coaching support
afterwards. The news spread quickly
to the rest of the organization, which
began requesting coaching help. This
maximized ROI and also ensured that
the ongoing benefits of training were
documented.
Page 5
KEPNER-TREGOE
3. Require evidence of application of new
skills—One key challenge for new learn-
ers is to identify application opportuni-
ties. When engineers at an oil refinery
were trained in troubleshooting, manage-
ment set the expectation that they would
be required to begin specific trouble–
shooting applications during class and
then complete them back on the job. In
the process of working on a gasket prob-
lem, one participant discovered that a re-
cent explosion in the plant had loosened
gritty material, which had begun to work
its way through the system. He then
asked, “Where else could this material
be?” The material was found in an im-
portant but rarely used part of the plant
that was due to be started up shortly.
If this participant had not been re-
quired to apply his new skills, ask ques-
tions and find the cause of the gasket
wear, the line would have shut down at
the moment it was most needed. Sure,
it’s important to connect the front end of
skill development to the business, but it’s
equally important to ensure that results
improve ongoing business operations.
4. Create a work environment that supports
the use of new skills—If the work envi-
ronment makes it difficult to use new
skills, development dollars are wasted.
Sun Microsystems sought to reduce the
amount of time Sun engineers were tak-
ing to solve customers’ complex prob-
lems by implementing the Sun Global
Resolution Troubleshooting method.
The approach went well beyond class-
room training to include coaching, per-
formance system changes, process re-
design, software tool development, and
Six Sigma discipline. This 360-degree
approach ensured that classroom learn-
ing was integrated into the workplace
environment and that engineers had the
motivation, resources, and supporting
processes to excel. Result: Sun reduced
customer wait time by over 1200 years
per year, and average time to solution
decreased 52 percent for internally es-
calated cases.
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5. Monitor ongoing application of new
skills—How can you encourage learners
to use their new skills, now and in the fu-
ture? A major food manufacturer initiat-
ed a program that added the application
of newly acquired problem-solving and
decision-making skills to its associates’
scorecards. Managers required docu-
mented use of the new skills each quar-
ter. In this way, managers set expecta-
tions for participants and provided them
with self-regulating feedback. Within a
year, application of the skills became ‘the
way work was done’. Measuring and
monitoring the ROI ensured that its val-
ue to the business wasn’t left to chance.
6. Keep learning results-based—The pur-
pose of learning is measurable results.
Skill development must be driven by
strategic and operational objectives. For
example, Kepner-Tregoe skill develop-
ment efforts can involve integrating
classroom learning with work-related ap-
plicaton. During a workshop in manu-
facturing setting, participants learn
problem analysis and move directly to
their plant floor to apply the newly
learned concepts to existing and poten-
tial problems and to document results
and savings. At Honda Motors of Ameri-
ca, we’ve provided an approach that
combines facilitators with classroom and
online learning. The focus is on rapid
skill transfer and business results.
Final note —By taking these six actions to
improve the ROI of your development efforts,
you’ll likely keep the cost cutters looking else-
where to reduce overheads.
Kepner-Tregoe, Inc. (KT) uses a rational
thinking approach to develop the capabilities
of individuals and organizations. Through tar-
geted consulting and training engagements,
KT helps organizations achieve rapid results
and embed lasting change. Learn more online
at www.kepner-tregoe.com and contact KT at
info@kepner-tregoe.com. ■
OFFICES LOCATED WORLDWIDE:
THE AMERICAS
EUROPE/MIDDLEEAST/AFRICA
ASIA-PACIFIC
MANAGEMENT S5
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Best Practices in Training & Development
Quiznos Supports Franchise Owners with Blended Learning
IN THIS CASE STUDY
Ranked by Nation’s Restaurant News as
the number one national chain of restaurants
in terms of growth of U.S. units from 2002
to 2006, Quiznos feeds corporate growth
with a comprehensive training program for
franchise owners and store managers. The
training program is central to the company’s
business strategy because it enables new
franchise owners with no small business or
food industry experience to learn how to
profitably operate a Quiznos restaurant.
Company Overview
Starting as a single restaurant in Denver,
Colorado in 1981, Quiznos, a leader in the up-
scale sandwich category, has expanded to more
than 5,000 locations worldwide, making it one
of the fastest growing restaurant chains.
The Business Environment
Every Quiznos restaurant is operated by a
local franchise owner and a store manager
hired by the owner. This contrasts with other
Quick Service Restaurants, whose restaurants
are operated by both franchisees and the fran-
chising corporation.
Quiznos University
Quiznos University (QU) trains franchise
owners and store managers on the business as-
pects of running a quick service restaurant.
Every Quiznos store in North America must
have a franchise owner and store manager cer-
tified by Quiznos University.
Corporate employees who work directly
with franchise owners and store managers
must earn a diploma from Quiznos University.
Heading up the learning program is the
Quiznos University chancellor, who holds a
doctorate degree in education.
Blended Curriculum
Earning certification from Quiznos Univer-
sity requires the successful completion of a 9-
month blended curriculum consisting of three
programs – QU-101, QU-102 and QU-103.
Learning content covers every aspect of
running a Quiznos store– from preparing
food to generating profits. To advance from
one program to the next, franchise owners
Page 7
LEARN.COM
and store managers must pass several quali-
fying examinations.
Spiral Learning
The blended curriculum is specifically de-
signed to support the concept of “spiral learn-
ing.” The curriculum attempts to introduce
most key concepts early on and then build on
those ideas over time as they are applied to
more complex situations.
QU-101: Online Learning
The QU-101 curriculum offers franchise
owners and store managers knowledge regard-
ing: financials, operation procedures, food
safety and sanitation, and more.
The initial Welcome / Orientation course is
shipped to franchise owners on a CD. All oth-
er courses are accessed via the Learn.com®
LearnCenter® platform, which include:
• Lessons and tutorials
• Online operations manual
• Enrollment status
• Registration
Sub Commander
Simulation Game
To help franchise owners and store man-
agers prepare the company’s 32 subs, Quiznos
University developed a sandwich-building sim-
ulation game, called “Sub Commander” as part
of the QU-101 curriculum. Players progress
through increasing levels of difficulty, much
like a video game.
QU-102: Regional Store
Training
After completing the QU-101 online cur-
riculum, franchise owners and store managers
advance to QU-102, regional store training,
where they learn how to: prepare food, serve
customers, order products, and more.
QU-103: Classroom
Instruction
The Quiznos University classroom experi-
ence, called QU-103, covers the fundamentals
of: small business management, promotion
and advertising, leadership, and more.
Lessons Learned
In the process of designing and implement-
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ing a blended curriculum based on the con-
cept of spiral learning, Quiznos has learned
several important lessons that can be used by
other learning organizations.
• Spiral learning is a more complex design
than a traditional approach of developing
one course, then another, then another.
Quiznos University is able to handle this
complexity because it is willing to commit
the instructional design resources re-
quired to implement and support the con-
cept of spiral design.
• Quiznos instructional designers were new
to the idea of spiral learning, so they had
to work through a learning curve as the
program was built. Learn.com and the
chancellor, who had extensive experience
in a former e-learning company, support-
ed their learning process.
• Quiznos University also needed the plan
to make sense to learners mostly through
the Welcome / Orientation CD, which
learners receive when they sign their fran-
chise agreements.
Conclusion
Quiznos University is currently delivering
one of the most innovative and comprehen-
sive learning programs found in the retail in-
dustry. It has developed a blended curricu-
lum of e-learning, hands-on regional training,
and headquarters classroom instruction,
which supports the reinforcement of key
concepts via spiral learning.
Student learning assessments are given at
every level of the program, and a simulation
game was developed to boost retention of sand-
wich making information. Overall, the Quiznos
University learning program successfully ad-
dresses many of the company’s business chal-
lenges, particularly the lack of restaurant and
small business knowledge and experience
shared by many of its franchise owners.
About Learn.com
Learn.com, the world leader in on de-
mand workforce development and productiv-
ity, is being used by some of the world’s most
successful organizations to ensure that their
workforce is dramatically more effective, ef-
ficient, and organized and we can do the
same for your organization.
MANAGEMENT S7
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For more information on the companies that contributed to this

white paper, visit their web sites or contact them directly at:

Convergys Corporation Kepner-Tregoe

Corporate Headquarters PO Box 704
201 East Fourth Street Skillman, NJ 08542
Cincinnati, OH 45202 Phone: 609.921.2806
Phone: 800.344.3000 Toll Free: 800.537.6378
www.convergys.com www.kepner-tregoe.com

Learn.com
14000 N.W. 4th Street
Sunrise, FL 33325
Phone: 954.233.4000
Fax: 954.233.4001
www.learn.com

For information on participating in upcoming Best Practice White Papers, contact:

Jason Asch, National Sales Manager -- 212-210-0112 -- jasch@workforce.com

Irvine Headquarters
4 Executive Circle, Suite 185
Irvine, CA 92614-6791
949.255.5340
www.workforce.com
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