Blockbuster Inc.: Pictures Teach a Thousand Words
October 05, 2007
By Lorri Freifeld
Adding simulations to its training program is a no-brainer for a company in the business of providing in-home movie and game entertainment. "We believe people learn visually," explains James Webb, director, HR Development Services, Blockbuster Inc. "We believe that if a picture is worth a thousand words, it can hopefully teach a thousand words."
Beginning in January 2005, Dallas, TX-based Blockbuster's goal was to train its 38,000 field employees—customer service representatives through district managers—with four levels of targeted job training, relevant to each employee's specific role. The retailer conducted a thorough request for proposal (RFP) process centered on e-learning solutions and examined the capabilities of several providers, Webb says. Ultimately, $5.5 billion Blockbuster chose Root Learning, a vendor it had collaborated with previously. "In the end, what really sold us was Root's ability to visually represent and tell stories in pictures, as well as our solid working partnership on previous projects," explains Dan Satterthwaite, senior vice president, Human Resources and Administration, Blockbuster Inc. Plus, adds Webb, "Root's visual approach will be beneficial if we decide to translate the materials for other countries."
Blockbuster first set a broad parameter that the end product would focus on the job tasks at hand (not the employee's title) and be a true blended solution—25 percent of learning would be a direct result of the e-learning material and the other 75 percent would come from practice, application, and knowledge assessment. Blockbuster established the framework of the four levels of training—how to work a shift, how to run a shift, how to manage a store, and how to manage a district—and provided the content. (There are 10 people in development and 350 field-based implementors and trainers.) The Root team put that content into a true e-format, and then helped produce the templates for the job aids, skills assessments, etc. "The simulations created varied depending on the level of complexity of what we were trying to replicate and teach," Webb says. "Some modules contained activities and exercises, while others were more complex due to creating an environment to replicate specific sales situations."
Each module developed with Root was piloted or tested for accuracy and completeness, notes Webb, who has a nine-year background in HR/training and nine years in operations. "Did it accomplish what we wanted? Could you perform the task afterward? Did it provide the right amount of information?" After training new employees through the e-learning modules, showing them how to do a task, and letting them experience it firsthand, Webb says the next step is to take them back to the learning system and give them a questionnaire, which is typically anywhere from 10 to 30 questions depending on the complexity. "The test asks a trainee the three to five most important things about a given module or task. We do this because we've often seen training where people try to test the kitchen sink, when in reality we've hit a home run if the most important things, or 85 to 90 percent of the process, is learned and retained." These tests have a minimum score, Webb says. "If you don't pass, we let you take it again. We truly believe you learn from failing. If you take the test and miss the minimum score again, then we'll sit down and talk about it."
The simulations also gave district managers insight into employee work issues," Webb says. "Previously they might have thought a problem to be a training issue. By accurately and efficiently testing trainee knowledge, we know that they have the required information to do the job, and they are not doing it properly and applying this information. Then we know it is an environment, choice, or motivation issue—not the training."
Each of the 106 modules also has a section where trainees are in a position to practice the designated tasks and where they are observed. For this, a trainer has a checklist of the five or so most important aspects of the exercise.
Webb says employee feedback has been positive, with comments such as, "This is much easier to use" and "I was able to perform tasks on the floor faster (more productively, more efficiently)." Managers and trainers noted, "Employees are better prepared to do their jobs."
Blockbuster also has reaped a monetary gain from implementing these modules, Webb says. "Every year we add money back to the bottom line through cost savings in maintenance, production, and shipping. Another benefit is Blockbuster continues to achieve very low walkout rates and very high customer satisfaction levels, although these are not entirely attributed to the exemplary training our employees receive." E-modules also allow periodic maintenance and updating as the business changes at less cost than the traditional paper alternative, Webb says.
Adds Satterthwaite, "When we signed on with Root do to this program, we committed to a five-year payback. With Root's e-learning solution, we paid it back in a fraction of the time. It looks like we are holding a steady level now, so every year afterward we are seeing a significant monetary benefit for the company. We do as much development today and have more development in the field than we did three or four years ago, for a fraction of the investment."
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