Metrics and measurement have always been part of the workplace learning and development field, but some practitioners still quiver at the thought of proving return-on-investment and measuring value in their programs. Why? Because there is no silver bullet—no single way to measure the impact of learning on goals and results.
Each organization and each training endeavor is different, and therefore, each needs a different set of measurements. Ralph Alvarez, president and COO of McDonald’s, told T+D in the November 2006 issue: “We use direct and indirect metrics. .... Right now we’re measuring results for a new product— our chicken snack wraps. Did we merchandise it properly? Did we deliver it properly? We measure order accuracy, ingredients, portioning, temperature, and many other factors. The majority of those link right back to training.”
Edwards Lifesciences measures the success of its talent management efforts by the number of days a job remains unfilled, while U.S. Cellular uses a culture survey—where teams rank their managers’ performance—to measure its vice president’s success on the job.
Metrics are measurements that help determine whether we are progressing toward the goal of an endeavor. They are used to provide some calculated, observable basis for making business decisions, but too often, familiar metrics—such as Kirkpatrick’s four levels of evaluation—are used simply because they have been around for years. But even the Kirkpatricks—father and son—would agree that each metric should be used for a purpose.
As Jim Kirkpatrick writes in his article on page 34, training professionals should know what kind of data and information they need to convince executives of a program’s worth, prepare that data effectively, and passionately present it.
In the article on page 50, authors Tom LaBonte and Molly Necessary exhort workplace learning and performance professionals to “stand firm in their quest for true data.” Producing data that supports sound business decisions is one of the ways that WLP professionals can prove value, but sometimes client objections to performance improvement analysis stand in the way of finding the right solutions and implementing them.
Although there is no “one right way” to calculate the return on a training investment, it is critical to understand the business goals of the organization and their role in learning’s overall strategic impact on the organization. Many of the CEOs at top companies recognize the critical role that learning plays in the success of their companies, but it’s up to WLP professionals to perform the proper program analysis and evaluation, implement winning solutions, and communicate the value to top-level executives.
Remember, you can’t prove or improve what you can’t measure!
Paula Ketter
Editor, T+D
pketter@astd.org
FEATURES
MEASURING AND EVALUATING
Sales Training: What Makes It Work?
By Daniel Blair and Reza Sisakhti
An ASTD research study finds that money spent on training—when blended with a robust sales methodology, measurement of the business impact, strategic sourcing of the development process, and a business model to support funding decisions—does influence a company’s bottom line.
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MEASURING AND EVALUATING
The Hidden Power of Kirkpatrick's Four Levels
By Jim Kirkpatrick
Despite being more than 50 years old, Kirkpatrick's four levels of evaluation are still relevant in today's training world.
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APPLYING BUSINESS ACUMEN
CLOs Ponder Critical Business Challenges
Four learning executives discussed talent management and how it's widening the skills gap as well as the importance of demonstrating the value of learning to senior leaders at Sharing@LearnShare conference in Toledo, Ohio.
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DELIVERING TRAINING
Second Life Produces Real Training Results
By Anders Gronstedt
The 3-D virtual world is changing the way training is delivered.
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IMPROVING HUMAN PERFORMANCE
Stand Firm in Quest for True Data
By Tom LaBonte and Molly Necessary
Performance improvement analysts must overcome client objections so that data can be collected, analyzed, and reported, and the right solution can be selected.
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DRIVING RESULTS
Fix the Disconnect Between Strategy and Execution
By Mary Lippitt
When strategy fails to achieve expected results, is it because the strategy was ill-conceived or the execution was flawed?
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Executive Summaries
DEPARTMENTS
INTELLIGENCE
Leadership Blues
For some leaders, being promoted is more stressful than getting a divorce or losing a loved one.
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RE:SEARCH
Risk-Taking Culture Is Lacking in the Workplace
Organizations pay lip service to innovation as a survey reveals that leaders fail to encourage employees to take the necessary risks.
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TRENDS
Wit and Wisdom Walking
The alarming statistics of an aging workforce have made the need for knowledge capture critical in the business world.
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FUNDAMENTALS
How Can We Train You Today?
For customer service training to make meaningful strides, trainees must first walk in the customer’s shoes.
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DEVELOPMENT
Create a Brand-New Online You
Maintaining a positive reputation on the Internet is vital in today's job market.
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IN EVERY ISSUE
WHAT THINGS COST
Retaining Vs. Recruiting
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THE LONG VIEW
T+D profiles Donald L. Kirkpatrick, professor emeritus at the University of Wisconsin and creator of the training industry standard four-level model that measures reaction, learning, behavior, and results.
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BOOKS
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