Return on Investment (ROI)
ASTD Copyright 2008
Measuring up
Natchez, Meryl
T+D, v62 n1 p26-28 (2008 Jan)
Fundamentals. This article reaffirms the need to demonstrate the value of training. Reports continue to show that training initiatives oftentimes fail because a poor case was created to link its importance to a new system or product development. Defining the return-on-investment and usable measures of success are among the first elements designers need to consider when developing programs.
Measuring ROI: fact, fad, or fantasy?
Phillips, Jack
T+D, v61 n4 p42-46 (2007 Apr)
Learning executives assert that ROI is no longer a hot topic, that it has become as integrated as project management or Six Sigma. The article reviews the history of return-on-investment, its twists and turns, and concludes that while there is increased interest because of fiscal accountability, some feel it is difficult to use. The article contains a sidebar on ROI methodology.
DaimlerChrysler quantifies training quality
Sussman, Dan
T+D, v60 n5 p45-47 (2006 May)
The successful certification program at DaimlerChrysler can be directly linked to the an increase of over 20 percent in dealer sales. The DaimlerChrysler Academy (DCA) now in its fourth year has demonstrated to DaimlerChrysler and its dealers the value of training. DCA offers a dealership certification that covers product knowledge, selling techniques, and other topics linked to performance indicators and scorecards for the dealerships.
Getting real about evaluation
Brinkerhoff, Robert O.
T+D, v60 n5 p24-25 (2006 May)
Fundamentals. This article urges training and workplace performance professionals to consider two realities about training programs: 1) training yields predictable results; and 2) training alone never works. The author suggests ways of handling these two realities.
How learning has to add up
Davenport, Rex
T+D, v60 n4 p44-46, 50-51 (2006 Apr)
Measuring the affects of learning on business results used to be measured after training was completed. Now, the push to measure training during the learning process and to embed assessment in work is becoming more frequent. The emphasis has shifted from evaluating particular learning programs to using data on a continual basis to monitor the efficiency and effectiveness of the learning function across the enterprise.
Corporate learning strategies
Greeno, Nathan J.
ISBN: 1-56286-412-2 150p (2006 Jan)
The author asserts that the learner is the driver of motivation to learn yet the organization benefits from the learning sometimes more than the individual. The book presents a model that captures the five central domains of corporate learning and their associated motivational features. This roadmap helps encourage and cultivate employee growth using a proven return-on-learning-investment model. Three case studies are used to illustrate the model.
Return on investment (ROI) basics
Phillips, Patricia Pulliam; Phillips, Jack J.
ISBN: 1-56286-406-8 187p (2005 Dec)
The fundamental aspects of program evaluation, specifically return-on-investment (ROI) are the core of this book. The seven chapter titles are: the basics of ROI, plan for your work, collect data, isolate program impact, do the math, toot your horn, and sustain momentum. The book assists beginners looking for a road map for planning a comprehensive evaluation process. It contains examples, tools, and questions that illustrate the content of each chapter.
Transferring learning to behavior
Kirkpatrick, Jim
T+D, v59 n4 p19, 21 (2005 Apr)
Fundamentals. Evaluation guru, Don Kirkpatrick, continues to champion the importance of evaluation and transferring learning into behavior change. He says that the most important level is level 3 which focuses on changing behaviors and suggests ways to get senior corporate leadership on board with this concept. Three elements to help get high level support are: convince leaders that evaluation is a significant driver of (corporate) strategy, improve your training of coaching behaviors (for supervisors or managers), and collaborate for ideas.
ROI at work
Phillips, Jack J.; Phillips, Patricia Pulliam
ISBN: 1-56286-404-1 174p (2005)
This book of 12 case studies illustrates how evaluation and measurement of training are being applied across industries such as financial services, telecommunications, and pharmaceuticals. The introductory chapters address the basics of return-on-investment, measuring training effectiveness, and evaluation.
The state of learning analytics
Berk, Jeffrey
T+D, v58 n6 p34-37 (2004 Jun)
This article defines learning analytics as organizational activities that help understand how to better train and develop employees and customers. Survey results from 100 organizations on learning analytics identified the key elements (technology, process, stakeholders, and strategy) of learning analytics are presented. Technology and process elements are discussed in detail. The survey results indicate that companies are focusing more strongly on level three evaluations and above, which will require better processes to be in place to assess training investments.