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Welcome To

Welcome To. MEASURING TRAINING ROI:. Demonstrating the Value of Your Development Activities. Participant Expectations. What Do You Expect From Today? What Development Activities do you Offer? Are You Currently Measuring? What? Why?. What is the Purpose of Training?.

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Welcome To

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  1. Welcome To MEASURING TRAINING ROI: Demonstrating the Value of Your Development Activities

  2. Participant Expectations • What Do You Expect From Today? • What Development Activities do you Offer? • Are You Currently Measuring? • What? • Why?

  3. What is the Purpose of Training? • Produce Bottom-Line Results • Modify Associated Behaviors • Leverage Existing Skills • Develop New Skills • Transfer Necessary Knowledge • Initiate / Support Change

  4. Common OD Frustrations • Training is Typically Viewed as: • A “Support” Function • Low Priority • Instruction is Non-Productive Time • Inefficient Use of Resources • Costly • Unsupported on the Job • WHY??

  5. Common Sense? • Push to do MORE with LESS • Thus, LESS (those remaining) must do MORE • And, LESS must be more productive • Answer, more / improved skills thru training • Thus, training more important?

  6. What –vs- How • My goal today is to help you recognize that these problems and frustrations stem • Not from WHAT we do, • But from HOW we do it.

  7. Frustration Identify Topic Pay / Pray Identify $ Constraints Train Select Source Traditional Training Model

  8. Traditional Model Risks • Need is Typically Reactive not Proactive • Program / Business Alignment Lacking • Post-Training Skills Support Lacking • Constraint-Based Sourcing • Expected Results not Specified • No Learning Contract • Measurement Normally An After-Thought

  9. Traditional Model Risks • Need is Typically Reactive not Proactive • Program / Business Alignment Lacking • Post-Training Skills Support Lacking • Constraint-Based Sourcing • Expected Results not Specified • No Learning Contract • Measurement Normally An After-Thought

  10. Show Event Impact Market Success Story Justify Budgets/Expenses Demonstrate Knowledge or Skill Transfer Ensure Function Survival Measurement: An Event Create Ownership Align Program / Business Objectives Manage Expectations Ensure Skill Application Drive Business Results Measurement: A Process Reactive Reasons Proactive Reasons Why Measure Training Impact?

  11. ? Skills Application Financial Impact? Skill / Knowledge Transfer / Retention Pre & Post Testing (Level 2) Smile Sheets (Level 1) Event Evaluation Traditional Training Measures

  12. Measurement: Soft Results • Training does not typically produce results that are readily measurable • Most commonly used measures are not business relevant, not aligned with traditional business metrics • Line not typically involved in: • Curriculum development / deployment • Measurement strategy design / data collection • Post-Training application / support

  13. Alignment Involvement Summary: Problem Sources • These failures most commonly arise from the absence of two KEY elements: Support Ownership

  14. So, Why Do Programs Fail? • Lack of Management Involvement / Ownership • Poor Alignment with Business Initiatives • Cost / Benefit Not Clearly Defined • Lack of Internal Support • Pre / Post Program Expectations Not Shared None of these problems are Design or Delivery related. Each is a systemic problem resulting from HOW not WHAT we do.

  15. New Measurement Paradigm Is it time to consider a new Training Impact Measurement Paradigm?

  16. New Measurement Paradigm Begin With the End In Mind

  17. Integrity Through Measurement The measurement process should be used to create OWNERSHIP thru alignment to focus on and achieve business objectives and create SUPPORT via involvement to drive business results .

  18. Skill / Knowledge Transfer / Retention Pre & Post Testing (Level 2) Smile Sheets (Level 1) Event Evaluation Non-Traditional Measures

  19. Bottom-Line / Training ROI (Level 4) ROI Behavior Modification Internal / External Client Input (Level 3) Skill / Knowledge Transfer / Retention Pre & Post Testing (Level 2) Smile Sheets (Level 1) Event Evaluation Non-Traditional Measures

  20. Ownership Thru Alignment • Do program and business objectives align? • Does this program help us achieve / exceed our goals and grow the business? How? • Answers = Measures • Will program positively impact profitability? • Does this program help cut costs / enhance revenues / reduce cycle times? How? • Answers = Measures

  21. An Executive Perspective Did the program improve productivity / profitability?

  22. Measurable Business Objectives Required Skills Existing Skills Competencies Analysis Performance Evaluations Succession Planning Business Planning Measurable Skill Gaps Identify Skill Sources Identify Audiences Design Activity Report Results Set Performance Expectations Program Objectives Aligned with Measurable Business Objectives Development Contract with Expectations / Measures Creating Alignment Development Activity Measure Impact

  23. Alignment Acquisition Application • Business Planning • Succession Planning • Career Planning • Performance Planning • Skills Improvement • Performance Improvement • Business Results Report • Activity Upgrade Development Activities Job Rotation Coaching Mentoring Self-Development OJT Project Assignments Job Assignments Cross Training Certifications Seminars / Workshops Management Involvement Management Involvement Creating Ownership Right Development Right Support Right Reason

  24. Alignment Application • Business Planning • Succession Planning • Career Planning • Performance Planning • Skills Improvement • Performance Improvement • Business Results Report • Activity Upgrade Pre-Training Contract Meeting Why are you being developed? What will you learn? How will you apply? What is most critical success measure? Post-Training Contract Meeting What was learned? When and how applied? How was it measured? How / When are results reported? Creating Support Acquisition Development Activities Job Rotation Coaching Mentoring Self-Development OJT Project Assignments Job Assignments Cross Training Certifications Seminars / Workshops Right Development Right Support Right Reason

  25. Driving Business Results • Be Business Persons in Training Environ, not . . . • Align Business and Training Objectives • Use Measurement Process to Get Ownership • Use Measurement Process to Ensure Line Support • Use Measurement Process to Facilitate Involvement • Eliminate Unnecessary Training Events

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