Welcome To

1. Welcome To MEASURING TRAINING ROI: Demonstrating the Value of Your Organizations Training Programs

2. Participant Expectations • What Do You Expect From Today? • What is the Purpose of Your Training Dept? • Design? • Source? • Are You Currently Measuring? • What? • Why?

3. Where Are We Going Today? • A Common Model • Resulting Challenges • Changing The Paradigm • Building Alignment and Support • Making It Happen

4. What is the Purpose of Training?

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

6. Common Frustrations • Training is Typically Viewed as: • A “Support” Function • Low Priority • Non-Productive Time • Inefficient Use of Resources • Costly • Lack of Skills Support on the Job

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

8. Traditional Model Risks • Need is Typically Reactive not Proactive • Program Source Based on Money / Mail • Program / Business Alignment? • Post-Training Skills Support? • Results Expected Not Specified • No Learning Contract • Measurement Normally An After-Thought

9. Traditional Model Risks • Need is Typically Reactive not Proactive • Program Source Based on Money / Mail • Program / Business Alignment? • Post-Training Skills Support? • Results Expected Not Specified • No Learning Contract • Measurement Normally An After-Thought

10. Typical Measurement Paradigm • Take Requests • Identify Constraints • Find / Design Program • Deliver Program • Measure Impacts (Level 1 & 2) • Report Positive Findings • Next Program

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

12. Why Do Programs Fail?

13. Why Do Programs Fail? • Lack of Management Involvement / Ownership • Pre / Post Program Expectations Not Shared • Poor Alignment with Business Initiatives • Lack of Internal Support • Cost / Benefit Not Clearly Defined Each a Systemic Problem, Not Design or Delivery Related Resulting Not from WHAT we do, But HOW we do it!

14. Ownership Involvement Typical Training Problems • These Failures Most Commonly Arise from Two Key Sources: Support Alignment

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

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

17. Integrity Through Measurement The measurement process should be used to facilitate application of newly acquired skills and integration / utilization of systems to drive business results and achieve business objectives.

18. 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

19. Identify Using: Yes Yes Yes Yes Yes No No No No No Market Impacts Level 4 Were New Skills Applied? AlignmentProblem Were New Skills Retained? Support Problem Were New Skills Acquired? Program Design Problem Was Program Content Complete / Accurate? Training EnvironProblem Get New Program Designer! An Executive Perspective Did Program Impact Profitability? Level 3 Level 2 Level 2 Level 1

20. 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 Measures Program Objectives Aligned with Measurable Business Objectives Development Contract with Expectations / Generic Measures Creating Alignment Development Activity Measure Impact

21. Cost Expectations * Managing Expectations Perceived Value Satisfaction = Perception of “Received” * Perceived Value = * Can be managed using New Measurement Paradigm

22. Link Align Assess Analyze Integrate Target What are your most important MBOs? What skills are relevant to achieving them? What is current proficiency in each skill? What are most impactful / accurate metrics to demonstrate change or skill application? What must be done to support integration of these skills into the work environment? How will you know that MBO is achieved? Questions To Facilitate Alignment

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 Building 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 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? Support: Ensuring Application 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 • Demand Line Management Support • Use Measurement Process to Facilitate Involvement • Eliminate Unnecessary Events

26. In Conclusion . . . • Not Rocket Science • Also Not Easy • Questions? • Let’s Try It!