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Getting to a Return on Investment for Transportation Training

Getting to a Return on Investment for Transportation Training. Presented by: Victoria Beale, JD, SPHR Ohio LTAP Center Director August 1, 2012 – Grapevine, Texas National LTAP Association Conference. Why an ROI for training?.

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Getting to a Return on Investment for Transportation Training

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  1. Getting to a Return on Investment for Transportation Training Presented by: Victoria Beale, JD, SPHR Ohio LTAP Center Director August 1, 2012 – Grapevine, Texas National LTAP Association Conference

  2. Why an ROI for training? Every dollar from the transportation budget MUST be spent on value added activities. The true value of training is not an easy investment benefit to quantify.

  3. The Ohio Perspective Determined we needed to have a systematic method to provide quantifiable, data driven cost savings to executive leadership on the value of our training programs.

  4. Our Foundation - Kirkpatrick Kirkpatrick levels

  5. When Should ROI be Calculated? • Importance of program to agency in meeting its operational goals • Training closely linked with agency’s strategic initiatives

  6. When Should ROI be Calculated? (cont’d) • Programs which are expensive to implement • Programs with a large target audience

  7. The Kirkpatrick Levels Explained

  8. Kirkpatrick – Level 1 • Often referred to as ‘smile sheet’ feedback • Measures a participant’s immediate reaction to the training attended

  9. Kirkpatrick – Level 1 Focus Areas

  10. Kirkpatrick – Level 1 Results Measures short-term success of the training delivered.

  11. Kirkpatrick – Level 1 So they liked the training. Did they learn anything?

  12. Kirkpatrick – Level 2 • Knowledge assessments conducted while training is occurring • Measures immediate understanding and short-term retention of training information

  13. Kirkpatrick – Level 2 Examples

  14. Kirkpatrick – Level 2 Results Confirms to the trainer and the training program that learning occurred.

  15. Kirkpatrick – Level 2 So learning occurred. Are they actually going to apply it?

  16. Kirkpatrick – Level 3 • 60 day follow-up to both participant and manager • Ask for specific examples of how participant is now applying the information in his/her work

  17. Kirkpatrick – Level 3 Examples

  18. Kirkpatrick – Level 3 Results Confirms that the participant is applying what he/she learned in the training to his/her job responsibilities within the agency.

  19. Kirkpatrick – Level 3 So they are applying it. To what degree are the targeted outcomes from the training occurring as a result of the participants applying the information learned?

  20. Kirkpatrick – Level 4 Must be customized to the business process and performance measures specific to the topic area.

  21. Kirkpatrick – Level 4 Examples

  22. Kirkpatrick – Level 4 Results

  23. Level 4 Examples Timekeeper Training to Reduce Errors

  24. Level 4 – Example 1 Used a Control Group and an Experimental Group Great Statistical Method to Obtain Measureable Improvements from Training

  25. Level 4 – Example 1 (cont’d)

  26. Level 4 Examples (cont’d) Mechanics Training

  27. Level 4 – Example 2

  28. Level 4 – Example 2 (cont’d)

  29. Level 4 Examples (cont’d) Supervisor Training on Handling Staff Issues Any supervisor worth his salt would rather deal with people who attempt too much than with those who try too little. - Lee Iacocca

  30. Level 4 – Example 3

  31. Level 4 – Example 3 (cont’d)

  32. Level 4 – Example 3 (cont’d)

  33. Kirkpatrick – Level 4 So the training was customized to and impacted business process and performance measures. The training saved the agency money. Was the savings more than the cost of the training?

  34. Kirkpatrick – Level 5 Mathematical calculation: Savings to the Agency ÷ Cost to Provide Training = Return on Investment (ROI) Anything over 1.0 is a positive ROI Anything lower than 1.0 is a negative ROI

  35. Level 4 Examples with ROI Applied

  36. Level 5 – Example 1 Timekeeper training: $4,707,811.68 / $41,978 = $112.15 Or a 112 to 1 ROI

  37. Level 5 – Example 2 Mechanics Training: $3,026,276 / $117,553 = $25.74 Or a 26 to 1 ROI

  38. Level 5 – Example 3 Manager Training: $216,682.50 / $3,500 = $61.91 Or a 62 to 1 ROI

  39. Difference in ROI Calculations from DOT to LTAP • DOT costs to provide training (development, travel, etc.) are all paid for by the DOT, so all costs go into the ROI determination of “how much did it cost” • For LTAP Centers, local agencies would only count the registration fee and the travel to/from the training in their “how much did it cost”

  40. So how can we apply ROI calculations to our LTAP Training? Need to collect the pieces of the puzzle:

  41. Before and After Assessment Each increase in knowledge / skill level from before to after is calculated at 10% for formula purposes.

  42. Time Spent on Type of Work “During the next 12 months, I anticipate that approximately _______ percent of my total work time/effort will relate to the topics/items discussed in this training session.”

  43. Pay Range & Hours Worked Calculations • Determined by: • Pay range information publically available • Question on whether they work full or part-time, and if part-time – how many hours per week

  44. Calculating the ROI • Assessment • Skills before at a 5 • Skills after at a 6 • 10% increase in knowledge base • Time spent on work • Works Full-time • Spends 30% of time on this topic during the work week

  45. Calculating the ROI (cont’d) • Hourly rate • $11.00 per hour average for this pay range • Include 33% fringe and benefits • Calculation: • 10% less time of the 30% spent on the topic • 12 hours (30% of work week) x 10% less time = 1.2 hours of efficiency per week • $11 + $3.63 = $14.63 fully loaded payroll cost • 1.2 hours x $14.63 = $17.56 payroll dollars saved in one week

  46. Calculating the ROI (cont’d) • $17.56 x 52 weeks = $913.12 saved per year • Cost of training - $105 (impact costs) • $50 attendance fee • Cost of Vehicle to and from the training $55.00 (100 miles roundtrip at .55 per mile) • $913.12 / $105 = 8.7 Return on Investment

  47. Where are we now? • Need to have the ROI methodology (formula) validated.

  48. The BIG Questions They can tell us they improved their skills and are applying them (and their supervisors can confirm they are applying them), but how do we know that the application of the skills is REALLY saving the agency money? How do we measure the reduction in time to complete the work that we have hypothesized equals 10% time savings for each point of knowledge improvement?

  49. Use DOT Data to Verify • Training in a lot of cases is on same subjects – just a different focus for the locals • Use the DOT time tracking data – the famous Ohio 502s and our TMS system • Every hour of every day is coded to a work type in TMS

  50. Using DOT Data to Verify (cont’d) • All training has also been tracked, with extensive training that has occurred for the last ten years • Proving/Disproving of methodology will then allow us to know whether or not it can be applied to the LTAP training data to reach ROI for the locals

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