In this article, learn how to master the strategic planning process by mapping learning to performance results.
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I admit that I don’t closely follow basketball or sports in general but you had to be living on another planet not to hear about the recent feats of New York Knicks point guard Jeremy Lin. Lin literally went from a bench-warming third-string point guard...
Let’s unpack and debunk the myth of using training ROI to measure training impact. There are numerous reasons why you should avoid applying this methodology.
Second to the learning process, training practitioners have one objective: demonstrating that their efforts deliver business value. The answer lies with how your leaders conduct a return on investment (ROI) evaluation.
A workplace learning practitioner's primary role is to promote learning but to also be learners themselves. This is not meant to be an ideological statement but rather a practical one.
"The Ronco Veg-o-Matic is the one kitchen appliance you'll wonder how you ever did without! It slices, it dices, and so much more!"
Doing more with less is about efficiency but being “lean” is about appropriately allocating future resources for strategic growth. Lean is nothing new to business, but it is something very new for L&D.
Too often training professionals present projects to management by stating what the participants (employees) will learn rather than how the business will benefit from what they learned.
After many years of speaking at numerous learning conferences, participants still come up to us and ask, "How do I get business leaders to support my learning initiative?" From the popularity of this question, it appears that this is one of the biggest
So, here we go again with another problematic methodology called “return on expectations” (ROE). Just when training professionals are in damage control with the disappointment of “training ROI,” out of the woodwork, comes another “quick-fix”...