Are you struggling to provide regular meaningful learning metrics to your business leaders? Whether it is to communicate compliance, demonstrate increased demand for learning or prove the value of your service to the business, the need to provide learning metrics impacts all of us. The question is, do you have a learning metrics strategy? Or are you always in reactive mode? I propose that you get ahead of the need to provide metrics by designing a strategy that supports your needs and the needs of your stakeholders – internal or external. The framework for designing your learning strategy is simple: Focus on the four Ps: people, platforms, processes and product.

First, determine the people – the key learning metrics stakeholders. They can be people in your business who are pulling learning data (e.g. functional learning teams) as well as the recipients of the final product (e.g. internal or external customers and clients, business leaders, or auditors and legal representatives). Second, identify the platforms – the systems that are capturing the learning data. They could be under your roof or run by a third party. Third, outline the processes – the steps that you and others are taking to collect learning data from the various platforms and provide them in a digestible format. Fourth, determine your final product – the learning data points and metrics that are the most meaningful for your people.

Once you determine your people, set up meetings with each person on that list. These meetings are designed to gather all the needed information under the other three Ps by asking probing questions:

  • What platforms or systems are being used to capture the learning data that need to be pulled? Are there more than one? Are they accessible to you?
  • What are the step-by-step processes that you are taking to pull all the learning data that you need? How often do you go through each process?
  • What types of learning data do you currently request, and why?
  • What is the best format in which to receive learning data and metrics?
  • Do you share the learning data and metrics with anyone? If so, whom?
  • What learning data or metrics could best inform you on specific development needs? What learning data or metrics could best inform you in making long-term strategy decisions?

Once you have completed the interviews, look for ways to simplify existing processes and consolidate platforms. Look for similarities and outliers in the final product that the people need. This list could be vast, so focus first on the learning data and metrics that fulfill compliance requirement(s). Then, focus on the learning data and metrics that will enable you to show impact to the business and inform specific development needs and long-term strategy. Finally, identify any other learning data and metrics that are commonly requested but not as purposeful.

With this information, write your learning metrics strategy statement. Here’s an example:

“The (team name) will provide quarterly metrics to ensure (company name) is in compliance with (specific regulations) and equipped with the key learning metrics to impact the development of our employees and the success of our business.”

Underneath the statement, list all the details and expressed needs that support that statement.

Now, what are you waiting for? Start designing your learning strategy today!

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