As long as learning and development cannot determine its impact on business results, its value to the organization will be questioned.
All too often, learning and development (L&D) organizations focus almost exclusively on creating great learning content. Instead, learning and development organizations should focus on improved performance as their measure of success.
Once they’ve identified gaps, some organizations choose to fill them by bringing in new talent. But hiring and onboarding a new employee is a costly solution. A better strategy for closing gaps is to invest in upskilling the current workforce.
Training Industry research has found that one of the biggest challenges facing learning leaders is measuring the effectiveness of their training. On this episode of The Business of Learning, Kevin M. Yates discusses this challenge and shares tips.
In the training industry, we concentrate a lot on the visible “performance enhancers” that make us better and more prepared than our peers, but we often lose sight of the “performance distractors” that can be just as critical to successful...
With so much riding on your ability to improve outcomes and demonstrate return on investment (ROI), here are five important considerations to keep in mind when measuring training effectiveness.
If the only audience for evaluation data are executives and L&D, you're missing your most important audience. The purpose of L&D is to create behavior change, and the learner’s manager has the greatest impact on whether learning is applied on the job.