Everyone knows great business results can’t be achieved without highly engaged, highly skilled employees – and that it takes learning and talent development to develop them.
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Accurately measuring the improvement of thousands of human beings in a workplace is a lot more complicated than measuring batting average.
Data is not one-size-fits-all. It varies based on the audience it’s being served to and the analysis it’s undergoing, and in a business setting, it’s not always available to everyone. It can either be a helpful tool, or an enormous time sink.
The rise of data-driven decision-making has made it apparent that many traditional metrics, such as employee engagement or satisfaction, are not constant throughout a business year; they are always changing.
After years of formal learning that’s been scheduled, tracked and conventionally recognized, learning and development professionals and HR teams are now being tasked with doing the same with informal learning.
The course has been created and delivered. Now is the time to assess what did and didn’t work in the process through the lens of learner outcomes, which is the ultimate measure of success or failure.
Smart companies are always seeking ways to improve their processes and develop in-house talent. That’s one reason e-learning has become popular in corporate settings.
Nearly every training professional says, “I care deeply about results.” However, the results of a training program are really tough (not to mention time-consuming and expensive) to measure.
Research continues to show how critical it is for L&D to align learning to business outcomes – and to demonstrate that alignment to business partners.
How do we transition learning opportunities from inspiration to action and provide the support necessary to create behavior change?