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.
By using archetypes for analysis, you can group audiences and analyze your data at a deeper level to track and measure mindset shifts. This process requires going beyond the standard definitions of roles and tenure.
Creating an inclusive environment for a diverse workforce is no longer a “feel-good” initiative; it’s a business imperative. Simply closing your eyes and throwing a program at a dartboard won’t do the trick.
Research has found that CEOs most want to see the business impact, followed by ROI. The problem is, only 8% of CEOs say they see the business impact from their L&D programs, and only 4% say they see ROI.
A persistent challenge for chief learning officers is how to tangibly measure the impact of L&D so they can confidently report to senior leaders how their programs are driving business value. A logical proxy for measuring L&D ROI is proficiency.
We should leverage the very skills that ensure a positive classroom experience to tell the learning story to our stakeholders, sponsors, owners and leaders.
It’s been 100 years since the Industrial Revolution, and billions of dollars later, we still struggle to identify the forces and measurable outcomes of training. We have room to make a few giant steps toward making training measurement more of a science.