L&D leaders are aware of the value learning brings to an organization, from closing skills gaps to improving organizational agility. However, getting executives to see that value, and getting individuals to make time for learning, is a different story.
When organizations roll out any kind of technology, they are seeking efficiency and future-readiness. However, in the absence of a planned and structured roadmap and strategy, the impact of technology is often diminutive.
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.
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.
In order to connect learning to behavior change, L&D leaders must identify the key skills and behaviors that need to change and then determine the appropriate strategies and tools to reinforce the development and sustainment of those skills after training.
If you define yourself as a training or learning leader, you have imposed a limitation that will make it difficult to be successful. Why?
“Tell me and I forget. Teach me and I remember. Involve me and I learn,” said Benjamin Franklin. I am unconvinced that people within organizations are in a learning mindset at all.