Results measurement (in particular measuring business impact, or level 4 of the Kirkpatrick Model) is the holy grail of any industry — including training.
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...
Measurement is a powerful activity, because it benefits the individual and the organization. This combination of a broad and focused view of effectiveness is necessary to sustain selling skills. Here’s how to bring structure to measurement.
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.
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.