Failing to measure the job and skill competencies of employees objectively and quantitatively is not a problem until it becomes one.
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Topic: Measurement and Analytics
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Until we teased out this distinction between organizational and business outcomes, the stakeholders were not convinced we were shooting for the right story of impact.
To make the case for keeping your project at the top of the list of priorities for an organization, setting goals for behavior change and business value is your superpower.
Organizations are being overwhelmed by both traditional and new sources of data — with limited organizational expertise to leverage this data.
Success should be defined upfront, but often engagement is an afterthought of any learning program — so where do we start?
What's needed is an innovative new approach to conducting Level 3 evaluations. Let’s examine one Level 3 evaluation method to make evaluations more simple.
In three words, effective learning is continuous, immediate and self-directed, while traditional training models are discontinuous, delayed and centralized.
Finding out that learners loved or hated the training, overall, tells us very little about what specific improvements are warranted.
Nearly all learning leaders face a common struggle — credibly measuring the business impact of their initiatives.
Let’s look at how far “fun” will get us within our larger, more comprehensive six-level approach to training evaluation.