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Topic: Measurement and Analytics
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Industry leaders appear to be divided about the correct way to address the need for training professionals to communicate the business impact of learning to the larger organization.
Research findings published in academic journals can be complex and hard to access. Trust me, I struggled with my fair share of those articles in graduate school, and know firsthand how daunting they can be to interpret. My goal with this and future blog...
Training diagnostics is the process of examining and evaluating training and organizational performance through systematic assessments, analysis and data collection. Typically conducted by training professionals, the function is considered a...
The single most important reason corporate training organizations exist is to improve the performance of the business.
In August of 2012, I began a series of blog postings about the experience that The DTCC Learning Group had while implementing Agile as a development methodology for training programs.
It’s a common belief that training managers are not thought of as strategic players on corporate leadership teams.
The Kirkpatrick Evaluation Model was created by Donald Kirkpatrick, Ph.D., to define the four levels of training evaluation.
A friend and colleague have rightly noted more than once, “If you can measure it, you can change it.” Make no mistake, I agree whole-heartedly. Also make no mistake, not everyone is willing to measure.
In August 2012, my team at DTCC Learning (DTCCL) reconfigured our organizational structure and adopted Agile as our approach to developing learning solutions. We did this in order to address client expectations for instant access to information, frequent...