Digital disruption is fast, and the need to respond is urgent. Learning and development is key to adapting to disruption. A good talent strategy is a prerequisite not only for growth but simply for sustainability.
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Topic: Measurement and Analytics
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With the disruption we’re seeing in business and ways of working, the L&D organization can play a significant role to future-proof its business. However, there are several phenomena that L&D professionals say are holding their teams back.
If you’re able to bring your training program out of the world of theory and into the realities of what data and evaluation can offer, you’ll be able to successfully evaluate your L&D project and make conclusions to help drive business decisions.
While this issue can’t be solved overnight, here is some guidance that will help you on your journey to quantifying your value to your business partners.
An employee did something, someone observed her doing it and so a box was checked. This oversimplification of on-the-job training (OJT) evaluation is all too often the only performance feedback employees and managers see.
Use this planner as you develop each training program and course so you keep evaluation top-of-mind and, therefore, easier to gauge after completion.
The best companies have leaders who are focused on creating more leaders. But without an honest, clear-eyed, outside assessment program, there’s simply no way to honestly gauge where you are.
Truth be told, learning objectives are created for the training team, not the employee. There’s a better way to describe learning experiences that is employee-centric and performance-based.
Leadership is one of the most common topics organizations provide training in, spending over $1.5 million just on external leadership courses in 2016.
Data gives you a starting point, a focus for where the engagement is going. At a minimum, use a learning agility inventory to give the coach and coachee an understanding of what the coachee tends to do in situations in which he or she has never been.