While it may be true that “You cannot manage what you cannot measure,” you should not measure each and every training initiative.
When done right, training measurement helps leaders to answer three key questions:
- Are employees using the new skills and knowledge on-the-job?
- Is it making an impact on performance?
- What else do they need to succeed?
Sadly, many companies cannot answer these three fundamental questions about their highest profile training initiatives. Additionally, many companies waste precious time and resources measuring and reporting on insignificant training metrics such as training hours, people trained, costs, courses developed, and satisfaction scores. While this information is interesting, it hardly answers the three most critical questions. To save yourself time and money, we recommend that you stop measuring training that has any of the following attributes:
- Unclear or unsettled business outcomes
- Poorly defined or disputed business success metrics
- Lack of executive-level sponsorship
- Lack of connection to a top 5 business imperative
- Employing a “Training Event” approach rather than a “Change Initiative” approach