Are You Numbers-Savvy Enough to Measure the Training Basics?

Many in the learning and development field are generally people-oriented rather than numbers-oriented.

In other words, more attention is paid to relationships than to data. But if we are to justify our jobs and our efforts to train our company’s work force, we had better be able to come up with some metrics to answer the questions of executives who want to know where they can pare the budget. We need to prove our worth with everything that we do.

  1. How many employees you have trained over the year by level, department, tenure and manager
  2. What you spent to do so by month, quarter and initiative
  3. How much time employees were off the job
  4. How many internal staff it takes to run the programs and how the training was evaluated in terms of quality and relevance
  5. The satisfaction levels and perceived job relevance, business relevance and change in knowledge
Once you have these numbers compiled, you need to do a more thorough analysis of if or how the training made a difference to the business…the so-called ROI. This requires moving to a whole new level of evaluation by understanding skill adoption and the correlated impact on the metrics that matter most to your business.

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