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.
- How many employees you have trained over the year by level, department, tenure and manager
- What you spent to do so by month, quarter and initiative
- How much time employees were off the job
- How many internal staff it takes to run the programs and how the training was evaluated in terms of quality and relevance
- The satisfaction levels and perceived job relevance, business relevance and change in knowledge
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