Over $160 billion and up to 4% of total payroll was spent
on corporate learning and development last year. Yet, most organizations do not yet have an efficient or effective training measurement strategy to gauge the value of
training investments.
According to recent research by Bersin and Associates, training
organizations with integrated training measurement processes are 15 to 23% more
efficient and effective than organizations that do not.
So what is involved in setting up this process? The key
is to approach training not as an end in itself but as a means to an end. It
all starts with Alignment. In this
context alignment means ensuring high business relevance by identifying key
business metrics to move.
Consider training as a business support function. Your training strategy, programs, and processes should be
created and delivered in direct alignment with the product, business, process,
and financial initiatives of business line operations. Your training goals need
to match and support the objectives of the line of business you support.
Measure the progress toward those goals and you will have the measure of
business impact.
If
your training initiative does not move a business metric that matters to your
key business stakeholders, focus your efforts on something more important.
There
is no true training process
unless it aligns and contributes to the company’s
business strategy.
No comments:
Post a Comment