When you are in charge of deciding what direction your training programs will go in the coming year, consider thinking about the challenge this way -- Quality is not a variable; it is a must. Time can shift as needed and is situational based upon the initiative. Money should be spent only on the highest business priorities. If you cannot clearly and simply explain the specific impact that your training initiative will have on the business, consider scrapping the initiative all together in favor of other projects that will better move the business forward.
Start by understanding the priorities of the organization and the specific business metrics that matter most. Based upon over 800 training measurement projects, you will likely need to move one of the following sets of metrics if you want to make a measurable business difference:
- Sales revenue, margin, win rate, portfolio mix, deal size, sales cycle
- Customer acquisition, loyalty, growth, and satisfaction
- Leadership execution effectiveness of key corporate strategies
- Employee attraction, development, performance, risk mitigation, engagement and retention
- Project cost, quality, and time
To make wise learning and development investments, make sure that any training program aligns 100% with the company’s current and future business goals as well as the organizational culture. Work with your key executive stakeholders to agree upon how and where training should play a role in helping the company execute its key strategic priorities better, faster or cheaper. Once you know where you want to focus and why:
- Get a baseline measurement of the current situation
- Calculate the value of moving your target metrics to the desired state
- Agree upon the critical next steps to make it happen before, during and after the training to change behaviors, performance and business results
Learn more at: http://www.lsaglobal.com/training-measurement/
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