measuring learning ROI on a shoestring budget

michael glazerlearning advisor

twitter: @mglazerweb: www.linkedin.com/in/learningpro

Source: Eole via Flickr

How do YOU answer The Question?

Source: Adreanna via flickr

“What’s the ROI on your training programs?”

let’s take a look at an example:

a training program for improving writing skills

• 50 people completed 3 writing skills courses

• 200 total training hours for students

• 3.5 of 4.0 on participant satisfaction

• 3.9 of 4.0 on course materials

would you be more likely to convince your colleagues that training makes a valuable business impact by using data like this:

or data like this:

• Saved $7,000: 10 directors and MDs report a 10% drop in the amount of time they spend making “unnecessary” edits to press releases written by the 50 people who completed writing skills training. Directors and MDs attribute half of the improvement to training.

• Recovered 25 billable hours (valued at $3,750): Participants report, on average, a 40% decrease in the number of final drafts returned to them by directors and MDs for additional edits.

• 60% of training participants’ supervisors report that the tone of client feedback regarding press releases has become more positive

what’s the difference?

the first set of metrics focuses on the

training program itselfSource: gonzoles2010 via flickr

the second set looks

at how training

makes a business

impact

Source: A.Connah via flickr

source: michele_cat via Flickr

a simple three-part

framework can help us find the metrics that matter

most.

first is Organizational Metrics

• these metrics answer the question “how are we helping the firm meet its business goals?”

Source: gthomasbower via flickr

the second is Learner Metrics

• these metrics describe how we help people gain or master skills and knowledge

the third is Training Department Metrics

• these metrics tell us how well are we designing and delivering our training programs

Source: elston via flickr

when used well together, these metrics help us answer The Question.

so, you might be asking yourself, “This sounds good in theory, but how do I put it into

practice?”

by using a practical five-step approach

source: Sebastian-Dario via Flickr

1: get smart

• ask questions that clue you in to the central issues, their symptoms and root causes

Questions: Organizational Metrics

• What are you trying to accomplish? Why does it matter to the organization?

• What are (have been / will be) the observable impacts caused by these issues? By their solutions?

• Describe the type of outcome you want to achieve.

• Do you think training will help? What issues, if any, can’t be addressed through training?

Source: Anua22a via flickr

Source: Anua22a via flickr

• Which groups of employees are involved? Which aren’t involved?

• Describe what you see happening when [business issue] takes place?

• What are the 2-3 most important things employees need do to in order to achieve the desired outcome?

Questions: Learner Metrics

Source: Anua22a via flickr

• What parameters or requirements do we need to consider for the program design and delivery?

• What do we want learners and other stakeholders to say or believe about their learning experience?

Questions: Training Dept. Metrics

• The second step is to define success.2: Define Success

source: Essjay is happy in NZ via Flickr

• couch the success measures in the language of the business.

• use a template to help you organize information

you can also repurpose the information for other uses

Source: matsuyuki via flickr

3: make a measurement plan

source: canonsnapper via Flickr

• training-driven data, like post-event and follow-up surveys

• business-driven data, like financial/productivity reports and client satisfaction surveys

data for the plan usually comes from two types of sources

Source: Will Scullin via flickr

regardless of where you source your data, make sure you have the resources you need before training

starts. and…

Source: cobalt123 via flickr

…make a business contract with your internal clients

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4: design the training

• use the Get Smart info to shape the training content and how it is delivered

validate alignment between the training plan and the success metrics to raise the likelihood of achieving good results

Source: Aiden Jones via flickr

5: measure and communicate the results

• the key to measuring is getting the data (duh)

but collecting the data gives us only

half of what we need to answer

The Question

Source: justmakeit via flickr

sour

ce: m

oriza

via

Flic

kr

once we collect and analyze the data, we still have to communicate it

key messages are built on the metrics

we chose in the define success

step…

sour

ce: d

cmas

ter v

ia F

lickr

…and the key audiences to whom we communicate them fall into our three

framework categories

Source: Peter E. Lee via flickr

the channels you use to deliver

your key messages are important, too.

Source: CasaDeQueso via flickr

more importantly…

communicate the results proactively and frequently

source: Thomas Hawk via Flickr

Why?

to help you answer The Question

source: crossfrontiers via Flickr

or better still…

to avoid having it asked in the first place

source: Kari Marie via Flickr

twitter: @mglazerweb: www.linkedin.com/in/learningpro

michael glazerlearning advisor