Measuring Strategic, Visible and Costly Learning Programs


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Measuring Strategic, Visible and Costly Learning Programs

  1. 1. Measuring Strategic, Visible and Costly Learning Programs Speaker: Jeffrey Berk Chief Operating Officer KnowledgeAdvisors, Inc. Moderator: Kellye Whitney Managing Editor Chief Learning Officer magazine #CLOwebinar
  2. 2. Tools You Can Use•  Q&A –  Click on the Q&A panel (?) in the bottom right corner –  Type in your question in the space provided –  Click on “Send.” #CLOwebinar
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  4. 4. Frequently Asked QuestionsWill I receive a copy of the webinar recording? YES Will I receive a copy of the slides? YES Please allow up to 2 business days to receive these materials #CLOwebinar
  5. 5. Measuring Strategic, Visible and Costly Learning Programs Kellye Whitney Managing Editor Chief Learning Officer magazine #CLOwebinar
  6. 6. Measuring Strategic, Visible and Costly Learning Programs Jeffrey Berk Chief Operating Officer KnowledgeAdvisors, Inc. #CLOwebinar
  7. 7. Measuring Strategic, Visible and Costly Learning Programs Jeffrey Berk Chief Operating Officer
  8. 8. Agenda§ Review the importance of measuring strategic, visible andcostly programs§ Discuss the measurement plan to gather timely, credibledata§ Showcase sample reports, statements, dashboards andscorecardsNovember 29, 2011 © 2011, KnowledgeAdvisors 8
  9. 9. About KnowledgeAdvisorsNovember 29, 2011 © 2011, KnowledgeAdvisors 9
  10. 10. Some of Our Clients
  11. 11. A Program with an Unhappy Ending1. Company A went back 2 years… and identified that they had 1,019 people rated #3, “needs improvement” in recent performance reviews2. They calculated that they spent an average of $13,090 per year on highly visible performance management (Coaching, counseling, mentoring, retraining and manager time) to elevate them to #1’s ,“high performers”3. They identified 2 years later… the number that were currently ranked as #1’s, was ZERO Source: Dr. John Sullivan, Presentation at Analytics SymposiumNovember 29, 2011 © 2011, KnowledgeAdvisors 11
  12. 12. When Do I Need to Measure?For any L&D program, ask the following questions:ü  Is it Strategic?...aligned to an executive initiativeü  Is it Visible?...awareness by senior managementü  Is it Costly?...more money than a typical programstrategic costly visibleNovember 29, 2011 © 2011, KnowledgeAdvisors 12
  13. 13. Question?What Percent of Your Programs are Strategic, Visible and Costly?A.  0%B.  <5%C.  6 to 10%D.  11 to 25%E.  >25%November 29, 2011 © 2011, KnowledgeAdvisors 13
  14. 14. Strategic, Visible, Costly Programs§  Leadership Development§  On-boarding/ New Hire§  Sales Training§  Others?November 29, 2011 © 2011, KnowledgeAdvisors 14
  15. 15. Desired Measurement Outcomes§  Quantified feedback on program satisfaction and quality§  Timely indicators of impact and effectiveness§  Provide stewardship and accountability to stakeholders§  Implement world-class, credible and scalable program measurement techniques§  Access useful data-driven information to prioritize continuous improvements to the program§  Create a sustainable measurement process to measure the program long-term and to easily utilize on other learning programsNovember 29, 2011 © 2011, KnowledgeAdvisors 15
  16. 16. Question?Do you currently measure the business impact of strategic, visible and costly programs?A.  YesB.  NoNovember 29, 2011 © 2011, KnowledgeAdvisors 16
  17. 17. Measurement Plan ‘Top 10’1.  Identify Key Performance Indicators2.  Create Smart Sheet Evaluations3.  Build Communication Plan4.  Design the Dashboard5.  Provide Executive Reports, Scorecards, and Statements6.  Conduct Capability Assessment7.  Perform a Test/Certification8.  Gather Sponsor Satisfaction Data9.  Deploy On-the-Job Reinforcement10. Conduct Business Impact ExerciseNovember 29, 2011 © 2011, KnowledgeAdvisors 17
  18. 18. Identify Key Performance Indicators Outcome Metrics - Business Outcomes • Leader Retention (Leadership) •  Time to Performance (On-boarding) •  Win Rate (Sales) Effectiveness Metrics – Program Performance • Delivery Quality • Knowledge Gain • Application to Job • Business Alignment • Value Efficiency Metrics – Cost and Activity • # of Participants • % of Employees Trained • Total L&D Investment • L&D Investment per Participant • Courses Utilized • Classes Conducted • Instructors Utilized • Locations UsedNovember 29, 2011 © 2011, KnowledgeAdvisors 18
  19. 19. Create ‘Smart Sheet Evaluations’ Not only evaluate The training but also the process such as on- boarding or leadership development or sales effectiveness .November 29, 2011 © 2011, KnowledgeAdvisors 19
  20. 20. Build Communication PlanA communication plan is a document thatcan be distributed to participants andsponsors that outline the context formeasuring the program as well as what,when and how measurement will be done.This helps with change management andproject management. November 29, 2011 © 2011, KnowledgeAdvisors 20
  21. 21. Design the Dashboard§  A visual, concise datarepresentation§  Shows the efficiency,effectiveness andoutcome metrics§ Data from evaluations,tests, assessmentsimports, LMS / HRISfeeds, uploads, etc.November 29, 2011 © 2011, KnowledgeAdvisors 21
  22. 22. Reports, Scorecards, Statements§  Reporting for a non L&Daudience that emphasizeefficiency, effectiveness andoutcomes.§  Reporting for L&Dexecutives that focus onsatisfaction to impact andvalue§  Hold quarterly reviews withL&D execs and sponsorsNovember 29, 2011 © 2011, KnowledgeAdvisors 22
  23. 23. Conduct Capability AssessmentConduct a 180 or 360 of core competencies to identify blind spots and hiddenstrengths specific to the desired behaviors participants are to improve November 29, 2011 © 2011, KnowledgeAdvisors 23
  24. 24. Perform Test/CertificationValidate critical knowledge and increase participant confidence with a test. 1. Take Test 2. Receive Feedback 3. Receive Certificate November 29, 2011 November 29, 2011 © 2011, KnowledgeAdvisors © 2011, KnowledgeAdvisors 24
  25. 25. Sponsor Satisfaction DataGather feedback from key sponsors at key milestones regarding their overallsatisfaction with the program and its outcomes.November 29, 2011 © 2011, KnowledgeAdvisors 25
  26. 26. On-the-Job ReinforcementUse goal setting tools to establish and track changes in business results orbehaviors when participants are on-the-job. It also can identify scrap learning.November 29, 2011 © 2011, KnowledgeAdvisors 26
  27. 27. Business Impact Exercise§  Control Group (side by side)§  Determine if learning projects influenced employee retention§  Employees with no learning projects averaged a turnover rate of 21%§  Employees with 2 or more learning projects averaged a turnover rate of 2%§  Clearly the control group vs. learning group shows a difference Source: Dr. John Sullivan, Presentation at Analytics SymposiumNovember 29, 2011 © 2011, KnowledgeAdvisors 27
  28. 28. Question? Do you feel your measurement process for measuring strategic, visible and costly programs is practical, credible, and repeatable?A.  YesB.  NoNovember 29, 2011 © 2011, KnowledgeAdvisors 28
  29. 29. Measurement Success – Happy EndingExecutive Program for Government Entity:An executive leadership program generated morethan double the impact of typical leadership programsequating to nearly 70% on-the-job application and a 2to 1 benefit to cost ratio. Strategic Sales Training A strategic sales training program generated $74,000 in increased sales per sales person for a $5,000 per person investment. This data was the catalyst that convinced management to expand the program to other sales territories. Front-Line Staff New Hire Program An on-boarding program for front-line staff brought an additional 15,000 hours of increased productivity to the business as a result of the increased speed to competency. This analysis helped save a new hire program that was questioned by management.November 29, 2011 © 2011, KnowledgeAdvisors 29
  30. 30. Contact InformationFor further information on the information contact:Jeffrey BerkChief Operating Officer+1 312  
  31. 31. Join Our Next CLO Webinar Developing a Mobile Learning Strategy Thursday, December 8, 2011CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register at the CLO Network: #CLOwebinar