The document discusses the business case for learning and measuring its impact. It outlines five steps to align learning with business results: alignment of learning goals with business goals, anticipating learner needs, creating alliances between learners and managers, applying learning on the job, and holding learners and managers accountable. It then provides examples of measuring the impact of learning initiatives at an Indian pharmaceutical company, including faster employee productivity, improved employee engagement and retention, and stronger leadership pipelines. The key is evolving initiatives over time based on impact and ensuring consistency, ownership and sustaining of learning for ongoing business impact.

1. The Business Case for Learning
and
Measuring Learning Impact
Rituraj Sar

2. LEARNING

3. EARNING

4.  Alignment
Learning and Business Results.
 Anticipation
Preparing learners for success
before the input.
 Alliance
A learning alliance between the Five Steps to
learner and their boss.
 Application
Business Impact
Opportunity to apply learning on
the job, receive feedback and
coaching.
 Accountability
Holding learners and bosses
accountable for measurable
business results.

5. ALIGNMENT
Key Business
FUTURE
READINESS
Impact Areas
at Lupin
EMPLOYEE
LIFE CYCLE
MANAGEMENT

6. Broadly 3 kinds
INTERVENTION FURTHER
EDUCATION
CONVENTIONAL
of inputs
(Career
Management, Talent
Management, et al) (Higher or Wider) (Classroom Session)

7. REASON
P
R
E
EXPECTATION
Ground Level
Small Step
ACTION PLAN
- REAL
P
O
S
T
LEARNING

8. Employee
Expectations
• Challenging • Loyalty to • Beyond • Take
and profession >
• Work-life
traditional ownership of
meaningful Loyalty to structures
balance their careers
work organization and authority and
development

9. Profession Key Dimensions
For
? Impact / Sustenance
of Initiatives
Career Organization

10. IMPACT
• Need agreement
• Documentation
• Feedback from user being
ploughed back to improve
value of the input
CONSISTENCY Learning
• Raising the Standards of
Excellence from one input /
project to the next
• Deepening the partnership
with users
• Impact Milestones being
Event Process
created and tracked
BEYOND THE WOW”
• Post Work

11. Example –
Initiative
evolved into
Started with providing the
the aim of following
arresting early additional Induction Program
life attrition benefits
1. FASTER PRODUCTIVITY
2. HAPPIER / BETTER ALIGNED NEW EMPLOYEES
3. MAKING QUALITY OF NEW HIRINGS COMPETITIVE ACROSS TEAMS
4. IMPROVED EMPLOYER BRANDING

12. Thriving Indicators of Learning impacting Business
Initiatives
evolve along Ownership of
Number of ‘on the impact Business for the
outcome based Strength of
demand’ curve. (eg.
on second line
programs v/s Buddy leading
implementation leadership
central to Buddy
projects pipeline
programs Coach;
Expanding (eg. Leader Plus)
Horizons etc.)

13. Greater Sustenance
of learning through Greater Business
Effective Impact at Work
Implementation
EXPECTED BAR RAISING
13

14. Thank You