Showing the effect of a solitary learning investment is easy. Answering the broader question of “What impact is L&D having on the business?” is tough. In this Presentation, you'll learn to guide assessment, evaluation and measurement strategies that provide data to help executives understand the impact of employee learning on business performance.

1. Learning and
Business
Impact: Making
the Case
through Metrics
and Analytics
BY NETCOM LEARNING

2. AGENDA
➢ Common practices in performance analytics: establishing a baseline
➢ Performance analytics at vanguard organizations: more is better
➢ Taking effective action on analytics - communicating action across the organization
➢ Challenges and successes
➢ Q&A with the speaker

3. The Anatomy of Learning Impact: When Learning works, what happens?
Impact occurs when:
A training-acquired skill is applied to improve performance in some part of ajob that
produces a Result that contributes to a Business Goal
Learning
Intervention
S
R
Individual or Team Job
Finish Line
Business
Goal
S
S
S
S
S
S
S
R

4. The Anatomy of Learning Impact: When Learning works, what happens?
Impact occurs when:
A training-acquired skill is applied to improve performance in some part of ajob that
produces a Result that contributes to a Business Goal
Learning
Intervention
S
R
Individual or Team Job
Finish Line
Not this!
Business
Goal
S
S
S
S
S
S
S
R

6. Common practices in performance
analytics: Establishing a baseline

7. Half of all
organizations
use HR and
business data in
their analytics

8. The most
popular
analytics
practice is the
internal
reporting of
learning metrics

9. What exactly compels organizations to use
analytics and do their use cases and
motivations align?

10. While more than half of all
organizations want to use analytics
for this purpose, only a third (34
percent) do

11. What prevents organizations from using
analytics in the manner they choose and in a
way that will drive business value?

12. The top
roadblocks in
using analytics

13. 8 in 10 organizations will increase their analytics
capability within the next two years, while the
use of analytics software — in use at 17 percent
of all organizations — will increase to 50 percent
in that same time frame

14. What are vanguard organizations doing that
other organizations aren’t?

15. Vanguard organizations are 14 percent more
likely to use learning analytics, 18 percent more
likely to pull from performance analytics and 6
percent more likely to pull in data from HR or
talent management analytics

16. Taking effective
action on
analytics

17. Communicating action across the organization

18. Senior, mid-level
and front-line
leaders request
data analytics
more often

19. Why are leaders at vanguard organizations
more engaged with data analytics?

20. Vanguard organizations use analytics for
more purposes and use analytics to problem
solve for L&D

21. 20 percent more
likely to use
analytics to make
data-driven
decisions about
learning
investments

22. Challenges?

23. Success?

24. Vanguard
organizations
aren’t content
with their current
successes either

25. KEY
TAKE-AWAYS • Successful performance analytics is a multi-step
process
• To become a vanguard organization, L&D must pull
in data from as many sources as possible,
communicate the outcomes to all levels of the
organization in an easily digestible way
• Use data to take effective action and measure as
many KPIs as possible.

26. MovingForward

27. High Impact Learning Programs by NetCom Learning
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5 Pillars ..............................
https://www.netcomlearning.com/services/

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35. Copyrights 2017 by NetCom Learning
NetCom Learning helps build innovative learning organizations in the
workplace by structuring a smarter workforce, supporting changes, and
driving growth. Since 1998 we have been empowering organizations to
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all aspects of organizational learning.
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