This document discusses measuring return on investment (ROI) for human resources programs and initiatives. It provides an overview of the ROI methodology, which collects six types of data: reaction and planned action, learning and confidence, application and implementation, business impact, ROI, and intangible benefits. The methodology is a comprehensive process for evaluating programs that has been refined over 25 years. It helps demonstrate the business value of HR to executives by showing the benefits versus costs of initiatives through credible ROI calculations and analysis.
ROI CERTIFICATION PROGRAM
A comprehensive way to gain the skills, resources,
and knowledge to measure the value of projects
and programs of all types – down to the financial
return on investment (ROI).
Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
ROI CERTIFICATION PROGRAM
A comprehensive way to gain the skills, resources,
and knowledge to measure the value of projects
and programs of all types – down to the financial
return on investment (ROI).
Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...Human Capital Media
Talent Development Reporting principles (TDRp) is a ground-breaking, industry-led initiative to run talent like a business to deliver measurable, planned impact with greater effectiveness and efficiency. Historically, many workforce professionals have not had the background or experience to approach talent from a business perspective. Moreover, many CFOs and CEOs, unsure of what really can be expected from HR, have not demanded that it be held to the same management standards as other functions.
TDRp provides standard statements and reports as well as definitions for more than 600 measures, much like GAAP or IFRS does for accounting. TDRp, however, also provides guidance in how these reports and metrics should be used by talent leaders to manage the function like a business. The TDRp framework has been developed for all important workforce processes including learning and development, leadership development, talent acquisition, capability management, performance management and total rewards.
In this webinar, Dave Vance will share the TDRp framework and challenge you to think about the benefits of a more business-like approach to talent in your organization. We’ll talk about using TDRp to:
Show alignment of HR initiatives to your organization’s goals.
Better plan HR initiatives, especially with regard to expected impact and value.
Better execute HR initiatives.
Report results and show the value of your HR initiatives.
Bottom line, TDRp can help you become a more valued business partner making a significant contribution to the success of your organization.
FCB Partners Course Preview: Process Owners in ActionFCBPartners
A Three-day Advanced Certification Class on Business Process Management (BPM)
The role of Process Owner is a challenging one, characterized by significant accountability with limited resources and authority. Because process ownership is relatively new to many organizations, people taking on the role have had little guidance, training, or opportunity to learn from peers. The purpose of this course is to illuminate the role, explore the challenges, offer practical approaches, and enable individuals to successfully navigate opportunities, constraints, and conflicting priorities. This is a course for Process Owners, Managers, and Leaders seeking to improve their effectiveness as well as the staff and consultants supporting them.
How do you quickly validate, quantify, and report on the outcomes of your activities? Learn how leading nonprofits are demonstrating success to donors and stakeholders.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
هذه المحاضرة تتناول الاتجاهات الحديثة في إدارة المشاريع حيث تحدثت فيها عن:
• مقدمة بسيطة عن التحول الرقمي
• الوضع الحالي لإدارة المشاريع بتقييم من ال
PMI
• أهم ثلاثة عوامل في نجاح المشاريع مستقبلا
• طرق العمل الجديدة لإدارة المشاريع
• دور مكتب إدارة المشاريع مستقبلا
• التعامل مع التحول الرقمي
• المهارات المطلوبة لمدراء المشاريع للتعامل مع التحول الرقمي
• حديث عن ال
Gig Economy
لحضور المحاضرة يمكنك الدخول على رابط الفيديو
https://youtu.be/rMD6sXSMLLA
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
How to Build Your Strategic Portfolio Management MaturityKeyedIn Projects
Learn from Forrester analyst, Margo Visitacion, about the basics to understand where your portfolio management stands today and how to build your portfolio management engine to become more strategic.
Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...Human Capital Media
Talent Development Reporting principles (TDRp) is a ground-breaking, industry-led initiative to run talent like a business to deliver measurable, planned impact with greater effectiveness and efficiency. Historically, many workforce professionals have not had the background or experience to approach talent from a business perspective. Moreover, many CFOs and CEOs, unsure of what really can be expected from HR, have not demanded that it be held to the same management standards as other functions.
TDRp provides standard statements and reports as well as definitions for more than 600 measures, much like GAAP or IFRS does for accounting. TDRp, however, also provides guidance in how these reports and metrics should be used by talent leaders to manage the function like a business. The TDRp framework has been developed for all important workforce processes including learning and development, leadership development, talent acquisition, capability management, performance management and total rewards.
In this webinar, Dave Vance will share the TDRp framework and challenge you to think about the benefits of a more business-like approach to talent in your organization. We’ll talk about using TDRp to:
Show alignment of HR initiatives to your organization’s goals.
Better plan HR initiatives, especially with regard to expected impact and value.
Better execute HR initiatives.
Report results and show the value of your HR initiatives.
Bottom line, TDRp can help you become a more valued business partner making a significant contribution to the success of your organization.
FCB Partners Course Preview: Process Owners in ActionFCBPartners
A Three-day Advanced Certification Class on Business Process Management (BPM)
The role of Process Owner is a challenging one, characterized by significant accountability with limited resources and authority. Because process ownership is relatively new to many organizations, people taking on the role have had little guidance, training, or opportunity to learn from peers. The purpose of this course is to illuminate the role, explore the challenges, offer practical approaches, and enable individuals to successfully navigate opportunities, constraints, and conflicting priorities. This is a course for Process Owners, Managers, and Leaders seeking to improve their effectiveness as well as the staff and consultants supporting them.
How do you quickly validate, quantify, and report on the outcomes of your activities? Learn how leading nonprofits are demonstrating success to donors and stakeholders.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
هذه المحاضرة تتناول الاتجاهات الحديثة في إدارة المشاريع حيث تحدثت فيها عن:
• مقدمة بسيطة عن التحول الرقمي
• الوضع الحالي لإدارة المشاريع بتقييم من ال
PMI
• أهم ثلاثة عوامل في نجاح المشاريع مستقبلا
• طرق العمل الجديدة لإدارة المشاريع
• دور مكتب إدارة المشاريع مستقبلا
• التعامل مع التحول الرقمي
• المهارات المطلوبة لمدراء المشاريع للتعامل مع التحول الرقمي
• حديث عن ال
Gig Economy
لحضور المحاضرة يمكنك الدخول على رابط الفيديو
https://youtu.be/rMD6sXSMLLA
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
How to Build Your Strategic Portfolio Management MaturityKeyedIn Projects
Learn from Forrester analyst, Margo Visitacion, about the basics to understand where your portfolio management stands today and how to build your portfolio management engine to become more strategic.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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4. 3
Shifting Paradigms
Activity Based Results Based
• No business need for the program • Program linked to specific business
• No assessment of performance
issues
• Assessment of performance
effectiveness
• No specific measurable objectives • Specific objectives for application and
business impact
• No effort to prepare program
participants to achieve results
• Results expectations communicated
to participants
• No effort to prepare the work
environment to support application
• Environment prepared to support
application
• No efforts to build partnerships with
key managers
• Partnerships established with key
managers and clients
• No measurement of results or ROI
analysis
• Measurement of results and ROI
analysis
• Planning and reporting are input
focused
• Planning and reporting are outcome
focused
The ROI Process Collects Six Types of Data
1. Reaction and Planned Action
2. Learning and Confidence
3. Application and Implementation
4. Business Impact
5. Return on investment
6. Intangible benefits
. . . and includes a technique to isolate the effects of the program or solution.
The use of the ROI Process is Impressive:
• Process refined over a 25-year period
• Thousands of impact studies conducted each year
• More than 300 case studies published on ROI use
• Over 15,000 have attended a two-day ROI workshop
• Over 4,000 individuals certified to implement the ROI Process
• 30 books developed to support the process
• ROI Process adopted by hundreds of organizations in manufacturing, service,
non-profit, and government settings in 44 countries
- See the ROI Fact Sheet -
5. Reac
• Show
prog
• Justi
• Ident
to be
How many
ctive
w contributi
rams
fy/defend b
tify inefficie
e redesigne
• Learn
• Caree
• Comp
• Divers
• E-Lea
• Execu
• Gains
• Meeti
• Leade
y of these e
A
F
A
M
Why U
ons of sele
budgets
ent program
ed or elimina
ing and De
er Developm
petency Sys
sity Program
arning
utive Coach
sharing
ngs and Ev
ership Deve
lements do y
An Evaluatio
Framework
A Process
Model
se Impac
ected
ms that need
ated
App
evelopment
ment
stems
ms
hing
vents
elopment
Basic
you have in
on
Imp
4
ct and RO
d
Proa
• Alig
• Ear
adm
• Imp
• Enh
proc
• Iden
be i
• Ear
plications
• Org
• Orie
• Rec
• Safe
• Self
• Skil
Bas
• Tec
• Qua
• We
c Elemen
place?
plementation
OI Analys
active
gns learning
n respect o
ministrators
prove suppo
hance desig
cesses
ntify succes
mplemente
n a “seat at
s
ganization D
entation Sy
cruiting Stra
ety & Healt
f-Directed T
l-Based/Kn
sed Compe
chnology Im
ality Progra
llness/Fitne
nts
Op
Sta
Phi
Appl
and P
n
is?
g to busines
of senior ma
ort for HR
gn and impl
ssful progra
ed in other a
t the table”
Developmen
ystems
ategies
th Program
Teams
nowledge-
nsation
mplementati
ams
ess Initiative
perating
andards
and
losophy
Case
lications
Practice
ss needs
anagement
lementation
ams that ca
areas
nt
s
ion
es
/
n
an
6. 5
The ROI Methodology
Reporting
Data Analysis
LEVEL 5: ROI
Data Collection
LEVEL 4:
Business Impact
LEVEL 2:
Learning and
Confidence
LEVEL 3: Application
and
Implementation
LEVEL 1:
Reaction and Planned
Action
Evaluation
Planning
Develop
Evaluation
Plans and
Baseline Data
Collect Data
During
Solution
Implementation
Collect Data
After
Solution
Implementation
Isolate the
Effects of
Solution
Convert Data
to Monetary
Value
Calculate
the Return On
Investment
Generate
Impact
Study
Capture Costs
Of Solution
Identify
Intangibles
Intangible Benefits
Develop/
Review
Objectives of
Solution
ROI Calculation
ROI =
Net Project Benefits
Project Costs
Cost of project $230,000
Benefits of project (1st
year) $430,000
ROI =
$430,000-$230,000
= 0.87 x 100 = 87%
$230,000
Evaluation Framework
Level Measurement Focus
1. Reaction & Planned
Action
Measure participant satisfaction with the project/project
and captures planned action.
2. Learning & Confidence Measures changes in knowledge, skills, and attitude.
3. Application &
Implementation
Measures implementation and changes in behavior in
the performance setting.
4. Business Impact Measures changes in business impact variables.
5. Return on Investment Compares benefits to the costs.
7. 6
12 Guiding Principles
1. When conducting a higher-level evaluation, collect
data at lower levels.
2. When planning a higher level evaluation, the
previous level of evaluation is not required to be
comprehensive.
3. When collecting and analyzing data, use only the most
credible sources.
4. When analyzing data, select the most conservative
alternatives for calculations.
5. Use at least one method to isolate the effects of the
program or project.
6. If no improvement data are available for a population or
from a specific source, assume that little or no
improvement has occurred.
7. Adjust estimates of improvements for the potential error
of the estimates.
8. Avoid use of extreme data items and unsupported claims
when calculating ROI calculations.
9. Use only the first year of annual benefits in the ROI
analysis of short-term solutions.
10.Fully load all costs of the solution, project, or program
when analyzing ROI.
11.Intangible measures are defined as measures that are
purposely not converted to monetary values.
12.Communicate the results of the ROI Methodology to all
key stakeholders.
The ROI Process
A comprehensive measurement and evaluation process
that generates six types of measures:
• Reaction and Planned Action
• Learning and Confidence
• Application and Implementation
• Business Impact
• Return on Investment
• Intangible Measures
This balanced approach to measurement includes a
technique to isolate the effect of the program or solution.
Results-based Solutions
• Performance solutions/projects are initiated,
developed and delivered with the end in mind.
• Participants understand their responsibility to
obtain results with programs/solutions.
• Support groups (management, supervisors, co-
workers, etc.) help to achieve results from
performance solutions.
• A comprehensive measurement and evaluation
system is in place for each program/project.
• Variety of approaches utilized to measure
contribution, representing a balanced viewpoint.
• Follow-up evaluations (Application, Impact, and
ROI) are developed for targeted solutions/projects
and results are reported to a variety of
stakeholders.
8. 7
Collecting Follow-Up Data
Type of Data
Method Level 3 Level 4
Surveys/Questionnaires 9 9
Observation on the Job 9
Interviews 9
Follow-Up Focus Group 9
Action Planning 9 9
Performance Contracting 9 9
Performance Monitoring 9
Isolating the Effects of the HR Program
Method1
Best PracticeUse2
1. Comparison Group Analysis 35%
2. Trend/Forecasting Analysis 20%
3. Expert Estimation 50%
4. Other 20%
1
Listed in order of credibility
2
Percentages exceed 100%
Converting Data to Money
Credibility Resources Needed
Standard values
Records / Reports analysis
Databases
Expert estimation
High
High
Moderate
Low
Low
High
Moderate
Low
Notes:
9. 8
Tabulating Program Costs
Direct
• Program Materials
• Facilitator Costs
• Facilities
• Travel
Indirect
• Needs Assessment
• Program Development
• Participant Time
• Administrative Overhead
• Evaluation
Intangible Benefits
• Complaints
• Conflicts
• Teamwork
• Customer service
• Commitment
• Stress
• Job satisfaction
• Engagement
Defining the Return on Investment
The ROI is calculated the same as the financial ROI for a building.
Benefits/Cost Ratio =
Monetary Benefits
Program Costs
ROI (%) =
Net Monetary Benefits
Program Costs
X 100
Example
Costs for project (25 participants) $80,000
Benefits from program (1st year) $240,000
BCR =
ROI = x 100 = ______%
Notes:
A great ROI? Depends on the target.
________________________________________
________________________________________
________________________________________
________________________________________
________________________________________
________________________________________
10. 9
ROI Best Practices
1. The ROI methodology is implemented as a process improvement tool and not a
performance evaluation tool.
2. ROI impact studies are conducted very selectively, usually involving 5-10% of
programs.
3. A variety of data collection methods are used in ROI analysis.
4. For a specific ROI evaluation, the effects of the solution are isolated from other
influences.
5. Business impact data are converted to monetary values.
6. ROI evaluation targets are developed, showing the percent of programs evaluated at
each level.
7. The ROI methodology generates a micro level scorecard.
8. ROI methodology data are being integrated to create a macro scorecard.
9. The ROI methodology is being implemented for about 3-5% of the budget.
10.ROI forecasting is being implemented routinely.
11.The ROI methodology is used as a tool to strengthen/improve processes.
*Based on benchmarking with over 200 organizations using ROI routinely
Evaluation Targets
ROI
Impact
Application &
Implementation
Learning & Confidence
Reaction & Planned Action
Level 5: 5-10%
Level 1: 90-100%
Level 2: 40-60%
Level 3: 30%
Level 4: 10-20%
11. 10
Criteria for Selecting Programs – Level 4 & 5 Evaluation
What happens if we maintain a status Quo?
Notes:
• Expected life cycle of the program
• The importance of the program in meeting organization’s goals
• The cost of the program
• Visibility of the program
• The size of the target audience
• Extent of management interest
• Budget?
• Influence?
• Support?
• Other Issues?
13. 12
ROI Quiz
True or False? Please choose the answer you feel is most correct
T F
1. The ROI Methodology generates just one data item, expressed as a
percentage.
† †
2. A program with monetary benefits of $200,000 and costs of $100,000
translates into a 200% ROI.
† †
3. The ROI Methodology is a tool to strengthen and improve HR processes. † †
4. After reviewing a detailed ROI impact study, senior executives will usually
require ROI studies on all programs.
† †
5. ROI studies should be conducted very selectively, usually involving 5-10%
of programs.
† †
6. While it may be a rough estimate, it is always possible to isolate the effects
of a program on impact data
† †
7. A program costing $100 per participant, designed to teach basic skills with
job related software, is an ideal program for an ROI impact study.
† †
8. Data can always be converted to monetary value, credibly. † †
9. The ROI Methodology contains too many complicated formulas. † †
10.The ROI Methodology can be implemented for about 3-5% of my HR
budget.
† †
11.ROI is not future oriented; it only reflects past performance. † †
12.ROI is not possible for soft skills programs. † †
13.If an ROI impact study, conducted on an existing program, shows a
negative ROI, the client is usually already aware of the program’s lack of
results.
† †
14.The best time to consider an ROI evaluation is three months after the
program is completed.
† †
15.In the early stages of implementation, the ROI Methodology is a process
improvement tool and not a performance evaluation tool for the HR staff.
† †
16.If senior executives are not asking for ROI, there is no need to pursue the
ROI Methodology.
† †
14. 13
So, how did you do?
Now that the answers to the quiz have been explained, see how you fared. Tally your
scores. Based on the interpretations below, what is your ROI acumen?
No. of Correct
Responses Interpretation
14-16 You could be an ROI consultant
10-13 You could be a speaker at the next ROI Conference
7-9 You need a copy of a thick ROI book
4-6 You need to attend a two-day ROI workshop
1-3 You need to attend the ROI certification
15. 14
Southeast Corridor Bank
Program Title: Managing Retention
Target Group: Bank Tellers
Solution: Skills Based Pay System to Reduce Employee Turnover
RESULTS
Level 1:
Reaction
Level 2:
Learning
Level 3:
Application
Level 4:
Impact
Level 5:
ROI
Intangible
Benefits
Composite
Rating: 4.2
out of 5
Positive self
assessment
on program
understanding
Positive self
assessment
on each
course with
few
exceptions
(only two
failed to be
promoted
because of
performance
in training)
95%
participation
rate
86 requests
for training
compared to
46 the year
before
138 review
situations
257
promotions
compared to
139 the year
before
Turnover
reduced from
71% to 35%
Staffing level
reduced by
4%
BCR:
3.58
ROI:
258%
Customer
Satisfaction
Job
Satisfaction
Product
Sales
Cross Selling
Technique to Isolate Effects of Program: Estimates from branch managers and branch
staff, adjusted for error
Technique to Convert Data to Monetary Value: External studies at similar institutions
and standard values (for staffing)
Fully-loaded Program Costs: $857,196 First year; $433,200 Second year
16. 15
Sprint/Nextel
Program Title: Diversity
Target Group: Managers and Employees
Solution: All-Inclusive Workforce Program (AIW)
RESULTS
Level 1:
Reaction
Level 2:
Learning
Level 3:
Application
Level 4:
Impact
Level 5:
ROI
Intangible
Benefits
Composite
Rating:
4.39 out of
5 (for six
items)
Averaged
4.28 out of 5
(for learning
on six
objectives)
Managers:
Supports AIW
(87%)
Addresses
Problems
(81%)
Encourages
Staff (78%)
Employees:
Supports AIW
(65%)
Identifies
Differences
(63%)
Encourages
Staff (60%)
91% of
Managers
successful
completed
action plans
Attrition Rate
Improvement
= 9.77%
BCR: 2.6
ROI:
163%
Employee
Satisfaction
Communication
Cooperation
Diversity Mix
Teamwork
Technique to Isolate Effects of Program: Manager’s estimate, adjusted for error
Technique to Convert Data to Monetary Value: Standard cost item ($89,000 per
Turnover)
Fully-loaded Program Costs: $1,216,836
17. 16
Healthcare, Inc.
Program Title: Preventing Sexual Harassment
Target Group: Primary First and Second Level Managers (655)
Secondary: All employees through group meetings (6,844)
Solution: Workshops and meetings on company policy and sexual
harassment regulations
RESULTS
Level 1:
Reaction
Level 2:
Learning
Level 3:
Application
Level 4:
Impact
Level 5:
ROI
Intangible
Benefits
Overall
rating 4.11
out of 5
93%
provided
action
items
65% increase
post-test
versus pre-
test
Skill practice
demonstration
96%
conducted
meetings and
completed
meeting
record
4.1 out of 5 on
behavior
change survey
68% report all
action items
complete
92% report
some action
items
complete
Turnover
reduction:
$2,840,632
Complaint
reduction:
$360,276
Total
improvement:
$3,200,908
1,051% Job
Satisfaction
Absenteeism
Stress
Reduction
Better
Recruiting
Technique to Isolate Effects of Program: Trendline analysis; participant estimation
Technique to Convert Data to Monetary Value: Historical costs; internal experts
Fully-loaded Program Costs: $277,987
19. 18
Sample of Published ROI Studies
Case Study Name Measuring the ROI: Key Impact Measures: ROI
Cracker Box Performance
Management (Restaurant
Chain)
A variety of measures, such as
productivity, quality, time, costs,
turnover, and absenteeism
298%1
Federal Information
Agency
Internal Graduate Degree
Program (Federal Agency)
Retention, individual graduate
projects
153%4
Healthcare, Inc. Sexual Harassment
Prevention (Health Care
Chain)
Complaints, turnover, absenteeism,
job satisfaction
1052%2
Imperial National Bank Executive Leadership
Development (Financial)
Team projects, individual projects,
retention
62%2
International Car Rental First Level Leadership
Development (Auto Rental
Company)
Various measures – at least two per
manager
105%7
MetroTransit Absenteeism
Control/Reduction
Program (Major City)
Absenteeism, customer satisfaction 882%2
Midwest Electric Stress Management
Program (Electric Utility)
Medical costs, turnover, absenteeism 320%2
National Crushed Stone Skill-Based Pay
(Construction Materials
Firm)
Labor costs, turnover, absenteeism 805%2
National Steel Safety Incentive Plan
(Steel Company)
Accident frequency rate, accident
severity rates
379%2
Nations Hotel Executive Coaching (Hotel
Chain)
Cost reduction, sales growth,
operating efficiency, retention, and
customer satisfaction
221%5
Nextel Communications Diversity
(Communications
Company)
Retention, employee satisfaction 163%6
Southeast Corridor
Bank
Retention Improvement
(Financial Services)
Turnover, staffing levels, employee
satisfaction
258%3
United Petroleum E-Learning (Petroleum) Sales 206%2
VA Sunshine
Healthcare Network
Competency Development
(Veteran’s Health
Administration)
Time savings, work quality, faster
response
159%4
20. 19
References for Published Studies
1. In Action: Measuring Return on Investment, Volume 3. Patricia P. Phillips, Editor; Jack J.
Phillips, Series Editor. American Society for Training and Development, Alexandria, VA,
2001.
2. The Human Resources Scorecard: Measuring the Return on Investment. Jack Phillips,
Ron D. Stone, Patricia P. Phillips. Butterworth-Heinemann, Woburn, MA, 2001.
3. In Action: Retaining Your Best Employees. Patricia P. Phillips, Editor; Jack J. Phillips,
Series Editor. American Society for Training and Development and the Society for
Human Resource Management, Alexandria, VA, 2002.
4. In Action: Measuring ROI in the Public Sector. Patricia P. Phillips, Editor. American
Society for Training and Development, Alexandria, VA, 2002.
5. ROI at Work: Best Practice Case Studies from the Real World. Jack J. Phillips and Patti
P. Phillips, Editors. American Society for Training and Development, Alexandria, VA,
2005.
6. In Action: Implementing Training Scorecards. Lynn Schmidt, Editor; Jack J. Phillips,
Series Editor. American Society for Training and Development, Alexandria, VA, 2003.
7. The Leadership Scorecard, Jack J. Phillips and Lynn Schmidt, Butterworth-Heinemann,
Woburn, MA, 2004.
Additional Reading
The Value of Learning: How Organizations Capture Value and ROI and Translate It into Support,
Improvement, and Funds. Jack J. Phillips and Patricia P. Phillips. Pfeiffer, 2007.
Show Me the Money. Jack J. Phillips and Patricia P. Phillips. Berrett-Koehler, San Francisco, CA,
2007
Return on Investment Basics. Patricia P. Phillips and Jack J. Phillips. American Society for Training
and Development, Alexandria, VA, 2005
Investing in Your Company’s Human Capital: Strategies to avoid too much or too little. Jack J.
Phillips, New York, NY: Amacom 2005.
Proving the Value of HR: Why and How to Measure ROI. Jack J. Phillips and Patricia P. Phillips.
Society for Human Resource Management, Alexandria, VA, 2005.
Return on Investment in Training and Performance Improvement Programs,2nd
Edition, Jack J.
Phillips. Butterworth-Heinemann, Woburn, MA, 2003.
Project Management Scorecard. Jack J. Phillips, Tim Bothell, G. Lynne Snead. Butterworth-
Heinemann, Woburn, MA, 2002
The Bottomline On ROI. Patricia P. Phillips, Center for Effective Performance, 2002.
How to Measure Training Results, A Practical Guide to Tracking the Six Key Indicators. Jack J.
Phillips, Ron D. Stone. McGraw-Hill Publishing, New York, NY, 2002.
The Consultant’s Scorecard. Jack J. Phillips, McGraw-Hill Publishing, New York, NY, 2000.
HRD Trends Worldwide: Shared Solutions to Compete in a Global Economy. Jack J. Phillips.
Butterworth-Heinemann, Woburn, MA, 1999.
A New Vision for Human Resources. Jac Fitz-enz and Jack J. Phillips. Crisp Publications, San
Francisco, CA, 1998.
Accountability in Human Resource Management. Jack J. Phillips. Butterworth-Heinemann, Woburn,
MA, 1996.
In Action: Measuring Intellectual Capital. Patricia P. Phillips, Editor, Jack J. Phillips, Series Editor.
American Society for Training and Development, Alexandria, VA, 2002.
In Action: Performance Analysis and Consulting. Jack J. Phillips, Editor & Series Editor, American
Society for Training and Development, Alexandria, VA, 1999.
In Action: Coaching for Extraordinary Results. Darelyn J. Mitch, Editor; Jack J. Phillips, Series Editor.
American Society for Training and Development, Alexandria, VA, 2002.
23. 22
Jack J. Phillips, Ph.D.
As a world-renowned expert on accountability, measurement, and evaluation, Dr. Jack J. Phillips
provides consulting services for Fortune 500 companies and major global organizations. The author
or editor of more than 50 books, Phillips conducts workshops and makes conference presentations
throughout the world.
His expertise in measurement and evaluation is based on more than 27 years of corporate
experience in the aerospace, textile, metals, construction materials, and banking industries. Phillips
has served as training and development manager at two Fortune 500 firms, as senior human
resource officer at two firms, as president of a regional bank, and as management professor at a
major state university.
This background led Phillips to develop the ROI methodology⎯a revolutionary process that provides
bottom-line figures and accountability for all types of learning, performance improvement, human
resource, technology, and public policy programs.
Phillips regularly consults with clients in manufacturing, service, and government organizations in 44
countries in North and South America, Europe, Africa, Australia, and Asia.
Books most recently authored by Phillips include Show Me the Money (Berrett-Koehler, 2007); The
Value of Learning (Pfeiffer, 2007); How to Build a Successful Consulting Practice (McGraw-Hill,
2006); Investing in Your Company’s Human Capital: Strategies to Avoid Spending Too Much or Too
Little (Amacom, 2005); Proving the Value of HR: How and Why to Measure ROI (SHRM, 2005); The
Leadership Scorecard (Elsevier Butterworth-Heinemann, 2004); Managing Employee Retention
(Elsevier Butterworth-Heinemann, 2003); Return on Investment in Training and Performance
Improvement Programs, 2nd ed. (Elsevier Butterworth-Heinemann, 2003); The Project Management
Scorecard, (Elsevier Butterworth-Heinemann, 2002); How to Measure Training Results (McGraw-Hill,
2002); The Human Resources Scorecard: Measuring the Return on Investment (Elsevier Butterworth-
Heinemann, 2001); The Consultant’s Scorecard (McGraw-Hill, 2000); and Performance Analysis and
Consulting (ASTD, 2000). Phillips served as series editor for ASTD’s In Action casebook series, an
ambitious publishing project featuring 30 titles. He currently serves as series editor for Elsevier
Butterworth-Heinemann’s Improving Human Performance series, and for Pfeiffer’s new series on
Measurement and Evaluation.
Phillips has received several awards for his books and work. The Society for Human Resource
Management presented him an award for one of his books and honored a Phillips ROI study with its
highest award for creativity. The American Society for Training and Development gave him its highest
award, Distinguished Contribution to Workplace Learning and Development. Meeting News named
Phillips one of the 25 most influential people in the Meetings and Events industry, based on his work
on ROI for the industry.
Phillips has undergraduate degrees in electrical engineering, physics, and mathematics; a master’s
degree in Decision Sciences from Georgia State University; and a Ph.D. in Human Resource
Management from the University of Alabama.
Jack Phillips has served on the boards of several private businesses—including two NASDAQ
companies—and several nonprofits and associations, including the American Society for Training and
Development. He is chairman of the ROI Institute, Inc., and can be reached at (205) 678-8101, or by
e-mail at jack@roiinstitute.net.