Creating Effectiveness  and Efficiency   Learning at the Musculoskeletal Transplant Foundation  (MTF)
Governing Body Composed of Executive Management and Chief Human Resources Officer Translates business challenges to learning needs
Chief Learning Officer Develops a higher performing workforce Spearheads learning strategy for entire organization Ensures initiatives are closely aligned with MTF’s mission and goals Measures effectiveness and impact on business performance Manages vendor relations
Learning Task Force Composed of all MTF’s Departments and Human Resources (HR) HR persuades Department Heads to think of learning as adding value and a return on investment (like an expenditure) HR and Department Heads work together to create a people strategy that supports the MTF’s business
Success of Learning Task Force How well manage learning and effectively meet defined outcomes How track training initiatives Predefined metrics i.e. Efficiency by cost per participant hours vs cost per consulting hours
Other Metrics Total training expenditures per payroll Total training expenditures per total employees served Total number of training hours per total employees served Total savings in waste per dollars invested in training Total yearly gross profits per total number of employees
Evaluation Measures Reaction Pre and Post Testing-Did learning Occur? Change in Behavior Impact –Financial Return on Investment
Human Resource Tools Resources Learning Tools Assessment Tools Evaluation Tools Mentor Calendar of Events Minutes Publications Accreditation CME/Reimbursement Networks
Graduation Day Annual Conference Event Learning Task Force submits a final report to Governing Body Report documents effectiveness and efficiency, resources and documents plan process for improvements Awards in Recognition

Mtf Presentation

  • 1.
    Creating Effectiveness and Efficiency Learning at the Musculoskeletal Transplant Foundation (MTF)
  • 2.
    Governing Body Composedof Executive Management and Chief Human Resources Officer Translates business challenges to learning needs
  • 3.
    Chief Learning OfficerDevelops a higher performing workforce Spearheads learning strategy for entire organization Ensures initiatives are closely aligned with MTF’s mission and goals Measures effectiveness and impact on business performance Manages vendor relations
  • 4.
    Learning Task ForceComposed of all MTF’s Departments and Human Resources (HR) HR persuades Department Heads to think of learning as adding value and a return on investment (like an expenditure) HR and Department Heads work together to create a people strategy that supports the MTF’s business
  • 5.
    Success of LearningTask Force How well manage learning and effectively meet defined outcomes How track training initiatives Predefined metrics i.e. Efficiency by cost per participant hours vs cost per consulting hours
  • 6.
    Other Metrics Totaltraining expenditures per payroll Total training expenditures per total employees served Total number of training hours per total employees served Total savings in waste per dollars invested in training Total yearly gross profits per total number of employees
  • 7.
    Evaluation Measures ReactionPre and Post Testing-Did learning Occur? Change in Behavior Impact –Financial Return on Investment
  • 8.
    Human Resource ToolsResources Learning Tools Assessment Tools Evaluation Tools Mentor Calendar of Events Minutes Publications Accreditation CME/Reimbursement Networks
  • 9.
    Graduation Day AnnualConference Event Learning Task Force submits a final report to Governing Body Report documents effectiveness and efficiency, resources and documents plan process for improvements Awards in Recognition