~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Get Zeroed-In on
Learning Measurement Inaugural Issue Summer 2005 ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ In this issue -- Is measuring
learning ROI enough? -- Benchmarks:
Measuring the impact of learning rates highest -- Featured Measure:
Fit Cost -- Case Study: -- Opinion: Business
performance management versus training analytics Greetings! Get
Zeroed-In on Learning Measurement is a quarterly newsletter devoted to
learning measurement and the people and processes surrounding it. Each issue
contains feature articles, benchmarks, case studies, opinions, and upcoming
events relating to learning measurement, learning analytics, and strategic
reporting inside and outside the learning organization. |
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~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Measuring the return
on investment (ROI) for a learning initiative gives clear insight to your
ability to produce a set of desired results that exceed in value the
financial investment required to plan, develop, deliver, and measure the
learning initiative. Positive ROI is a good indicator of learning
effectiveness, and in fact, it is the "holy grail" that many
learning organizations seek. But is it enough to simply measure ROI and the
corresponding effectiveness measures (reaction, learned, application) leading
up to the results? Many organizations, like NCR Corporation, say
"no". In a recent presentation at the Skillsoft Perspectives User
Group, Jim Bauman, Director of Operations for ROI and the
effectiveness measures that precede it are post-delivery measures (e.g.
lagging indicators). You only know after the fact whether you hit the mark or
not. Yes, you can make improvements the next time you deliver the learning.
But you may not get a second chance. NCR shows us that measuring
"progress to date" in conjunction with learning effectiveness gives
us the opportunity to respond to automated alerts and apply corrections at
the time when a gauge of performance slips below planned levels or shows a
trending forecast for less than the set of objectives allow. |
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~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Measuring the impact
of learning rates highest among critical problems facing learning
organizations. The poll, being conducted by TrainingOutsourcing.com, asks
learning professionals "What is the most critical problem your
organization faces regarding employee learning?" Of the seven responses,
measuring the impact of learning rates highest (27%). Aligning learning with
business goals (13%) also poses concerns for many professionals. |
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~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ What it means: How well did we /
can we prepare a worker to fit a position and at what cost. How it's
measured: The average total cost expended on preparing a worker to fill a
specified position from the time they enter the organization (e.g. new hires,
reassigns) to the time they begin performing their job duties
self-sufficiently. All costs are captured and prorated to the individual
worker including but not limited to tuitions, salaries, materials,
facilities, equipment, instructors, travel, accommodations, meals, etc. Who's
using it: The United States Navy led by VADM Kevin Moran of the Naval
Education and Training Command (NETC) uses "fit cost" as a measure
of both efficiency and effectiveness in preparing a sailor to perform his/her
duties. Using "fit cost" as a strategic measure helps ensure the
Navy continues to win the war for talented people and provide a world-class
organization by creating the best fit among the position, the Sailor, and the
learning opportunities. |
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~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ What's the best
approach for measuring your learning initiatives -- business performance
management or training analytics? The answer depends on what you're looking
to achieve. Business
performance management takes a top-down approach to measuring and predicting
the outcomes of your strategic goals and objectives by aligning and tracking
key measures against defined targets. Training analytics takes a bottom-up
approach to measurement by capturing and analyzing related (and sometimes
unrelated) measures looking for correlations and relationships between the
sets. With business performance management, you're assured your measuring the
right things, because the measures you're focused on are those that are
driven and influenced by the underlying work processes and outcomes for your
strategic learning objectives. With a pure training analytics approach you
may be measuring things that have no bearing on your strategic goals or
objectives. Many firms
expect training analytics to uncover that "holy grail" of learning
ROI, a correlation between the outcome of a key learning program and the
outcome of the business measure it was intended to drive. But if you already
know the business measure you're looking to influence, why not simply monitor
it in conjunction with the key indicators that measure your success? A
business performance management approach to measuring the outcomes of your
strategic learning initiatives offers the best of both, whereas pure training
analytics may not. |
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~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ · Seven key learning
indicators your CEO really needs to know · Measuring
effectiveness with learning analytics · Using models to manage
strategic learning investments · CLO Dashboard -
Performance scorecard and dashboard for learning |
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~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ email: cmoore@getzeroedin.com phone: 410 859 0478 ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ |
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