Elearning - February/March 2008 - (Page 21) the organizational “pain points” and critical business drivers, so they can subsequently correlate how learning and development can help overcome these hurdles. This will also help all of these executives to identify the stakeholders who can benefit from learning and development. >> Focus first on measuring and improving “soft” metrics; and then move to quantifiable “hard” metrics. Organizations previously unable to improve performance, or that have yet to measure performance of learning and development, should focus first on Donald Kirkpatrick’s Level 1 (reaction) and Level II (learning). Once your company has a process in place to measure and adjust against soft metrics, it should then focus on more quantitative metrics. (recruiting) and post-hire (onboarding or succession planning) practices. A successful strategy can be to showcase learning as a means to attract top talent. A public-facing organizational learning and development program may be why a top candidate chooses your company or selects another one in its place. Once organizations define the competencies required for success in a given position, a focused learning and development Organizations should leverage the expertise within their organizations, as well as connect more easily and conveniently with their stakeholders. Organizations should begin to utilize social networking tools and other informal learning tools to communicate practices that can build-upon internal and external subject matter expertise, as well as promote a feeling of cohesion and camaraderie among colleagues that are geographically dispersed Table 1: Companies with Top Performance Earn Best-in-Class Status Definition of Maturity Class Best-in-Class: Top 20% of aggregate performance scorers Mean Class Performance >> 95% improved customer satisfaction >> 77% improved employee performance >> 65% improved workforce turnover >> 41% improved customer satisfaction >> 41% improved employee performance >> 35% improved workforce turnover >> 0% improved customer satisfaction >> 28% improved employee performance >> 0% improved workforce turnover >> Identify and eliminate skill gaps.The ability of companies to identify and eliminate potential labor (and skill) gaps, as well as the practice of providing detailed career development paths will not only provide competitive advantage in both pre- and post-hire “talent” initiatives, but also will prove to be a competitive necessity. >> Offer structured learning programs to more internal stakeholders. Work with individual business unit managers to understand and identify the stakeholders who can benefit from learning and development. Though not everyone requires the same level of investment or number of learning programs, most everyone seeks to make a difference at their job. Industry Average: Middle 50% of aggregate performance scorers Laggard: Bottom 30% of aggregate performance scorers >> Promote the successes and ROI that result from learning and development initiatives. Our research found that while 74 percent of Best-in-Class organizations promote learning initiatives to those who should participate, only 49 percent promote the successes and ROI of learning and development to relevant stakeholders. The key is to understand the impact of learning and development and to communicate the ROI using terms/metrics that are specific and relevant to the audience. >> Integrate learning into pre-hire programAberdeen Group, to permitand Development: Aligning WorkforcecommunicateObjectives and/or may never with Business in-person. Source: can be the key “Learning a prospective candidate to acquire the In addition, organizations should provide knowledge and skills required to ascend to access to content via multiple methods that position. (from iPods to iPhones, etc.) to engage and appeal to the technology savvy. >> Expand learning initiatives to external stakeholders. Organizations Kevin Martin directs Aberdeen Group’s that do not offer structured learning to Human Capital Management (HCM) external stakeholders — a group whose research practice with an eye on technology mindshare is not dedicated to your comenabled strategy execution at two levels: pany — are making a competitive mistake. workforce management (focused on workLook to create a portal that provides releforce planning and administration, goal-setvant and timely education and/or inforting and alignment, analytics and performmation to your customers. Also, utilize ance as a whole) and talent management Webinars to conduct semi-frequent, hard(focused on employee acquisition, performhitting “lunch-and-learns” for your indiance, learning and development, and succesrect sales organization. In many instances, sion planning). He holds a M.B.A. from if these groups are not paying attention to Boston University and a B.S. in Business you, they are paying attention to your Administration from the University of competitors. Seek to capture their mindDayton. Reach him at share and become the go-to source for kevin.martin@aberdeen.com. their success. To download research from Aberdeen >> Encourage workforce collaboraGroup’s HCM practice visit the Website tion and knowledge sharing. http://www.aberdeen.com/channel/hr.asp. Elearning! February/March 2008 21 http://www.aberdeen.com/channel/hr.asp
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