eLearning - December 2008/January 2009 - (Page 26) learninganddevelopmenttrends of learning and development programs after every course or at least once per quarter, organizations are able to adjust the content, delivery or modality in order to better meet expectations (Fig. 1). However, just as the role of learning and development continues to grow in its strategic importance, so do the struggles within organizations to quantify or validate its measurable business value. In fact, the leading internal organizational capability planned among Best-in-Class organizations over the next 12 months (59 percent) is the ability to identify and assign specific quantifiable metrics to learning. Measuring better skills or attitude might not mean business improvement, per se — but a positive change in employee attitude can go a long way toward improving retention, productivity and morale. What further proves the value of learning is measuring how participants apply learning and change their behavior. However, at the end of the day, what will continue to make learning and development more strategic to the organization is the ability for learning and development to solve or improve business needs. And it’s in this effort that learning executives must focus their attention. WHAT TO DO? Based on its research, Aberdeen suggests the following actions: Level One >> Identify all stakeholders that can benefit from learning, and make them aware of what’s available. >> Identify and assign specific, quantifiable metrics to learning. >> Promote the successes of learning programs. Level Two >> Establish a learning and development strategy that is integrated with the organization’s overall strategy. >> Identify and take inventory of all existing learning resources. >> Measure employee attitudes before and after a learning event. Level Three >> Establish a well-defined process to identify specific knowledge gaps that can be resolved through learning. >> Define specific career paths that workers can pursue at all levels in the organization. >> Implement a process that allows workforce collaboration and knowledge sharing. Level Four >> Establish a well-defined process to integrate learning with other talent management elements. >> Make specific learning and development curricula available for high potentials, in order to strengthen leadership development. >> Put in place processes and measures that will support and validate learning results and organizational return on investment. Kevin Martin is vice president and principal analyst in Human Capital Management for Aberdeen Group Inc., a Harte Hanks Company. To contact him, e-mail kevin.martin@aberdeen.com. Jerry Roche is editorial director of Elearning! magazine. For more information on the Aberdeen report “Achieving Real Business Value with Learning and Development,” visit the Website www.aberdeen.com. 26 December 2008/January 2009 Elearning! http://www.aberdeen.com http://www.tellmemore.com/corporate http://www.tellmemore.com/corporate
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.