Chief Learning Officer - January 2009 - (Page 55) KAISER continued from page 49 KP organization, the L&D organization created an internal Web site. Its features included advice on how to create a goal, current KP user metrics and participation rates. Webinar sessions are offered to trainers, designers, program sponsors and anyone who wants to learn more about the application. Having mastered the normal operational activities of implementing and managing follow-through for 1,500 users, KP turned its attention to the challenge of maximizing the investment and demonstrating to program sponsors the positive impact it had on training. Scoring and Tracking The L&D organization developed scorecards highlighting high-level results from the tool. Specifically, these scorecards track key metrics such as participation by course and manager and coach response rates. The scorecards compare KP’s current participation stats with Fort Hill’s global data. Christopher Henry, participants to determine what steps could have been taken to assist them in better defining or successfully completing their goals. Did they have adequate support? Did they receive proper coaching? What other assistance did they need? Prior to the implementation of the follow-through management system, L&D had no insight into what happened following training and development. There was no way to easily identify either the success cases or the failures of implementation to drive continuous improvement. The L&D organization also compiles quarterly reports for all trainers and course sponsors. The purpose of the quarterly report is to present the follow-through data in a consolidated report for easy analysis. These reports also are posted on the internal L&D Web site. KP employees may access the information to monitor their participation rates and compare them to similar programs in other regions or to Fort Hill’s global database norms. Management reports include data showing completion of goals, update rates and uncompleted goals for analysis to support future improvements. Success Cases, Level 3 and 4 Measures, ROI To document the impact of learning and development, Sachs’ organization reviews input in the database and selects individual success cases. The biweekly reports are reviewed for real-time evidence of behavioral change determined by actions taken and results, which are self-reported and noted in the manager’s feedback. The team conducts follow-up interviews to determine to what extent the goal was achieved and how much value it contributed to the organization (Kirkpatrick Level 4). The L&D team has a series of steps to isolate the impact of the training program and determine the percentage of the goal attributable to the program. The L&D team at KP is working with course participants to determine the ROI to the organization. For example, one participant’s goal was to “develop behavior guidelines for my work group so that we can hold each other accountable. Indicators of my progress will include improved collaboration and consistent behavior in the work group.” Working with the participant, Sachs’ organization determined that this pharmacy manager and his management team spent an average of 120 minutes a day Chief Learning Officer • January 2009 • www.clomedia.com How does a company with more than 160,000 employees and 300 training departments adopt a common approach, ensure learning transfer and gather meaningful data to sustain and enhance training programs? KP senior manager, uses his scorecards to determine “where and how I can make improvements in subsequent sessions and future programs. I also use the cards to encourage current participants to update the system and complete their goals.” Final scorecards are prepared for each course and provided to trainers and program sponsors. The scorecards list completed goals, as well as the incomplete goals or the goals not acted upon. This information is supplied to the KP learning leaders to support future improvement. For example, the L&D group selects goals that were not completed or that were not clearly defined for further analysis. Interviews are conducted with the 55 http://www.clomedia.com
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.