Chief Learning Officer - August 2007 - (Page 39)

productivity intervals against defined target values. Quantifiable metrics come in all shapes and sizes — they could be dollars, counts, percentages and days, aggregated in terms of totals, averages, lows, highs or even standard deviations. The choice between quantifiable or qualitative might depend on the maturity of your learning and data management processes. Organizations with a mature learning infrastructure (e.g., learning management systems, evaluation and survey systems) and good data standards house a wealth of information from which to measure progress. Those organizations with lessmature and less-consistent processes are served best by qualitative measures driven through regular performance management review intervals. The underlying measures you choose for your key learning indicator inevitably will determine its type. There are three types of indicators: leading, coincident and lagging. Leading indicators are the most valuable because they are better indications of future outcomes. They actually change before the business environment changes. Learning effectiveness is an example of a leading key learning indicator, as it measures the value and impact the organization is expected to realize in terms of productivity or financial gain. Coincident indicators change at about the same time as the business environment. Compliance is a coincident indicator, as it measures the state of compliance at the current point in time. Lagging indicators change after the business environment changes. Fiscal responsibility is a lagging key learning indicator, as it is typically tied to budget, costs and spending within the learning function. Below are seven key learning indicators that chief learning officers use to measure and monitor the success of their initiatives: Operational Excellence What it means: The learning organization is operating at its optimal efficiency for its level of resources and investment. Your return on effort (ROE) is maximized. I www.clomedia.com I Chief Learning Officer 39 August 2007 How it’s measured: Average cost per student day, training expenditures as a ratio of full-time employees, enrollment and fill rates, learning process maturity level, facility costs, training revenue, staffing levels, delivery models, development timelines and expenses. An example: The learning organization is mandated to operate as a profit center and use the zero-based budgeting method. Monitoring operational excellence and its key measures provides actual baselines and projections from which to plan and analyze budgeting decision packages. Obtaining operational excellence ensures you maximize your resources in pursuit of profitability while minimizing your expenses. http://www.clomedia.com

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