Chief Learning Officer- September 2008

Individuals can tell you if you are not teaching them things that achieve results. They are a great source when it comes to showing the need to make important improvements in training delivery. provements in training delivery. This side of the equation is not supplied when learning functions rely on an ROI approach. I have never seen an ROI study fail to return an answer of less than an 80 percent gain. (Given that, it’s amazing that CFOs don’t clamor to double the training department budget each year.) Yet, overall, individual performance stories are far more credible to executives than the fantastic results often reported in ROI studies. No doubt, it’s still worth looking at whether the sales group is meeting its sales targets and if the ﬁnance department is managing the business within margin targets. At a high level, this context is important to see if the business is making progress toward its larger goals. But assessments at the individual level should not be overlooked. Say It With Impact Learning leaders can’t forget to do the most important part at the end of the IOL process. They need to let their internal customers in the organization know they care about the results. The best way to do this is with a written report: an impact statement. If you just spent $500,000 to improve customer service, your internal customers need to hear something more important than the fact that employees sat through 3,000 hours of training. For example, a large health insurance company is in the process of teaching more than 200 customer service representatives how to more quickly and consistently answer questions about coverage. The organization is geared up to analyze expected improvements in their ﬁrst-call resolution one month after implementation. It’s critical to get that message out in a timely fashion. Few would care if the learning department reported the number of course completions. Not many would listen if it decided to take the next two months analyzing data and then touted some complex rationale around 120 percent return on investment. http://www.thetrainingassociates.com http://www.thetrainingassociates.com

Table of Contents Feed for the Digital Edition of Chief Learning Officer- September 2008

Chief Learning Officer Editor’s Letter Contents Connections Imperatives Selling Up, Selling Down Strategies Take Five Lifestyle Learning: Improve the Bottom Line With Behavioral Education Tracom’s Social Style Model CLO Profile IOL: Determining the Impact of Learning Communicating With the Boss About Impact Mission Accomplished? Measuring Success of Corporate Universities Borrowing Measurement Practices From Investors Value Creation With Human Capital Investment Business Impact Analysis at Chrysler Learning or Performance Enhancement: Which Is It? Best Practices in Global Project Management Training Case Study Business Intelligence Advertisers’ Index Editorial Resources In Conclusion

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