Chief Learning Officer- September 2008

But when it tells the story of the 15-year veteran customer service representative who applied what she learned and immediately increased her ability to provide full and complete answers to callers, now they are really saying something of value. Her story, combined with overall results of call accuracy and decreases in escalated calls, is a solid statement of impact. An impact statement should include at least two or three cases, but it ought to have as many as are needed to lend credibility and clarity to the situation. It also should include the original map constructed in the insight phase. And most importantly, it needs to be produced as soon as outcomes can be seen in the organization. Business leaders need to get the facts quickly before their attention moves on to the next great challenge facing them. Summary Every couple of decades or so, thought leaders unveil a model that transforms learning’s approach to evaluation. In the late 1950s and early 1960s, it was Donald Kirkpatrick’s four levels of training evaluation. In the 1980s, the new idea was to prove the return on investment of training. Comparing the cost of a learning intervention to the performance gain it produces seems like a worthy endeavor. ROI might seem viable to a small number of companies willing to put forward the time and money for such an analysis. But even if properly executed, it may overlook whether the learning intervention was organizationally aligned to begin with. And that’s the challenge facing our industry right now: proving our contribution to business goals. IOL is a method that ensures linkage to business goals while yielding faster and more compelling evaluation results. It’s time for another sea change in learning measurement. CLO Jim Naughton is a principal at Gradepoint. He can be reached at editor@clomedia.com. DATA POINT More than half of the organizations surveyed by Bersin & Associates cited the need to improve alignment with the business as one of the top learning and development challenges for 2008. THERE’S NO PLACE QUITE LIKE IT Q Center built by training professionals for training professionals The Premier Destination for Meetings, Conferences & Executive Learning. GROUPS OF 2 TO 2000 STATE-OF-THE-ART TECHNOLOGY EXQUISITE CATERING 1,042 GUEST ROOMS CHICAGO QCENTER.COM 877 774 THEQ http://QCENTER.COM http://QCENTER.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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