Training Industry Quarterly - Fall 2009 - (Page 27)

ity. The micro indicators might be tracked monthly but we suggest reporting them quarterly to senior management preferably as a trend against actual results and against goals with some type of red/yellow/green coding for analytic interpretation. Design Technology and Templates for Support The final step is to automate the collection, storage, processing and reporting of what you’ve built. Learning analytics technologies are great tools to build dashboards, input or import results and track and trend over time with interpretive color coding for analysis. Conclusion Figure 3: Performance Indicators L&D dashboards are important communication and performance management tools. However, the best practice is to start with solid research and design and build simple processes to ensure you achieve desired results with the final step being automation of the process. Jeffrey Berk is the chief operating officer for KnowledgeAdvisors, a human capital analytics technology company that helps organizations measure, communicate and improve the effectiveness of learning and human capital investments. Email your comments on this article to editor@trainingindustry.com. Potential Pitfalls Remember not to get too caught up in challenges that can dampen your dashboard initiative. Items to avoid include: 1. Avoid building technology integration before the metrics have been deﬁned and used in decision-making. 2. Avoid reinventing the wheel. There are great research studies completed on L&D dashboards as well as powerful technologies to report the metrics. 3. Avoid using hundreds of metrics in one area when a dozen or fewer metrics can be balanced across operational, financial, cultural and performance areas. Figure 4: Cultural Indicators Training Eligibility Average Hours of Training per Employee Available Tuition Reimbursement Management Support Internal Validation External Validation There are traditional metrics like the percent of personnel eligible for training or hours per employee. But the last three are important too. Management support is collected on manager or participant follow-ups. It looks at how conducive the environment is that the participant comes from and goes back to after training. Internal Validation is the number of internal case studies that articulate the success of a major program (try and do one to three per quarter). External Validation is the articles, awards, speaking events and panels that L&D members served on. This shows the internal senior management that L&D is valued by industry peers and should also be valued internally as a strategic partner (try and do one to three per quarter). Level 1 Satisfaction Scores Instructor Performance Courseware Quality Learning Eﬀectiveness (Test Scores) Time to Job Impact Business Results Linkage* Sales, Quality, Cycle Time, Productivity, Customer Satisfaction, Employee Turnover, Cost Savings, Risk Mitigation ROI (if not in ﬁnancial construct) Performance metrics answer the “how well we train” question. So even the basic Level 1 smile sheet data points are included here. A key metric is Time to Job Impact. This is a performance metric after training and gathered on the job. It looks at when and what percent of people applied the learning. Research shows that 55 percent of learning is not optimally applied within six weeks. This is wasted training and to root it out is a way to use the metric to rid your organization of scrap and save hundreds of thousands of dollars. The business results listed here can be tracked in two ways: 1) You can do an impact study to isolate the training impact to the result for a strategic, visible or costly program. We suggest the Phillips ROI Process to do this. 2) Just track the trends in business results that are important to the larger organization and/or have strategic learning assisting in their outcome. Training Industry Quarterly, Fall 2009 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ http://www.trainingindustry.com/TIQ

Table of Contents for the Digital Edition of Training Industry Quarterly - Fall 2009

Training Industry Quarterly - Fall 2009
GeoLearning
From Where I Sit
Contents
Ad Index
Partnering for Performance Conference
At the Editor’s Desk
Raptivity
Winning Organizations Through People
The Training Associates
Learning Technologies
TrainingIndustry.com
Performance & Productivity
Adobe
The Power of User-Generated Learning Content
Training Industry Quarterly
Upside Learning
Designing Learning Games to Meet Business Goals
General Physics Corporation
Creating Effective Learning Measurement Dashboards
University Alliance
Managing Innovation in Corporate Training
Coldwell Banker: Managing Opportunity & Change
Organizational Enablers of Good Measurement
Closing Arguments
Learning Content Network

Training Industry Quarterly - Fall 2009