Training Industry Quarterly - Fall 2012 - (Page 27)
My Training Dashboard? Which One?
Your CEo and ExECutivE tEam CarE passionatElY about Your rEsults and Your impaCt on thE EntErprisE
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ludicrous to us and sensible to each of them, so do not propose it and do not entertain it if any of them suggest it. What are the elements of a good dashboard? Let’s get the easy answer out of the way: Every company is different so there is not a universal answer to that question. OK, maybe we can think about it without answering it? First, break your dashboard into two separate pieces: internal to the training group, and impact on the enterprise (or operations versus results). The metrics that inform a training group about its process, efficiency, quality, utilization rates, seats, units sold/delivered, etc. don’t mean much to the enter27
ost managers and executives in training/learning organizations get asked monthly or quarterly about their “dashboard.” Some people call it metrics, numbers, reports, or something else specific to their view of your world. Whatever it is called, it is how you are viewed and discussed at the highest levels of your company, however rarely. After a few of these quarterly queries, we all begin to realize that we probably don’t have the right metrics for whoever is asking. And if by some strange coincidence we do have the numbers they want, it’s not in the right format, or more likely, the right level of detail. Some of that we can fix, some is so
your ceo and execuTive Team care passionaTely abouT your resulTs and your impacT on The enTerprise
idiosyncratic that we shouldn’t. So we start to wonder whether or not we should have a separate report for each inquisitor, specific to his or her job function or their area of accountability. That sounds
Training Industry Quarterly, Fall 2012 / A Training Industry, Inc. magazine / www.trainingindustry.com/TIQ
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