Training Industry Quarterly - Spring 2012 - (Page 17)

Assessing Learning and Performance Click the link above to hear a podcast recording of this TIQ article hich is more important: high levels of learning or high levels of performance? It depends on your context. Are the results in your annual report based on learning or performance? What are the criteria for employee and executive bonuses? How are sales commissions calculated? When surveyed about satisfaction, upon what do your customers base their responses? While it seems as though learning leaders and executives have been saying “So what?” in regards to learning lately, the sentiment behind that phrase is actually emotionless and analytical. What they’re really saying is this — we invest in learning programs and events, but do we recognize performance results of individual employees or with the business overall? Just as with business transformation efforts, we must assess the value and return of our learning programs. So when you W B y m a l c o l m P o u l i n for each category. The criteria could even differ within one company based on many factors such as market, customers, employee history, local laws and economy. Must we be subjective with our objectivity? When assessing learning, the “go-to” data is about learning events and activities, such as: hours logged, courses completed, lessons started and completed, exercises completed and evaluation of the event. These concepts have their place in evaluating learning assets and facilitation. However, there is no substitute for knowing whether learning objectives have been met or exceeded, and the impact that has on performance. There is a significant, new marriage in organizations — the alignment of workforce investment analytics and the desired impact on business transformation. This is where you’ll hear “So what?” from business 17 Learn the true vaLue of workforce Learning investments through performance assessments hear “So what?” that’s a cue to align with the speaker in order to learn the true value of workforce learning investments through performance assessments. what should we really be assessing? Some examples of key performance indicators for business optimization initiatives include: software transactions; inventory turns; orders completed; customer satisfaction; shipments complete; safety compliance; expense control; and customers served. There are certain criteria of success Training Industry Quarterly, Spring 2012 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ http://youtu.be/Bswzl18PXMs http://www.trainingindustry.com/TIQ

Table of Contents for the Digital Edition of Training Industry Quarterly - Spring 2012

From Where I Sit: Training in Alignment
Table of Contents
Ad Index
Guest Editor: Leveraging Goal-Setting & Feedback
Learning at the Speed of Business
The Dark Side of Digital
Closing the Generation Gap Between Leaders
Tomorrow's Learning: Blended & Just-In-Time
Assessing Learning and Performance
The Science of Engagement
Engaging Senior Leaders in the Learning and Development Process
Six Critical Measurement Mistakes and How to Avoid Them
The Difference Makers: Identifying and Hiring the Right People
Casebook: DTCC Learning: Developing a Training Digital Nervous System
Leadership Competencies: Delivering Results
Tweet Suite
Company News
Closing Arguments: Measure For Measure

Training Industry Quarterly - Spring 2012

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