Training Industry Magazine - July/August 2019 - 11

GUEST EDITOR
KEVIN M. YATES

LET'S BUILD A
MEASUREMENT PRACTICE
FOR L&D
I have an idea. Let's create a function in
learning and development (L&D) that uses
facts to show the influence of training and
learning on peoples' behavior, actions and
performance. Let's tell L&D's story with
evidence for impact.
Let's build a culture in L&D that uses data
and analytics to answer questions and
inform decisions. How about a function
embedded in L&D that validates fulfillment
of our purpose and transforms the way
L&D demonstrates its value? I got it! Let's
build a measurement practice for L&D.
CHANGE OUR MINDSET
Our mindset about impact is deeply rooted
in the history of what we've thought to
be our deliverable: the class, the course,
the training materials, etc. But what
about impact as the deliverable? We
must consider the change that comes
from learning's influence on behavior,
performance and actions.
The content we create is not our final
deliverable. It's not where the story of
measurable impact ends. For me, the
story ends when our learning solutions
strengthens or builds capability. We,
as L&D professionals, fulfill our highest
purpose when we measurably impact
peoples' performance. Measurable impact
is the deliverable, and that should be
our mindset.
CHANGE THE DISCUSSION
Let's change the discussion by changing
where the discussion starts. The discussion
doesn't start with, "We need training." It starts
with being curious about the underlying
reasons for training requests.

How often do we engage in discovery-based
discussion about what the organization
is trying to achieve when we get the
order for training? Our discussions should
help us uncover how the organization
will measure success. Moreover, our
conversations should inform decisions
for training and learning solutions that
measurably impact performance.

WE FULFILL
OUR HIGHEST
PURPOSE WHEN
WE MEASURABLY
IMPACT PEOPLES'
PERFORMANCE.
When we're clear about organization
priorities and align our L&D solutions
accordingly, we are using the same metrics
and measures to evaluate success. We
connect in ways that prevent us from just
measuring our programs and initiatives. A
new discussion with a different focus and
innovative strategy for engagement helps
us build a measurement practice for L&D.
FOCUS ON PERFORMANCE
Our training and learning solutions should
be purposefully aligned and designed to
produce performance outcomes that
help people and the organization. We
don't design and deliver training and
learning solutions simply for the experience.
Performance impact is the purpose and
the goal.
If performance impact is the deliverable,
and we're going to measure that, we need
to know what impact looks like. More

specifically, we need to know the skill and
capability requirements that aid people
in achieving goals, executing strategy
and allowing the organization to succeed.
Performance impact is the foundation upon
which a measurement practice is built.
Let's focus on influencing and changing
peoples' performance through training.
Results are not the number of people
trained, the number of training hours
completed or the number of people who
liked the program. Results are the extent to
which behavior and actions change, and we
can measure that.
BUILDING A MEASUREMENT PRACTICE
I deliberately stayed away from talking
about methods, models and technology
for L&D measurement. There's work to
do before we get to that. Building a
measurement practice for L&D doesn't start
with measurement.
That may sound contradictory, but here's
what I mean: We need a mindset shift for
impact as the deliverable, a change in our
discussions for alignment and organization
goals, and a focus on performance
outcomes. If we get these things right first,
we are setting ourselves up for a successful
L&D measurement practice. The methods,
models and technology will be there to
support us. The foundations I've described
here will sustain us in building a meaningful
measurement practice for L&D.
Kevin M. Yates is an L&D detective and just like
Sherlock Holmes, he solves mysteries. The mystery he
solves is, "Did training work?" He uses facts, evidence
and data to show training and learning's impact on
behavior, performance and goals. Email Kevin.

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Training Industry Magazine - July/August 2019

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