Training Industry Magazine - July/August 2019 - 51

FIGURE 1

the course or event, we had standard
metrics across the board:

WHAT IS MEASURED?

GFPR measurements align to Phillips Levels of Evaluation

ROI
BUSINESS
IMPACT

What were program benefits compared to costs?
What business measures were affected?

APPLICATION

LEARNING

REACTION/SATISFACTION
PARTICIPATION/COMPLIANCE

EXTERNAL FOCUS
Over the next year, we balanced completion
and compliance metrics while maturing the
reaction and satisfaction, application, and
business impact measurements - knowing
that in the future we could stand by return
on investment (ROI) measurements.
Changing management served as a key
aspect of our external focus. Changing
the formerly referred to reporting team
to the measurement and analytics team
was significant. To our enablement
organization, this change clarified our
intention to be a partner in the business. To
other industry professionals, this indicated
the level of seriousness our enablement
organization brought to the table. On each
conference call we attended, we no longer
used reporting. Our team scheduled lunchand-learns and attended other team calls to
represent clearly who we were, our mission
and how to engage our support.
SUCCESSES
We knew that as an enablement
organization and as a team, we were
moving toward deeper, more insightful
learning measurement. Each small
victory lead to our larger victories
chronicled below:
Implementation of measurement levels
across enablement organization: The
implementation of Phillips' measurement
methodology was, and remains, vital. The
pyramid of measurement levels became
the symbol for the intended journey both

Is on-the-job behavior changed?
Were knowledge and skills learned?
Was content relevant and
valuable?
Did target audience
complete?

internally and externally. In conversations
with field leaders, we communicate
our intention of providing value to and
partnering with the business.
Introduction of measurable objectives:
Fundamental to our efforts, and helped
in great part by team leaders and partner
centers of excellence, was the demand for
more detailed objectives when planning
for a course, quarterly plans and yearly
goals. Our team provided examples and
worked with teams to turn needs into clear,
measurable objectives. This alone helped
our other enablement teams be clear on
expectations as we planned, as well as
during quarterly business reviews where
we detailed what was accomplished.

OUR TEAM'S FOCUS
WAS TO GUIDE THE
METRICS MATURITY OF
OUR ORGANIZATION.
Standardization of surveys: Although
surveys had been developed, distributed
and reported on previously, there was
no uniformity. Creating survey templates
was among our first tasks as a team. Both
our team and enablement operations
owned creating in the survey platform. We
identified key metrics for measurement.
This way, regardless of the target audience,

* Net promotor score (NPS)
* Confidence change
* Relevancy to role
* Anticipated business impact
Progress from reporting manage service
to a consultative business partner:
Our team's efforts included layering
the beginning measurement level of
completion and compliance with survey
data, and then guiding the enablement
leads towards identifying the behaviors that
would indicate application had occurred.
In many cases, we were able to connect
those to business changes expected by
field leaders. In one instance, we leveraged
data related to the value selling workshops
held in order to enable a methodology
and tool for our sales force. We combined
the available workshop completions with
survey metrics, monitored tool usage for
an application metric across teams and
worked with an extended team to average
deal size to show impact.
With our corporate business insight team,
we partnered to move the measurement of
this program from Level 1 to Level 4. With the
business impact data, our team progressed
through the levels of measurement to
go beyond reporting. We, along with
enablement leads who represented various
participant groups, could analyze these
results for changes over time, achievement
of targets set and correlate the enablement
to the business through these results. These
accomplishments represent our position
as a true partner to our enablement leads
as they seek to satisfy the demands of the
business and their field leaders.
While the team now consists of additional
members and the enablement organization
changes constantly, we continue in the
right direction, with our methodology
grounding our focus to measure and
analyze - not only report.
Erika Robertson has been in the tech space for
12 years, focusing on sales force enablement.
Achieving the Certified ROI Professional (CRP)
designation from ROI Institute allowed her
to refine her instructional design further to
measurement and analytics. Email Erika.

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Training Industry Magazine - July/August 2019

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