Training Industry Magazine - September/October 2020 - 44

methodologies to determine how
these long-term costs add value for the
organization. This is not the misleading
training ROI business leaders will never
accept or acknowledge.

intensive activity requiring significant
investments in technology. Trying to
convince decision-makers to purchase
the latest and greatest library of
eLearning
courses
or
learning
management system (LMS) is out of
the question if you don't demonstrate
long-term organizational value. Build
a proper capital investment case
by working with your finance and IT
departments prior to presenting a
learning need to stakeholders.

There are two aspects of evaluating
return on learning costs: the
expenses within an organizational
capital investment and the return on
investment. Learning cost is one of
many costs included when evaluating
an organization's capital investments.
Without affecting the integrity and
value of the investment, stakeholders
attempt to reduce costs as much as
possible. They will certainly ask you
to find ways to lower costs. Do so
without affecting the overall value
of the investment but also have the
courage to say when reductions may
have adverse effects.

3.	 FOSTERING

This mindset also applies for your
learning
infrastructure
needs.
Learning is a complex and capital-

Break-even occurs when profit-center
activities exceed costs and start earning
profit. More than just compiling total costs,

| 44

BUSINESS GROWTH

Operational support activities, such
as learning, must enable primary
profit-center
activities.
Proposing
costs must not adversely impact the
profit-center analysis.

stakeholders compare the relationship
between earned revenue and incurred
costs with product and service volume
activity. Increased or new fixed costs
should lead to more volume activity
leading to increased revenue.
Typically, learning initiatives are
additional fixed costs to the profit
center. This implies that additional
training costs should, albeit indirectly,
contribute to increasing profitability.
Practitioners misleadingly believe
proving value for learning efforts is
about covering costs or demonstrating
a direct correlation to profitability.
For stakeholders, it is not about
covering cost. It is about how
additional learning costs affect primary
business profitability.
Operational leaders must maintain or
improve organizational contribution
margin (CM). The CM represents the
company's business profit before


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Training Industry Magazine - September/October 2020

Table of Contents for the Digital Edition of Training Industry Magazine - September/October 2020

Building a Great Training Organization
Table of Contents
The Strategic L&D Plan
Developing a Great Training Organization Like a Healthy Brain
Change-ready L&D: Ingredients for Success
What Great Training Organizations Do
Building a Learning Strategy thath Drives Business Results
L&D Bottleneck: Why Your Training Material Isn't Being Utilized
10 Best Practices for Leading a Great Training Organization
The Untapped Goldmine of the Service Professional as the Trusted Advisor
Do We Really Need Learning Platforms? Understand the Learning Landscape and Spend Your Budget Wisely
Improving Instructor Development and Performance with Observations
How to Leverage Business Acumen to Create a Future-ready Organization
Accounting for Learning Investments and Organizational Impact
Lessons Learned: A Shared Services Implementation
The Brave New World of L&D: Stepping Up in the Age of Disruption
Winning the Battle for Learner Engagement
Sales Enablement Comes of Age
Company News
Training Industry Magazine - September/October 2020 - Intro
Training Industry Magazine - September/October 2020 - 1
Training Industry Magazine - September/October 2020 - 2
Training Industry Magazine - September/October 2020 - 3
Training Industry Magazine - September/October 2020 - 4
Training Industry Magazine - September/October 2020 - Building a Great Training Organization
Training Industry Magazine - September/October 2020 - Table of Contents
Training Industry Magazine - September/October 2020 - 7
Training Industry Magazine - September/October 2020 - 8
Training Industry Magazine - September/October 2020 - 9
Training Industry Magazine - September/October 2020 - 10
Training Industry Magazine - September/October 2020 - The Strategic L&D Plan
Training Industry Magazine - September/October 2020 - 12
Training Industry Magazine - September/October 2020 - Developing a Great Training Organization Like a Healthy Brain
Training Industry Magazine - September/October 2020 - 14
Training Industry Magazine - September/October 2020 - Change-ready L&D: Ingredients for Success
Training Industry Magazine - September/October 2020 - 16
Training Industry Magazine - September/October 2020 - What Great Training Organizations Do
Training Industry Magazine - September/October 2020 - Building a Learning Strategy thath Drives Business Results
Training Industry Magazine - September/October 2020 - 19
Training Industry Magazine - September/October 2020 - 20
Training Industry Magazine - September/October 2020 - 21
Training Industry Magazine - September/October 2020 - L&D Bottleneck: Why Your Training Material Isn't Being Utilized
Training Industry Magazine - September/October 2020 - 23
Training Industry Magazine - September/October 2020 - 10 Best Practices for Leading a Great Training Organization
Training Industry Magazine - September/October 2020 - 25
Training Industry Magazine - September/October 2020 - 26
Training Industry Magazine - September/October 2020 - 27
Training Industry Magazine - September/October 2020 - The Untapped Goldmine of the Service Professional as the Trusted Advisor
Training Industry Magazine - September/October 2020 - 29
Training Industry Magazine - September/October 2020 - Do We Really Need Learning Platforms? Understand the Learning Landscape and Spend Your Budget Wisely
Training Industry Magazine - September/October 2020 - 31
Training Industry Magazine - September/October 2020 - 32
Training Industry Magazine - September/October 2020 - 33
Training Industry Magazine - September/October 2020 - 34
Training Industry Magazine - September/October 2020 - Improving Instructor Development and Performance with Observations
Training Industry Magazine - September/October 2020 - 36
Training Industry Magazine - September/October 2020 - 37
Training Industry Magazine - September/October 2020 - How to Leverage Business Acumen to Create a Future-ready Organization
Training Industry Magazine - September/October 2020 - 39
Training Industry Magazine - September/October 2020 - 40
Training Industry Magazine - September/October 2020 - 41
Training Industry Magazine - September/October 2020 - Accounting for Learning Investments and Organizational Impact
Training Industry Magazine - September/October 2020 - 43
Training Industry Magazine - September/October 2020 - 44
Training Industry Magazine - September/October 2020 - 45
Training Industry Magazine - September/October 2020 - Lessons Learned: A Shared Services Implementation
Training Industry Magazine - September/October 2020 - 47
Training Industry Magazine - September/October 2020 - 48
Training Industry Magazine - September/October 2020 - The Brave New World of L&D: Stepping Up in the Age of Disruption
Training Industry Magazine - September/October 2020 - 50
Training Industry Magazine - September/October 2020 - Winning the Battle for Learner Engagement
Training Industry Magazine - September/October 2020 - Sales Enablement Comes of Age
Training Industry Magazine - September/October 2020 - Company News
Training Industry Magazine - September/October 2020 - 54
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