Training Industry Magazine - September/October 2020 - 45

Learning accountability is
about embracing learning's
business role and positioning
efforts as value adding.

Ajay M. Pangarkar, CTDP, FCPA, FCMA,
and Teresa Kirkwood, CTDP, are
the founders of CentralKnowledge.
com and LearningSourceonline.com.
They are employee performance
management experts and authors,
most recently publishing the book,
"The Trainer's Balanced Scorecard:
A Complete Resource for Linking
Learning to Organizational Strategy."
Email Ajay and Teresa.

TAKEAWAYS
deducting fixed costs. Since learning
is a fixed cost, stakeholders want to
know what the incremental revenue
will be to cover total fixed costs.
Account for all learning costs,
especially for any learning technology
or infrastructure requirements. Before
suggesting buying more technology,
evaluate
existing
organizational
resources and only consider acquiring
what will add long-term organizational
value. Then, proactively work with the
operational area requiring your support.
Afterall, they fund your learning costs
and are under tremendous pressure to
improve profitability.

4.	 IMPROVING PERFORMANCE,
NOT PROFIT

Stakeholders do not expect any
operational support function to
demonstrate profitability, but they
expect it to demonstrate value. Learning
practitioners must demonstrate how
training can deliver tangible results. By
identifying key performance indicators
(KPIs) and investigating how they
relate to employee roles, learning
leaders can communicate value.
Performance improvement is what
stakeholders expect. They explicitly
develop a performance framework
focusing on operational activities
and strategic expectations. This

performance framework is a business
methodology, not a learning tool. The
framework offers answers to target
learning interventions. You simply
need to ask the right people the
right questions to help achieve key
performance metrics.
Begin by identifying the organizations'
strategic objectives. Second, identify
operational value chain activities
directly contributing to strategic
expectations.
Next,
investigate
interdependencies among activities
through
your
organization's
performance framework, and conduct a
needs assessment to identify potential
learning opportunities. Finally, map
these learning opportunities back to
the primary activities' existing KPIs.
Practitioners are unable to accept
that stakeholders value organizational
learning. The issue is about business
and operational accountability; it is
not about reducing costs or proving
profitability. Learning accountability is
about embracing learning's business
role and positioning efforts as value
adding. Develop relationships with
value-chain operational leaders and
focus on performance results. Start
now to develop tangible performance
solutions that resolve and support
operational concerns and contribute
directly to strategic value creation.
Doing so will allow you to demonstrate
lasting organizational impact.

Here are five key takeaways for you
to apply to demonstrate stakeholder
accountability for learning:
1.	Stop Proving Learning, and Start
Showing Application
Stakeholders don't care about employee
learning; they care about whether they
can improve their performance. Get
them to apply the skills.
2.	Prove A Cost-Benefit Relationship
Apply a cost-benefit analysis to
determine how learning will achieve
benefits while preserving savings.
Show how initiatives' benefits outweigh
the costs.
3.	Demonstrate Break-Even
Relationship
Conduct a cost-volume-profit (CVP)
analysis showing the amount of
revenue dollars required to cover the
learning investment cost.
4.	Develop Capital Investment
Projections
Work closely with other business
functions to build a proper investment
case prior to presenting learning
needs to decision-makers.
5.	Tie to Key Performance Metrics
Identify the primary business activities'
key operational performance metrics.
Improve these KPIs to demonstrate
learning value.

T R A I N I N G I N DUSTR Y MAGAZ INE - BUILDING A GREAT TRAI NI NG ORGANI ZAT I ON I WWW. T RAININGINDU S T RY . C OM/ MAGAZ I NE

| 45


http://www.LearningSourceonline.com https://www.trainingindustry.com/magazine

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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