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The Training Measurement Book: Best Practices, Proven Methodologies, and Practical Approaches

ISBN: 978-1-118-68240-1
272 pages
April 2008, Pfeiffer
The Training Measurement Book: Best Practices, Proven Methodologies, and Practical Approaches (1118682408) cover image

Description

The Training Measurement Book offers managers, executives, and training and human resource professionals a method for measuring their investments in a way that provides information that is both actionable, credible, and meaningful to corporate leaders. Using the methods outlined in this important resource, you can free yourself from traditional, often cumbersome measurement models and put in place pragmatic, useful, and easy-to-implement approaches for measuring training activities.
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Table of Contents

Introduction 1

The Challenge of Training Measurement 1

Need for New Measurement Models 3

Structure of This Book 6

Methodology for This Research 9

A Personal Comment 10

Chapter 1: General Principles of Training Measurement 13

1. Measurement Should Deliver Actionable Information 13

2. A Measurement Program Should Not Be Designed to Cost-Justify Training 20

3. Measure Training as a Support Function 22

4. A Measurement Program Must Meet the Needs of Multiple Audiences 26

5. Measurement Should Be a Process, Not a Project 27

6. The LMS Is a Foundation for Measurement 31

7. Dedicate Resources 33

8. Start Simply and Evolve Over Time 34

Chapter 2: The Pros and Cons of Using ROI 37

ROI Analysis Assumes That Training Is Treated as an Investment 38

In-Depth ROI Measurements Are Often Diffi cult to Believe 42

In Concept, the ROI of Training Should Be Extraordinarily High 44

It is Very Difficult to Correlate Outcomes Specifically to Training 46

How Do You Make ROI Actionable? 48

Use of "Potential ROI" During Performance Consulting 48

"Performance-Driven" Versus "Talent-Driven" Training 50

Don't Let ROI Become "Return on Insecurity" 53

Chapter 3: Limitations of the Kirkpatrick Model 57

The Kirkpatrick Levels Are Not a Complete Model 58

The Model Incorrectly Positions the Levels as a Hierarchy 62

The Kirkpatrick Model Ignores the Role of Training as a Service-Delivery Function 63

Kirkpatrick Misses Other Operational Measures 66

One Alternative: The Six-Sigma Approach to Measurement 68

Another Alternative: The Success Case MethodTM 68

Chapter 4: The Impact Measurement Framework 71

The Business Impact Model 73

The Impact Measurement Framework 87

Summary of the Framework 103

Program versus Organizational Measures 103

How to Use the Measurement Framework 106

Summary of the Measurement Models 106

Chapter 5: Implementation: The Seven-Step Training Measurement Process 109

The Seven-Step Program Measurement Process 109

Best Practices in Implementation 123

How to Start 129

Chapter 6: Measurement of Business Impact 139

Simplifying the Problem 140

Use Line-of-Business-Specific Measures 141

Integrate with Performance Management Processes 148

Chapter 7: Measurement of Alignment 153

Caterpillar's Planning and Budgeting Process 154

CNA Insurance Training Investment Model 156

How Do You Measure Alignment? 157

Chapter 8: Attainment: Measurement of Customer Satisfaction 163

The Six Sigma Approach 163

How Do You Operationalize the Measurement of Customer Satisfaction? 166

Chapter 9: Measurement Tools and Technologies 169

The Role of the LMS 169

Training Analytics and Advanced Reporting 172

The KnowledgeAdvisors Solution 174

CLO Dashboard by Zeroed-In Technologies 175

Chapter 10: The Journey Forward: Focus on What Matters 179

Appendix I: Case Study A: Randstad Measures Onboarding 185

Randstad Overview 185

The Business Problem 186

The Solution 187

Results 191

Lessons Learned 196

Next Steps 196

Appendix II: Case Study B: HP Develops an Integrated Measurement Process 199

HP Measurement Goals 199

HP Systematic Approach 200

Designed to Deliver Actionable Information 202

HP Solution: Standard Evaluation and Indicators 203

Lessons Learned 206

Appendix III: Research: The State of Training Measurement Today 209

What Do Training Organizations Consider Important? 209

What Do Training Organizations Actually Measure? 211

Budgets for Training Measurement 212

The Importance of a Business Plan 214

How Do Organizations Measure Alignment? 215

The Role of Performance Consulting 217

Satisfaction with LMS Systems 218

Is Enough Being Spent on Training Measurement? 219

Demographics from the Survey 220

Appendix IV: Examples of Learning Measurements 223

Caterpillar University ROI Analyses 223

DAU: Business-Focused Approach 223

Cisco Sales Training 226

Microsoft Learning 226

Sprint University 229

Appendix V: Specific Learning Measures 233

Appendix VI: Training Analytics Specifications 235

Introduction 235

1.0. Business Measures 235

2.0. Dimensions 239

3.0. Hierarchy and Aggregation 242

4.0. Computational Flexibility 242

5.0. Security and Roles 243

6.0. Dashboards 244

7.0. Alerts and Report Subscriptions 244

8.0. Extract, Transform, and Load 245

9.0. General 246

10.0. Creating Demonstration Scripts 246

Index 249

About the Author 259

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Author Information

Josh Bersin is the president and founder of Bersin & Associates, a leading industry research and advisory firm in enterprise learning and talent management. Bersin is the author of The Blended Learning Book from Pfeiffer, and The High-Impact Learning Organization and High Impact Talent Management.

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