Monday, January 5, 2015

If it can be measured, it can be valued

Training is often viewed as a cost by companies and therefore is on the chopping block when costs need to be cut. Much like the arts in K12 education, training is seen as a "nice to have," but not a core function of the organization.

Why is training viewed as a cost and not a strategic investment? Because learning professionals don't measure the impact of training on the performance of the organization.

Think about the last time you delivered a training program in an organization. Or the last time you participated in training, if you aren't an L&D professional. How was the success of the training measured? 

How many completed the training?
A passing score on an assessment? 
A subjective "smile sheet" ranking where learners reported how valuable they thought the training was?

Do these training programs measure improvements in employee performance? Decreased time to market/increased productivity? Customer satisfaction ratings? Increased revenue? Reduction in costs? Increased employee retention?


If training is a strategic investment, then it is absolutely critical that we show the value of the investment. Attendance is not value; increased sales is. Assessment scores are meaningless if people don't perform their jobs better. 

If our role in an organization is to improve performance, then shouldn't we be measuring performance? 

Only when we start measuring the right things will training be valued. 

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