Reference no: EM132940864
Payoffs from Training and Development
Evaluating effectiveness is particularly challenging when the targeted outcomes involve softer skills such as improved collaboration, decision making, innovativeness, and the ability to think strategically-common learning objectives in many leadership development programs. It can be difficult to assign a hard-dollar value to such skills or to show a correlation between the learning initiative and the acquisition of the targeted skills.
It is also often a struggle to find the time to follow up appropriately after the program has occurred (a step that is important in determining long-term impact and transfer of learning). Additionally, if the post-program evaluation process and measures were not carefully planned at the program development stage, such post-mortem evaluation may lack a budget and adequate support (Bennington & Laffoley, 2012).
The arguments for evaluation of training are compelling, including validating it as an improver of performance and profitability; justifying its costs in times of belt-tightening; improving future training design, and to help in selecting the most appropriate training methods for your needs.
Questions:
- Evaluate current metrics used to measure the Return on Investment (ROI) on training programs.
- Choose at least five (5) key metrics and critically discuss the advantages and disadvantages to an organization and its employees.
- Justify your choices.
Reference
Bennington, K. and Laffoley, T. (2012). Beyond smiley sheets: Measuring the ROI of learning and development. UNC Kenan-Flagler Business School. Retrieved from https://www.kenan-flagler.unc.edu/~/media/Files/documents/executive-development/beyond-smiley-sheets.pdf
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