L&D departments often struggle to implement more effective strategies to measure business impact after training. Especially on how it effects ROI. After-care is a crucial element for any training programme. From better managed feedback forms to online surveys, to data gathering tools, to quality time with trainees after training - it can all give you more clarity on the actual success of L&D efforts.
One model to consider as a measuring blue print, is the Kirkpatrick Model.
Broadening and deepening the application of the Kirkpatrick Model has been a long, slow process. Many learning professionals are uncomfortable with the idea that their job goes beyond the delivery of training programs. To address this tendency, Jim Kirkpatrick and his wife, Wendy, published the book "Training on Trial," which discusses how workplace learning professionals need to redefine their role and actively extend their expertise, influence, impact and value beyond the classroom and into the business.
Many learning leaders still try to demonstrate their value to the business by using attendance, Level 1 reaction data and Level 2 testing scores. Unfortunately, this perpetuates the myth that the learning event alone is sufficient to bring about expected Level 4 results. It also shouts to business stakeholders, "Look how much this is costing you!"
The good news is that there are pockets of professionals within the industry who realise the seriousness of this challenge and are making strides in creating and demonstrating real value. Rather than starting with Level 1 and all too often never reaching Levels 3 and 4, they are embracing the concept and the practice that the end is the beginning. Specifically, they are spending time with business leaders before training elements are developed to discuss and negotiate what they expect and what success will look like.
Then they discuss which observable and measurable success indicators will be used to determine Level 4 results. This sets the table for return on expectations. These Level 4 metrics then become the cornerstones for which all parties are held accountable and set the stage for implementing the business partnership model, leading to effective execution at Level 3 and maximising the business and talent management goal achievement at Level 4. Read more!
We have prepared an easy step-by-step PDF for you to download and share.
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