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Guerrilla ROI: Building a High-Impact Project Portfolio
- 5/30/07
Accurate measurement of training impact can be elusive, time-consuming and expensive. Although the existing evaluation methodologies have served our industry well, we must ask whether there are other methodologies to evaluate training and performance init
As the economic climate improves, and companies transition from a bottom-line focus to a top-line focus, businesses must respond quickly to new opportunities and changes in the landscape. In this ultra-competitive economy, enterprises are introducing products, services and processes at an accelerating rate.
Companies must respond quickly and effectively to opportunity. To be successful, they must rapidly respond to new opportunities and continually search for ways to maximize the impact of resources.
This faster pace influences all business functions, especially workforce learning and performance. Every function must maximize its resources to produce the highest-possible impact.
Learning and performance are no different. Learning organizations have reduced resources and must manage a larger number of training projects requests. In addition, these projects are completed in shorter periods to retain competitive advantage.
Learning leaders must implement criteria to select the highest-impact projects based on the business value they will provide. This ensures learning and performance projects provide the best results.
In this process, we must ask ourselves tough questions:
The Evolution of Training Evaluation
The introduction of evaluation has served corporate learning well. Its application has added a business rigor to corporate learning that did not exist and has forced us to look at our industry in a new way. The training industry has not always had this level of accountability.
In fact, several years ago, I saw this quote from Brandon Hall: “There is no other workplace issue where so much money is spent with as little accountability as training.”
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