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

<p>Introduction 1</p>
<p>The Challenge of Training Measurement 1</p>
<p>Need for New Measurement Models 3</p>
<p>Structure of This Book 6</p>
<p>Methodology for This Research 9</p>
<p>A Personal Comment 10</p>
<p>Chapter 1: General Principles of Training Measurement 13</p>
<p>1. Measurement Should Deliver Actionable Information 13</p>
<p>2. A Measurement Program Should Not Be Designed to Cost–Justify Training 20</p>
<p>3. Measure Training as a Support Function 22</p>
<p>4. A Measurement Program Must Meet the Needs of Multiple Audiences 26</p>
<p>5. Measurement Should Be a Process, Not a Project 27</p>
<p>6. The LMS Is a Foundation for Measurement 31</p>
<p>7. Dedicate Resources 33</p>
<p>8. Start Simply and Evolve Over Time 34</p>
<p>Chapter 2: The Pros and Cons of Using ROI 37</p>
<p>ROI Analysis Assumes That Training Is Treated as an Investment 38</p>
<p>In–Depth ROI Measurements Are Often Diffi cult to Believe 42</p>
<p>In Concept, the ROI of Training Should Be Extraordinarily High 44</p>
<p>It is Very Difficult to Correlate Outcomes Specifically to Training 46</p>
<p>How Do You Make ROI Actionable? 48</p>
<p>Use of "Potential ROI" During Performance Consulting 48</p>
<p>"Performance–Driven" Versus "Talent–Driven" Training 50</p>
<p>Don′t Let ROI Become "Return on Insecurity" 53</p>
<p>Chapter 3: Limitations of the Kirkpatrick Model 57</p>
<p>The Kirkpatrick Levels Are Not a Complete Model 58</p>
<p>The Model Incorrectly Positions the Levels as a Hierarchy 62</p>
<p>The Kirkpatrick Model Ignores the Role of Training as a Service–Delivery Function 63</p>
<p>Kirkpatrick Misses Other Operational Measures 66</p>
<p>One Alternative: The Six–Sigma Approach to Measurement 68</p>
<p>Another Alternative: The Success Case MethodTM 68</p>
<p>Chapter 4: The Impact Measurement Framework 71</p>
<p>The Business Impact Model 73</p>
<p>The Impact Measurement Framework 87</p>
<p>Summary of the Framework 103</p>
<p>Program versus Organizational Measures 103</p>
<p>How to Use the Measurement Framework 106</p>
<p>Summary of the Measurement Models 106</p>
<p>Chapter 5: Implementation: The Seven–Step Training Measurement Process 109</p>
<p>The Seven–Step Program Measurement Process 109</p>
<p>Best Practices in Implementation 123</p>
<p>How to Start 129</p>
<p>Chapter 6: Measurement of Business Impact 139</p>
<p>Simplifying the Problem 140</p>
<p>Use Line–of–Business–Specific Measures 141</p>
<p>Integrate with Performance Management Processes 148</p>
<p>Chapter 7: Measurement of Alignment 153</p>
<p>Caterpillar′s Planning and Budgeting Process 154</p>
<p>CNA Insurance Training Investment Model 156</p>
<p>How Do You Measure Alignment? 157</p>
<p>Chapter 8: Attainment: Measurement of Customer Satisfaction 163</p>
<p>The Six Sigma Approach 163</p>
<p>How Do You Operationalize the Measurement of Customer Satisfaction? 166</p>
<p>Chapter 9: Measurement Tools and Technologies 169</p>
<p>The Role of the LMS 169</p>
<p>Training Analytics and Advanced Reporting 172</p>
<p>The KnowledgeAdvisors Solution 174</p>
<p>CLO Dashboard by Zeroed–In Technologies 175</p>
<p>Chapter 10: The Journey Forward: Focus on What Matters 179</p>
<p>Appendix I: Case Study A: Randstad Measures Onboarding 185</p>
<p>Randstad Overview 185</p>
<p>The Business Problem 186</p>
<p>The Solution 187</p>
<p>Results 191</p>
<p>Lessons Learned 196</p>
<p>Next Steps 196</p>
<p>Appendix II: Case Study B: HP Develops an Integrated Measurement Process 199</p>
<p>HP Measurement Goals 199</p>
<p>HP Systematic Approach 200</p>
<p>Designed to Deliver Actionable Information 202</p>
<p>HP Solution: Standard Evaluation and Indicators 203</p>
<p>Lessons Learned 206</p>
<p>Appendix III: Research: The State of Training Measurement Today 209</p>
<p>What Do Training Organizations Consider Important? 209</p>
<p>What Do Training Organizations Actually Measure? 211</p>
<p>Budgets for Training Measurement 212</p>
<p>The Importance of a Business Plan 214</p>
<p>How Do Organizations Measure Alignment? 215</p>
<p>The Role of Performance Consulting 217</p>
<p>Satisfaction with LMS Systems 218</p>
<p>Is Enough Being Spent on Training Measurement? 219</p>
<p>Demographics from the Survey 220</p>
<p>Appendix IV: Examples of Learning Measurements 223</p>
<p>Caterpillar University ROI Analyses 223</p>
<p>DAU: Business–Focused Approach 223</p>
<p>Cisco Sales Training 226</p>
<p>Microsoft Learning 226</p>
<p>Sprint University 229</p>
<p>Appendix V: Specific Learning Measures 233</p>
<p>Appendix VI: Training Analytics Specifications 235</p>
<p>Introduction 235</p>
<p>1.0. Business Measures 235</p>
<p>2.0. Dimensions 239</p>
<p>3.0. Hierarchy and Aggregation 242</p>
<p>4.0. Computational Flexibility 242</p>
<p>5.0. Security and Roles 243</p>
<p>6.0. Dashboards 244</p>
<p>7.0. Alerts and Report Subscriptions 244</p>
<p>8.0. Extract, Transform, and Load 245</p>
<p>9.0. General 246</p>
<p>10.0. Creating Demonstration Scripts 246</p>
<p>Index 249</p>
<p>About the Author 259</p>