The article, No Status Quo for the CLO, on the Chief Learning Officer magazine website describes what those of us in this profession have known for quite some time: There’s no single path to the learning leader role. Learning leaders are a diverse bunch and the story of how we all arrived in this profession varies from person to person. [Read more…]
I’ve talked in the past about how soft skills are the hard skills.
I’ve also discussed why soft skills are no more difficult to measure than hard skills.
Today, I’m going to approach this topic from a slightly new angle. [Read more…]
It surprises me daily how much confusion still surrounds how to measure learning ROI. It will never stop astounding me and will never stop motivating me. [Read more…]
Improvement. For learning professionals, that’s our goal, both for ourselves and for the employees in our learning programs. We’re always on the hunt for effective and efficient ways to deliver that improvement. That was one motivation behind our development of Business Impact 2.0, a first-of-its-kind cloud-based software that is purpose built to link instructional design with business outcomes. Impact 2.0 allows you to design, measure, and report on learning program results for data-driven performance improvement. [Read more…]
I often wonder why measuring learning has not always been required in our professional practice. Honestly, how do you know if your programs are any good if you do not measure them? Measuring learning is not that difficult. You simply determine the outcomes you expect from your learning program and measure against those outcomes. This should be a basic standard of professionalism in our field.
In fact, measuring learning is only difficult if: 1) you cannot determine what your outcomes should look like or, 2) you do not know what you did to make learning happen.
In my experience, both challenges are linked and addressed in learning design. It is in learning design that you clarify the outcomes you are looking for. It is in design that you create a plan to achieve the outcomes. Therefore, our professional practice of measurement is all about verifying design decisions. [Read more…]
It never fails to surprise me how many of my colleagues hold on to the nonsense belief that measuring ROI is just too difficult. Far too many in our profession hold onto that notion that we simply cannot accurately determine the value of the product we provide.
So let me say again: Measuring ROI is a straightforward task. It’s not only clear, it’s an essential skill that you need to master. You need to know it for the sake of your profession and for the overall health of the organization that you support. [Read more…]
People are getting the message. Because that message is coming from executive business leaders, senior learning leaders, and industry agencies. Business and learning leaders are insisting on proof that learning programs are working. Consequently, they demand that learning professionals implement a measurement strategy.
The Learning Profession Falls Short at Measurement
Despite much talk for years in our industry on the importance of showing learning ROI, most organizations struggle to implement an effective measurement strategy. [Read more…]
Evaluation serves as a GPS for the learning profession. A GPS tool constantly gathers data to accurately describe your current position. It tells you where you are and helps you navigate to where you want to be. Regular student and learning program evaluation is the only way to know that you’re delivering learning outcomes that will impact your organization. [Read more…]
Every business has an origin story. Here’s ours, which all began by learning the power of partnership.
eParamus was founded a decade ago. Our goal was to provide an essential link between development programs and business impact. We started with the idea that learning programs should improve business results. Those results should be delivered in a clear and measurable way.
When we opened our doors in 2008, our first customer was a training company. The company’s president was concerned that they were not retaining customers. They asked us to help them improve their learning program efficacy and customer retention.
We investigated and found that although their customers “liked” the learning programs and pricing structure, customers could not tell how effective the learning was. Without that information, customers had no reason to return for more training. To the customers, they were generic and replaceable. Without proof of learning impact, one training company was as good as any other. In short, the training company did not create a sense of partnership with their customers. [Read more…]
Over the years we have discussed why surveys are a poor measurement for learning. The prime reason is because they collect self-reported data. Surveys ask participants what they think, believe, or feel about training (its content or usefulness). They provide no evidence of actual learning gains or application. Surveys have their place in gathering the thoughts, beliefs, and feelings of a large population, but they are not reliable tools to verify learning outcomes. [Read more…]