The Survey Proposal A few weeks ago, I was sitting in class going over details of our upcoming exam. One of my fellow classmates asked our professor how the exam would be graded. My professor responded, “How about I just give you all a survey asking how well you think you’re performing in the class
One of the biggest challenges for L&D is showing how we contribute to business success. Often business leaders have difficulty understanding our contribution. This is because they do not understand, or relate to, the terms used by learning professionals. In other words, business leaders do not know how to interpret learning results as business results.
Have you ever found yourself doing something, only to learn later that it was not beneficial (or even harmful) to you? I am sure at some point in your life you have made a remark like “why didn’t someone tell me” or “who knew”. In times like these, we become reminded of the value of
A typical story about evaluating learning starts with two things. One is the promise of improving learning outcomes. The other is clarifying the value learning departments bring to organizations. Unfortunately, measurement programs have not been living up to their promise. In fact, even after putting in place a measurement program, many find little growth in
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
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
U.S. businesses spend billions on training programs each year. That’s no small expense. As a result, stakeholders are demanding proof that the training is worth it. They want hard and fast measures of performance change. They want evidence that performance is improving and that money spent on learning is worth it. Learning pros have been
As students, tests provide evaluation of what you’ve learned. As an employee, the annual performance review evaluates your progress over the past year. That information helps plot your path for the upcoming year. When you take your car in for repair, a mechanic evaluates what’s wrong with it and estimates what it will take to
A while back, I took part in a discussion that asked a great question. What is the learning and development function? Is it a value-add business partner? Or is training just a nice perk for employees? Feedback from that question was used in an article in the February issue of Chief Learning Officer. The article
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