Government Elearning! Magazine

WINTER 2015

Elearning! Magazine: Building Smarter Companies via Learning & Workplace Technologies.

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Government Elearning! Winter 2015 25 throughout the employee lifecycle >> Unencumbered access to discover and launch learning resources >> Mapping resources into other talent management processes such as performance appraisals and succession planning 4 VALUE For decades, the limiting belief that learning's value cannot be measured has lef too many leaders with no data for decision-making. Tere is no need for that mindset to paralyze measurement progress. Again, this is where we need to remember that learning is a business process. While causal relationships of any kind are revealed through deep scientifc evidence, most organizations don't fnd that depth necessary. Most business functions operate successfully by applying "roughly reasonable" estimates toward their own business processes. Tink about how this plays out in other functions. Are revenues not forecasted by your sales team? Are budgets not based on approximations? Of course they are. Business decisions involving investments are routinely made by applying estimates and learning is no diferent. Also keep in mind that Cloud-based learning's value is built, not born. Tat's precisely why objectives should be clearly outlined through your engagement eforts at the front end, not assembled afer the fact. If you fnd your organization frequently scurrying to quantify value of its learning solutions afer roll out, that's a warning signal that there is a major faw in your learning business process. Tat type of activity is akin to setting out on a journey without a compass and attempting to defne your destination depending on where you happen to be. While charting value objectives upfront, plan to evaluate results through the three lenses that apply to all other business processes — efficiency (how much), effectiveness (how well), and outcomes (so what). As you weigh what to measure, there is a lot to consider. Does the metric help monitor employee agility and productivity (outcome)? Does the data you are collecting help identify under or over-investment (efficiency)? Does the data help identify strengths and opportunities (effectiveness)? The efficiency, effectiveness and outcome data you collect should inform future business decisions. All other data simply satisfies a curiosity. If your organization is focused on optimizing its eforts across the four building blocks of Cloud-based learning success — engagement, alignment, adoption, and value — there is no doubt your team, and in turn your enterprise, will be more successful. —Source: Towards Maturity ("Aligning Learning to Business" report, May, 2014) —Te author is the global vice president of Loyalty Strategy at Skillsof. Case Study Snapshot: Sprint WHAT GETS MEASURED IMPROVES AT SPRINT CHALLENGE >> Deliver measurable continuous talent improvement eforts and hard-hitting business results across more than 37,000 employees globally SOLUTION >> Leverage the long-standing partnership with Skillsoft to adapt and align targeted learning solutions to changing business requirements >> Apply the Metrics that Matter measurement platform to automate learning analytics so Sprint can manage its Skillsoft program with rigorous datasets and industry benchmark RESULTS >> A $90 impact beneft from Skillsoft for every $1 invested; almost fve times more than the classroom impact beneft >> An average annual rate of program improvement of 14 percent compared to the industry benchmark of 4 percent Case Study Snapshot: PGA of America PROFESSIONAL GROWTH IN A MULTIGENERATIONAL WORKFORCE CHALLENGE >> Heighten business development expertise of PGA members >> Help members remain relevant with their clientele >> Develop a multigenerational audience consistently SOLUTION >> Highly efective custom course curriculum >> Resources aligned to support certifcation and career objectives >> User-friendly experience that fosters continuous development RESULTS >> An industry-wide initiative called, Get Golf Ready, yields $58 of beneft to the golf course for every $1 invested by the consumer >> Overall golf income increased $1,069 per participant Learning's value should be evaluated through the three lenses that apply to all other business processes: efciency (how much), efectiveness (how well) and outcomes (so what).

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