You Can Create Measurable Training Programs A White Paper For Training Professionals

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "You Can Create Measurable Training Programs A White Paper For Training Professionals"

Transcription

1 You Can Create Measurable Training Programs A White Paper For Training Professionals

2 Executive Summary Determining training return on investment (ROI) is a pressing need for all training professionals. One of the key ingredients for meeting the need for ROI is creating measurable training. Like the name implies, measurable training is training that is standardized, repeatable, and can be measured for its impact on both your employees and your organization. In current measurement research, you will often hear the experts say that training results should be consistent, linked to behavior changes and the metrics within an organization. How is that done? How can we ensure that our programs create a change in behavior that is reflected in This paper will prove how using the proper design process, the right metric, and an updated instructional design model produces measurable training every time. Why Training Design Matters organizational metrics? What is the relationship between a training program and the metrics of an organization? Many have struggled with trying to make connections to verify results from training programs. Using a measurable training process provides us with a clear answer. Creating programs using Measurable Instructional Design provides a strong and practical solution for enabling training to be measured against the acquisition of learning, the application on the job, and the changes to the organization. This paper will prove how using the proper design process, the right metric, and an updated instructional design model produces measurable training every time. Measuring training is important because the only way to gather data for calculating training ROI and showing the value of training is to measure training results. We know that training programs can increase knowledge and skills, and change attitudes. We also know it is the design of training that provides both the methods and the mechanism for gaining knowledge and skill. Therefore, the ultimate measurement of a training program must be the ability of the design to successfully create the acquisition of new knowledge and skills by the learner. To be successful, training must be designed to enable clear changes in behavior. The value training professionals bring to the table is the knowledge of how adults learn, the methods used to teach, and the application of that knowledge to their program design. They need to design programs that enable learning and improve capability. Eventually, the instructional design methods dictate the effectiveness and success of training. When we know that effective training design is our end product, then measurement becomes much easier. Why? Training should result in new knowledge or skill gains and as training professionals we already know how to measure these gains. Knowledge gain is measured with a knowledge test, and skill gain is observed through behavior change. When you use the right instructional design model, then the ability to measure training impact is practically assured. The most common model used for instructional design is the ADDIE model. ADDIE stands for Analysis, Design, Development, Implementation, Evaluation. ADDIE provides a closed loop training solution that starts with analysis and ends with back-end evaluation. However, the two major criticisms of this model have been: The analysis examines learning requirements but not the requirements of the business. The evaluation measures the learning but not how the organization is impacted by the learning. These criticisms make way for a new model that incorporates business requirements and an improved way to measure training impact. An instructional design model that provides a closed loop solution and incorporates the required levels of impact can be measured against both behavior change and organizational effect. 2

3 A New Model Measurable Instructional Design eparamus uses the five part Measurable Instructional Design (MID) model, which includes: Key Performance Metric (KPM) Job Requirements Training Objectives Instructional Strategies Mastery Test The figure below shows how each component links. MID addresses some of the main criticisms of ADDIE by ensuring training outputs and business objectives align and making them the cornerstone of design. The MID model enhances the ADDIE approach by teaching instructional designers to collaborate with business unit managers in the analysis. Specifically, the business manager and trainer work together to identify the KPMs and standards of performance that are used to measure effective results. Once identified, improving the metric becomes the goal of the training and the foundation for the training design. Therefore, aligning training objectives to business outcomes begins the process. With the MID model, the training professional learns how to support the manager in identifying the business requirement/measurement. The trainer educates the business unit manager on how training is able to improve performance using standards of performance as a gage. This collaboration and alignment typically starts with the training request. A Tour Through the Measurable Instruction Design Process The Training Request A training request normally launches the development of any training program. Training professionals use the training request as the impetus to analyze the problem that led to the request. Since business managers use operational metrics to identify problems, their goal for requesting training is typically centered on improving a metric. For instance, if a technical call center manager typically sees 5 errors out of every 100 orders processed, but begins to see 20 or 30 errors for every 100 orders processed, the manager looks for reasons for the errors. The manager may conclude that there is a need for training to fix the problem. Another example may be new hires are leaving the company at a 75% rate after 90 days. Senior leadership believes that managers are not coaching their new hires in the right way to ensure their success beyond this period. A training course on coaching is requested. Both of these examples show how changes in business indicators (metrics) drive the request for training programs. Determining the KPM As training professionals, we know training can impact knowledge, skills, or attitudes. Knowing this, the only reasonable action is to determine the metric that can be influenced by a change in knowledge, skill, or attitude. Since knowledge and skill gains create behavior change, a metric that measures behavior is the only direct tie to training. If you read the current research on training analytics, you will often hear the experts say that training should be linked to metrics such as customer satisfaction or revenue generated. These are very high-level metrics. For years, training measurement experts have tried to connect training results to these types of metrics. They have tried using 3

4 complicated mathematical methods to isolate training impact from all of the other things that influence the metric. The goal of isolation was to determine what part training played in any changes to the metric. Unfortunately, this thinking is misguided and impractical for the business environment. No one has the time, money, or even the desire to hire everyone who would be needed to accurately isolate all of the influences to these high-level metrics and make that measurement. More importantly, no other function in business attempts to show value in this way. There is a far more practical solution for finding the correct metric that will measure training. The first part of analysis in the MID process involves identifying the KPM and verifying that the change to that KPM can be achieved through a change in knowledge, skill, or attitude for a group within the organization. This helps the instructional designer and the manager to identify the metrics that are directly related to behavior and eliminates the need to isolate training s impact. Job Requirements (Performance Standards) The second stage of analysis focuses on job requirements (also known as performance standards) that impact the KPM. Job performance standards give clues to the trainer of what the training program content should be, provide both the trainer and business manager a way to determine training success, and provide the learner with a reference for performance. Requiring alignment between the trainer and business manager on the job standards and the means of measurement (KPM) ensures that training dollars are spent on something that the organization agrees is necessary for performance improvement. In addition, it provides a connection between the design and the intended organizational results. This is paramount to enabling training to be measured for organizational impact. If trainers learn to work with the training requester to reach agreement on the operational metric that will be measured for success (in the example above, the number of errors per order processed) and collaborate on the job performance standards needed (the knowledge and skill necessary to process error-free orders) to address the metric, then the chances of training success greatly increase. Standards of performance are aligned with metric outcomes. Aligning metrics and standards enables both stakeholders to be held accountable for their influence on improvements to the identified KPM. Connecting the KPM to the Training Goal To connect the KPM to the training goal you need to state the training outcome that will impact the KPM. In other words, the training goal should align with what the KPM measures. The trainers produce a program with the stated goal that will result in performance changes that will impact the KPM. If the KPM measures the results of behavior change, and if both the business manager and the trainer agree on the KPM and training goal, then when a course is measured for success we can test the validity of the assumptions made in the process. We will know if the increase in knowledge and skills (improvement in behavior) solved the problem and if the behavior change impacted the KPM. Connecting the Training Goal to the Training Objectives Once the KPM and training goal are aligned, next steps become very clear. The instructional designer can identify the training objectives to meet to reach the training goal. In our call center error example, the training goal is to reduce errors (and our KPM measures the number of errors). If job performance standards are identified then the types of objectives needed would be evident because the trainer would know that the job performance standards reflect the best practices that achieve desired outcomes. Once the trainer knows the job standards, he or she considers the needed performance and determines the objectives. They might conclude that objectives would contain learning about the different types of errors made, or how to avoid them. Connecting the training goal to the objectives in the course essentially maps out the steps needed to reach the goal. Measurable Objectives Make Training Measurable Before we consider the next design steps that make training measurable, let s consider what makes anything measurable. For something to be measurable, the process needs to be: 1. Easy 2. Observable 3. Repeatable 4

5 The training industry consistently uses knowledge and skills tests and end-of-course surveys to assess training. The popularity of these methods clearly demonstrates that they are easy to complete. Those types of tools take care of the first requirement, easy to measure. The second requirement is a process that is observable. Measurable training requires an observable means to see knowledge or skill gain. Currently, we can measure an increase in knowledge through a knowledge test and the acquisition of skills through a skills test, so that meets our second requirement for measurement. The final need is repeatability. If we use knowledge and skills tests then we can easily repeat those tests. The real challenge in measuring training does not come from having easy methods to measure (criteria one) or a repeatable process (criteria three). The challenge comes with criteria two observing knowledge acquisition and skill gain. The key to meeting criteria two hinges on how course objectives are written. How many times have you taken a training course with an ambiguous objective like understand Excel or know how to give feedback or even be aware of a policy? None of these objectives can be measured because they are stated in terms so broad that no one can observe (at least in the same way) when they are complete. Without clear parameters those that observe the behavior will have to rely on their own interpretation of the conditions of performance or the level of performance required for the task. Creating Measurable Training Objectives For training program success to be observable, you need measurable training objectives. A measurable training objective is an objective that is clearly defined so that the outcomes can be quantified. General objectives describe the content area to be addressed by training but often leave the details of the performance up to interpretation. On the other hand, a measurable objective includes the required performance, conditions of performance, and criteria of successful performance allowing for a very specific outcome. These three characteristics form an objective that can become the cornerstone of what to teach, how to teach it, and how to measure the success of what was taught. In our earlier example where a call center s error rate increased in order processing, the business manager may determine that the call center representatives are not using Excel properly, which is leading to increased errors. The KPM is the number of errors. The learning goal is to know best practices in Excel to reduce errors when processing orders, and the objectives are the specific tasks necessary (based on the gap analysis) to use Excel effectively. Each measurable objective would address the identified gap in knowledge and skill in using Excel on the job. Perhaps the objective would look something like this: Students will be able to create formula X using Y data and arrive at Z result. This objective can be easily understood by both the manager and the trainer, it can be easily viewed against the job performance standard, and it can be easily measured through observing the students ability to complete. Since the identified KPM is supported by the goal of the course and the goal of the course is supported by the objectives, when the objectives are realized they have the ability to impact both the job and the organization. In addition, measurable objectives that are written to represent the conditions of the job and the standards of performance provide clarity on the instructional strategies needed to help the students acquire the necessary knowledge and skill. Linking Measurable Objectives to Instructional Strategies Once you have objectives, you can choose the best teaching method to achieve those objectives. Choosing the best strategy to ensure learners are able to acquire the needed knowledge and skill is a key competency of the instructional designer. Instructional designers choose strategies to address what needs to be learned and the level at which it needs to be learned. Let s consider the following example where the manager believes the increased customer complaints of rudeness are caused by an increase in stress on the job: Course KPM: Reduce customer complaints of rudeness. Course goal: Provide stress management techniques to use at the customer service desk. General course objective: The student will use stress reducing techniques. Measurable course objective: When working the call center desk, the student demonstrates the 30-second stress reducing technique, including all the steps in the correct order. 5

6 The general course objective is not measurable because what constitutes using the technique is not clear. The measurable course objective, however, specifically identifies what the student will know and be able to do. In the measurable objective, we know the students need to be aware of the technique while operating in their work environment. We know they need to use the 30-second technique while on the job, and be able to execute all steps of the technique in the proper order. It is much easier to determine if the objective is achieved when it provides this level of detail. When objectives are measurable they enable both the training professional and the business manager to clearly understand what the student needs to learn from training and to agree on the specific performance objectives that will reach the intended business goal. In our example, the measurable objective helps the instructional designer to know what instructional strategy is necessary to reinforce the timing of the stress reducing technique and what strategy will enable the student to absorb all steps in the process. No matter which strategy is chosen, knowing the performance conditions and performance criteria gives the instructional designer the information required to select the instructional strategy to achieve the intended result. With this information, they can determine the methods of learning and practice necessary to achieve proficiency. Linking Measurable Objectives to Knowledge or Skill Mastery Just as the measurable objective provides information necessary to determine a good instructional strategy, it also provides vital information on the best way to measure the objective. The type of question you use to measure your objective is directly related to the condition and criteria of the objective. To continue our example: General course objectives: The student will know stress reducing techniques (knowledge objective). The student will use stress reducing techniques (skill objective). Measurable course objectives: When working the call center desk, the student knows the 30-second stress reducing technique, including all the steps in the correct order (knowledge objective). In between taking calls, the student displays the 30-second stress reducing technique with all of the steps completed in order (skill objective). For knowledge objectives, you need to consider how detailed or how in-depth a student needs to understand the material to achieve the objective. The verb chosen aligns with the condition and criteria to determine the type of mastery. For instance, does the student need to immediately recall the information or will the student have the benefit of a job aid when needed? Do students need to recognize the answer or do they need to produce the information without prompting? Answers to these questions are found in the stated condition (when working at the call center desk). The condition and criteria help identify the type of evaluation because they provide the parameters for success. If while on the job students will only need to recognize the correct information, then perhaps a multiple choice question is sufficient. If, on the other hand, students need to understand a concept, perhaps an open-ended question is the best way to test understanding. In our example, the student needs to know the right technique to use (the 30-second technique) and needs to know all of the steps in order (the criteria). A multiple-choice question may be sufficient to determine knowledge of the correct technique, but a checklist may be needed if students are to list the steps in order. In our skill objective, the student needs to use the technique in an environment with limited time available. Perhaps a role play that simulates the customer service environment would be best. Or a demonstration/observation would enable students to become comfortable enough with the skill to complete it in a distracting environment. These are the decisions of the instructional designer, but these decisions are much easier to make when the objective is specific. When an instructional designer is clear on the conditions under which the student must perform and the level to which the student needs to perform, it is easier for the designer to create a program that enables achievement of the goal. The conditions on the job and the skill level needed are paramount to ensuring the proper rigor in the instructional strategy and in the mastery by the student. Only by considering the job conditions and skill requirements can the instructional designer hope to design and measure a program that leads to behavior change on the job and influences the metric that reflects the behavior change. 6

7 Connecting the Design to the Measurement Now that we understand the design elements necessary for measurable training, it helps to consider at what specific points we are able to measure our success. The points where we find the links in our chain of evidence provide a good guide. Our industry has focused on the points (levels) to measure for several years, the first major focus in training measurement was introduced in 1959 when Donald Kirkpatrick examined levels of training impact. He introduced four levels of measurement: Level 1 Reaction: What does the student think and feel about the training? Level 2 Learning: How much did the knowledge and skill of the student increase? Level 3 Job Change: Did the student s behavior on the job change due to the training? Level 4 Results: Did the organization change due to the training? Later, Jack Phillips expanded on Kirkpatrick s model. He suggested that linking business results to training is the ultimate level of evaluation. He said, The process isn t complete until the results have been converted to monetary values and compared with the cost of the program. In other words, Phillips created a fifth level that converts results into ROI, which can be stated like this: Level 5 ROI: Did the training result in monetary benefit to the company? Did the cost of training result in monetary benefit that exceeded that cost? To measure results at each level of impact, you must design a program that identifies learning in the classroom, the application of learning on the job, and the results of that application on the organization. This type of design measures Kirkpatrick s levels 2 to 4. To measure the financial component and compute ROI, you will need to convert level 4 (changes to the organization) into financial terms. By designing with the end in mind, you create steps in the process that represent each area that you want to measure. Creating these steps ensures you can measure the impact to those areas. The MID model was specifically created for this purpose. Each step considers the intended point of impact. Each step is linked to the next, weaving measurement and evaluation into the entire process. Matching the method of design to the points of impact creates a complete chain of evidence. This chain shows the impact of training on the student, on the job, and to the organization. The color-coded diagram that follows shows how the components of MID match to the levels of measurement. The specific steps of the MID model support the measurement of Kirkpatrick Levels 2 to 4. Using MID you can measure your program because you include the requirements for each level of measurement in your design. Steps in Instructional Design Identify the key performance metric to be impacted. Align job requirements to the program using standards. Use training objectives that include conditions, criteria, and performance on the job. Tie mastery directly to objectives. Use instructional strategies appropriate for knowledge and skills measurement. Points to Evaluate Program Knowledge or skill gain in the classroom (Level 2). Application of new knowledge and skills on the job (Level 3). Changes to the organization (Level 4). 7

8 How Measurable Instructional Design Impacts Training Evaluation Measurable Instructional Design enables training professionals to clearly demonstrate how their training design creates the behavior changes that can impact performance. Measurable Instructional Design also allows training professionals to achieve predictable results because it tests the impact against a specific design. Most importantly, the MID model allows training professionals to truly see their impact on an organization. If we begin to understand the influence that design has on results, we learn what training can (and cannot) do. Once we become clear on how we make an impact, we can focus on delivering training that will improve business results using measurable data. Summary Developing measurable training requires a mind shift. As instructional designers we need to shift our thinking toward specifically addressing business indicators (KPM) because it is those indicators that our stakeholders are using to determine there is a training need and will use to determine our success. We need to solidify the job performance standards with our stakeholders so we can create training that impacts job performance. Without this step, trainers will have a continuously moving target and will be unable to empirically show the connections between training and improved performance. Once trainers are aware of the business requirements, they can more easily connect the objectives, instructional methods, and evaluations to meet those requirements. Ensuring precision of objectives and the connections between all five steps in the MID process creates measurable training. This design standard will guarantee your ability to measure training programs to show the impact to an individual, a job, and ultimately to an organization. 8

9 About eparamus eparamus ( helps organizations determine the value and ROI of their training programs.eparamus helps you: Develop measurable training programs and quantify their effectiveness. Incorporate business goals in your design to align with stakeholders. Collaborate with your business counterparts to create a partnership in results. Show the before, during, and after progress from all learning programs. Translate the language of training into the language of business. Prove the value of your training team by providing a real ROI for your training programs. eparamus gives you what no other training providers can an easy way to measure knowledge gained and skills used on the job due to the training. eparamus delivers hard facts on how the training positively affected your bottom line. About Laura Paramoure, EdD Laura Paramoure, EdD, is president and CEO of eparamus. She has more than 25 years of academic and private sector experience in organizational development, training measurement, and training design. She recently authored ROI by Design, available on Amazon.com. Dr. Paramoure regularly speaks about training ROI at seminars for organizations such as the Association for Talent Development (ATD) and International Society of Performance Improvement (ISPI). 9

10 2015 eparamus All rights reserved Six Forks Road, Suite 400 Raleigh, NC Main: (919) Fax: (919)

Onboarding training program provides quantified results that add to recruiting firm s bottom line.

Onboarding training program provides quantified results that add to recruiting firm s bottom line. Onboarding training program provides quantified results that add to recruiting firm s bottom line. Our goal was to create a teachable, understandable, impactful, businessdriving program. What we wanted

More information

The Kirkpatrick/Phillips Model for Evaluating Human Resource Development and Training

The Kirkpatrick/Phillips Model for Evaluating Human Resource Development and Training The Kirkpatrick/Phillips Model for Evaluating Human Resource Development and Training By Allan Bailey, CEO, Learning Designs Online The ROI Methodology Because of its appropriateness to the business setting,

More information

Corporate Learning Watch

Corporate Learning Watch Quantifying the Organizational Benefits of Training August 2010 The Majority of CEOs Want Return on Investment Data for Training Programs, But Few Receive It Watch List A recent survey of CEOs found that

More information

HOW TO MAKE YOUR EMPLOYEE ONBOARDING PROGRAM STRATEGIC AND EFFECTIVE FOR BETTER NEW HIRE ENGAGEMENT, PRODUCTIVITY, AND RETENTION

HOW TO MAKE YOUR EMPLOYEE ONBOARDING PROGRAM STRATEGIC AND EFFECTIVE FOR BETTER NEW HIRE ENGAGEMENT, PRODUCTIVITY, AND RETENTION HOW TO MAKE YOUR EMPLOYEE ONBOARDING PROGRAM STRATEGIC AND EFFECTIVE FOR BETTER NEW HIRE ENGAGEMENT, PRODUCTIVITY, AND RETENTION ACHIEVE BETTER NEW HIRE ENGAGEMENT, PRODUCTIVITY, AND RETENTION EXTEND LEARNING

More information

Direct Path to Sales & Negotiation Training ROI

Direct Path to Sales & Negotiation Training ROI White Paper 1 Direct Path to Sales & Negotiation Training ROI www.shapironegotiations.com 3600 Clipper Mill Rd Suite 401 Baltimore, MD 21230 410-662-4764 INTRODUCTION 2 You are a Vice President of Sales,

More information

REVAMP YOUR TRAINING 7 STEPS TO A SUCCESSFUL BLENDED LEARNING PROGRAM

REVAMP YOUR TRAINING 7 STEPS TO A SUCCESSFUL BLENDED LEARNING PROGRAM REVAMP YOUR 7 STEPS TO A SUCCESSFUL BLENDED LEARNING PROGRAM BY STEVE O BRIAN, VICE PRESIDENT, CHRONUS CORPORATION WITH KAREN DU FOUR DES CHAMPS, & DEVELOPMENT EXPERT, AUTHOR, SPEAKER, AND CONSULTANT PROGRAM

More information

Business leaders are asking for more from

Business leaders are asking for more from HR s Role in Talent Management and Driving Business Results Business leaders are asking for more from everyone in their organizations. They want increased revenue and productivity. They need to reduce

More information

Concept Paper. Improving Training Evaluation in Organizations

Concept Paper. Improving Training Evaluation in Organizations Concept Paper On Improving Training Evaluation in Organizations Prepared by Dr. Paul Squires President 20 Community Place Morristown, NJ 07960 973-631-1607 fax 973-631-8020 www.appliedskills.com According

More information

WHITE PAPER. Using ROI to Make the Business Case for Training. www.bizlibrary.com. Authors: Ray Halagera President, The Profit Ability Group

WHITE PAPER. Using ROI to Make the Business Case for Training. www.bizlibrary.com. Authors: Ray Halagera President, The Profit Ability Group Using ROI to Make the Business Case for Training WHITE PAPER Authors: Ray Halagera President, The Profit Ability Group Dean Pichee President, BizLibrary INTRODUCTION Training Magazine does an annual survey

More information

ICE 2016 Tracks & Subcategories

ICE 2016 Tracks & Subcategories ICE 2016 Tracks & Subcategories Career Development (Content Track 1) The Career Development track highlights trends and topics influencing a community of learning professionals interested in advancing

More information

Measuring ROI in Executive Coaching

Measuring ROI in Executive Coaching Measuring ROI in Executive Coaching Jack J. Phillips, Ph.D. and Patricia P. Phillips, Ph.D.

More information

Eleven Reasons Why Training and Development Fails... and what you can do about it. Jack J. Phillips & Patti P. Phillips

Eleven Reasons Why Training and Development Fails... and what you can do about it. Jack J. Phillips & Patti P. Phillips Eleven Reasons Why Training and Development Fails... and what you can do about it By Jack J. Phillips & Patti P. Phillips During their more than 10 years as consultants to some of the world s largest organizations,

More information

Does Your Sales Training Measure Up? By Randy Illig Franklin Covey Sales Performance Practice

Does Your Sales Training Measure Up? By Randy Illig Franklin Covey Sales Performance Practice Does Your Sales Training Measure Up? By Randy Illig Franklin Covey Sales Performance Practice Measuring ROI in your sales improvement initiatives can mean the difference between success and failure of

More information

Ronan Emmett Global Human Resources Learning Solutions

Ronan Emmett Global Human Resources Learning Solutions A Business Impact Study detailing the Return on Investment (ROI) gained from a Negotiation Skills training programme in Ireland delivered by the EMEAS Learning Solutions Team. There is a definite trend

More information

TALENT DEVELOPMENT THE ROI OF MENTORING, COACHING, AND OTHER EMPLOYEE DEVELOPMENT PROGRAMS

TALENT DEVELOPMENT THE ROI OF MENTORING, COACHING, AND OTHER EMPLOYEE DEVELOPMENT PROGRAMS THE ROI OF MENTORING, COACHING, AND OTHER EMPLOYEE PROGRAMS it s no secret that organizations who invest in employees are top performers. Programs like mentoring and coaching are increasingly popular methods

More information

Warning. Not all leadership development is created equal! The Talent Management Expert. QUICK GUIDE: Leadership Development That Measures Up

Warning. Not all leadership development is created equal! The Talent Management Expert. QUICK GUIDE: Leadership Development That Measures Up Warning Not all leadership development is created equal! QUICK GUIDE: Leadership Development That Measures Up The Talent Management Expert Question How effective is your organization s leadership development?

More information

Using Return on Investment to Evaluate Project Management Training. Abstract. Introduction

Using Return on Investment to Evaluate Project Management Training. Abstract. Introduction Using Return on Investment to Evaluate Project Management Training Author: Gina Abudi, MBA, Partner/VP Peak Performance Group, Inc. Abstract Executives today are demanding to see the monetary value that

More information

Competency Management at Its Most Competent

Competency Management at Its Most Competent Competency Management at Its Most Competent Competencies That Work for Business A recent survey by Human Resource Executive found that two of the top five challenges facing organizations today are aligning

More information

The Business-Focused Employee Survey. Scott Mondore, Ph.D.

The Business-Focused Employee Survey. Scott Mondore, Ph.D. The Business-Focused Employee Survey Scott Mondore, Ph.D. Presenter Bio Scott Mondore, Ph.D. Scott has over 15 years of experience in the areas of strategy, talent management, measurement, customer experience

More information

Measuring Return on Investment (ROI) in Training as Part of Your Business Strategy

Measuring Return on Investment (ROI) in Training as Part of Your Business Strategy Measuring Return on Investment (ROI) in Training as Part of Your Business Strategy By Catherina Opperman Measuring ROI in training is the clearest statement an can make about the amount invested in training.

More information

What past performance can tell us about the future.

What past performance can tell us about the future. What past performance can tell us about the future. 48 T+D september 2007 Photo by Shutterstock Using 360 Feedback to Predict Performance Organizations place increasing emphasis on measuring results from

More information

The Behavior Change Handbook. Optimize behavior change for business impact

The Behavior Change Handbook. Optimize behavior change for business impact The Behavior Change Handbook Optimize behavior change for business impact Contents Change Initiatives Are Failing 3 The Answer 4 The Traps 5 Today s Approach 6 Leaders / Laggards 7 One Key Lesson 8 The

More information

Measuring Business Impact in Human Resources. A Link Consulting White Paper March 2014

Measuring Business Impact in Human Resources. A Link Consulting White Paper March 2014 in Human Resources A Link Consulting White Paper March 2014 Many, if not all, business leaders readily agree that it is their employees who give them a competitive edge in the marketplace through strong

More information

Training Programs for Enterprise-Wide Change

Training Programs for Enterprise-Wide Change Training Programs for Enterprise-Wide Change Top Five Requirements for Programs that Deliver Prepared by VisionCor, Inc. 1 Contents Summary... 3 Before We Get Started... 3 Program Principles... 4 Business

More information

White Paper: Learning Requirements Planning: An Enterprise-Wide Learning Management Approach

White Paper: Learning Requirements Planning: An Enterprise-Wide Learning Management Approach White Paper: Learning Requirements Planning: An Enterprise-Wide Learning Management Approach INTRODUCTION With the advent of a variety of Learning Management Systems (LMS), Knowledge Management Systems

More information

Creating a Training Program and Learning Culture in Your Organization

Creating a Training Program and Learning Culture in Your Organization Creating a Training Program and Learning Culture in Your Organization Common Roadblocks: 1. No manager support/accountability Use it or lose it We often forget this building block for all training and

More information

Improving Call Center Performance

Improving Call Center Performance A Learning Paths Whitepaper Improving Call Center Performance Creating Consistency, Transparency and Speed The ultimate goal of any call center is to deliver a consistent customer experience on each call,

More information

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by:

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by: For the Public Sector The Missing Link: Improving your organisation, by linking reward to performance Presented by: Transforming people management I. Introduction An increasing number of successful, large

More information

Best Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006

Best Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006 A white paper prepared by PROPHIX Software October 2006 Executive Summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However,

More information

PMI s PULSE OF THE PROFESSION IN-DEPTH REPORT THE HIGH COST OF LOW PERFORMANCE: THE ESSENTIAL ROLE OF COMMUNICATIONS ORGANIZATI ONAL AGILITY

PMI s PULSE OF THE PROFESSION IN-DEPTH REPORT THE HIGH COST OF LOW PERFORMANCE: THE ESSENTIAL ROLE OF COMMUNICATIONS ORGANIZATI ONAL AGILITY PMI s PULSE OF THE PROFESSION IN-DEPTH REPORT THE HIGH COST OF LOW PERFORMANCE: THE ESSENTIAL ROLE OF COMMUNICATIONS ORGANIZATI ONAL AGILITY MAY 2013 EXECUTIVE SUMMARY In the context of organizational

More information

Leadership Coaching: Does It Really Provide Value?

Leadership Coaching: Does It Really Provide Value? Leadership Coaching: Does It Really Provide Value? Kay M. Bower, DSL, PMP Regent University In my role as an internal consultant for organization development, I explored leadership coaching. After studying

More information

Improving Employee Satisfaction in Healthcare through Effective Employee Performance Management

Improving Employee Satisfaction in Healthcare through Effective Employee Performance Management Improving Employee Satisfaction in Healthcare through Effective Employee Performance Management Introduction The following quotes are comments made by HR professionals from U.S. healthcare providers who

More information

Calculating the Return on Investment (ROI) of Corporate elearning WHITE PAPER 2011 B ONLINE LEARNING

Calculating the Return on Investment (ROI) of Corporate elearning WHITE PAPER 2011 B ONLINE LEARNING Calculating the Return on Investment (ROI) of Corporate elearning WHITE PAPER 2011 B ONLINE LEARNING In choosing an elearning system, managers frequently need to calculate the return on investment (ROI)

More information

Measuring the Impact of Sales Training

Measuring the Impact of Sales Training Measuring the Impact of Sales Training Authors: Barry Hennessy Barry@i2isales.com Jon Gooding Jon@i2isales.com Page 1 Table of Contents Why Measure? 3 What to Measure? 3 Business Impact Considerations

More information

What Gets Measured, Gets Better: The Application of Learning Metrics

What Gets Measured, Gets Better: The Application of Learning Metrics What Gets Measured, Gets Better: The Application of Learning Metrics May 2005 - Lisa Rowan Tom Peters may have said it slightly differently, but in the end, what gets measured, gets better. Or stating

More information

A.D.D.I.E.: A Proactive Approach to Employee Training & Development. White Paper January 2007. Author:

A.D.D.I.E.: A Proactive Approach to Employee Training & Development. White Paper January 2007. Author: White Paper January 2007 TM Author: B. Lynn Lehman, M.Ed. Director of Program Development A.D.D.I.E.: Solution Focus Areas: Training/ Development Engagement / Morale Productivity Leadership / Supervision

More information

The ROI Quiz: The Myths and Mysteries of ROI

The ROI Quiz: The Myths and Mysteries of ROI The ROI Quiz: The Myths and Mysteries of ROI By Jack J. Phillips, Ph.D. and Patti P. Phillips, Ph.D. The Issue Measuring return on investment in learning, training, and development has gained much momentum

More information

GFMAM Competency Specification for an ISO 55001 Asset Management System Auditor/Assessor First Edition, Version 2

GFMAM Competency Specification for an ISO 55001 Asset Management System Auditor/Assessor First Edition, Version 2 GFMAM Competency Specification for an ISO 55001 Asset Management System Auditor/Assessor First Edition, Version 2 English Version PDF format only ISBN 978-0-9871799-5-1 Published April 2014 www.gfmam.org

More information

2014 International Matrix Management Institute, LLC

2014 International Matrix Management Institute, LLC To enhance cross-functional cooperation To better serve the external customer To reduce operating costs To manage and improve the implementation of initiatives To grow the business To merge with a new

More information

The Value of Tuition Assistance

The Value of Tuition Assistance The Value of Tuition Assistance A 21st Century Benefit for 21st Century Challenges Tuition assistance has the potential to be a very powerful benefit within an organization, providing employees with opportunities

More information

Making a Bid for Profit

Making a Bid for Profit Making a Bid for Profit Your quick-start guide to becoming a profit-driven marketer A Practical Guide thinkwithgoogle.com 1 Introduction Recently, a number of marketers have started a new trend known as

More information

Best practices for planning and budgeting. A white paper prepared by Prophix

Best practices for planning and budgeting. A white paper prepared by Prophix A white paper prepared by Prophix Executive summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However, common budgeting limitations

More information

Industry Insight: Performance Management

Industry Insight: Performance Management Industry Insight: Performance Management Optimize Employee Performance to Maximize Business Performance You ve built an impressive talent hiring and screening approach, one that better predicts and ensures

More information

Make a Hard Core Impact with Soft Skills Training

Make a Hard Core Impact with Soft Skills Training Make a Hard Core Impact with Soft Skills Training Webinar brought to you by: Presenter: Chris Osborn Host: Jessica Petry Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl. Sr. Marketing

More information

KEY TRENDS for 2015: TRANSFORMING THE TRAINING FUNCTION

KEY TRENDS for 2015: TRANSFORMING THE TRAINING FUNCTION KEY TRENDS for 2015: TRANSFORMING THE TRAINING FUNCTION by DOUG HARWARD The true measure of success for any training organization is the positive impact it has on the performance of the business. In the

More information

Human Capital Analytics and Metrics. John Dooney, Manager, Strategic Research --- 703-535-6349

Human Capital Analytics and Metrics. John Dooney, Manager, Strategic Research --- 703-535-6349 Human Capital Analytics and Metrics John Dooney, Manager, Strategic Research --- 703-535-6349 Human Capital Analytics Today Leading People. Leading Organizations. Highest purpose for human capital analytics:

More information

Proving the Value: Getting Internal Buy-In for a Knowledge Base

Proving the Value: Getting Internal Buy-In for a Knowledge Base Proving the Value: Getting Internal Buy-In for a Knowledge Base Ask business leaders in almost any industry what their biggest challenges are as their organizations grow, and the answer will almost always

More information

A monthly online survey and commentary presented by The Managing Partner Forum

A monthly online survey and commentary presented by The Managing Partner Forum A monthly online survey and commentary presented by The Managing Partner Forum May 2014 Goals, Measures, and Scorecards: by John Sterling and John Remsen, Jr. What gets measured gets done. What's measured

More information

Leadership Development Efforts

Leadership Development Efforts Leadership Development Efforts Why They Fail How to Get the Results You Need ADJ Consulting, Inc. and RESOURCE INTERNATIONAL A New Approach to Leadership Development is Needed. Experts in leadership development

More information

Overcoming Talent Gaps at the Enterprise Level

Overcoming Talent Gaps at the Enterprise Level powered by BRIGHTEDGE Overcoming Talent Gaps at the Enterprise Level Dan Mooney Director, Digital Analytics The leading industry event by digital marketers for digital marketers Who is Wiley? Founded 1807

More information

Quantifying Outsourcing Intangible Benefits

Quantifying Outsourcing Intangible Benefits Quantifying Outsourcing Intangible Benefits This paper presents the basis for quantifying the intangible benefits of outsourcing inititiatives in economic terms. Abstract This white paper provides outsourcing

More information

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire

More information

The Coaching Playbook. Your Must-Have Game Plan for Maximizing Employee Performance

The Coaching Playbook. Your Must-Have Game Plan for Maximizing Employee Performance The Coaching Playbook Your Must-Have Game Plan for Maximizing Employee Performance CONTENTS Coaching Overview What is Coaching? Coaching Categories Coaching Relationships Who Can Be a Coach? Coaching Personas

More information

The HR Image Makeover: From Cost Center to Profit Maker

The HR Image Makeover: From Cost Center to Profit Maker The HR Image Makeover: From Cost Center to Profit Maker Human resources human assets human capital. Call it what you will, the collected people power or workforce value of an organization is an asset that

More information

IMPLEMENTING SCRUM. PART 3 of 5: TRAINING YOUR NEW SCRUM TEAM. Designed by Axosoft, creators of the #1 selling Scrum software.

IMPLEMENTING SCRUM. PART 3 of 5: TRAINING YOUR NEW SCRUM TEAM. Designed by Axosoft, creators of the #1 selling Scrum software. IMPLEMENTING SCRUM GUIDE PART 3 of 5: TRAINING YOUR NEW SCRUM TEAM Designed by Axosoft, creators of the #1 selling Scrum software. TRAINING YOUR ORGANIZATION Implementing Scrum at an organization isn t

More information

GE Capital What are the key components of a sales force effectiveness program?

GE Capital What are the key components of a sales force effectiveness program? What are the key components of a sales force effectiveness program? overview What are the key components of a sales force effectiveness program? Sales representatives have always followed a straightforward,

More information

Training Evaluation. White Papers

Training Evaluation. White Papers White Papers Training Evaluation In most organizations today, training is more than a simple introductory how to course. The quality of training directly impacts a business in terms of sales volume, employee

More information

Satisfaction with Contact Centers Drives Customer Loyalty

Satisfaction with Contact Centers Drives Customer Loyalty Satisfaction with Contact Centers Drives Customer Loyalty By Sheri Teodoru CFI Group Partner and CEO Across American industry, company contact centers have become critical channels for building customer

More information

"We Accelerate Growth"

We Accelerate Growth Five Steps for Getting the Most from your Videoconferencing Investment Transcript of Video Recording by Melanie Turek, Industry Principal, Frost & Sullivan "We Accelerate Growth" Five Steps for Getting

More information

HOW TO MEASURE THE ROI OF LEADERSHIP TRAINING

HOW TO MEASURE THE ROI OF LEADERSHIP TRAINING Evaluating Training Impact Level 1-6 Paul Leone, Ph.D. 2013 T he only way training is ever going to be perceived as a profitable business imperative, instead of a costly distraction, is if training professionals

More information

Lynette Gillis, Ph.D. and Allan Bailey, Centre for Learning Impact

Lynette Gillis, Ph.D. and Allan Bailey, Centre for Learning Impact CASE STUDY DILLON CONSULTING: Measuring the ROI of Project Management Training Lynette Gillis, Ph.D. and Allan Bailey, Centre for Learning Impact Overview of Dillon Consulting Dillon Consulting is a Canadian-owned

More information

Distinguishing Your Business Through Excellent Customer Service

Distinguishing Your Business Through Excellent Customer Service Distinguishing Your Business Through Excellent Customer Service A guide to help your business survive and thrive a tight economy By Craig Bailey President & Founder of Customer Centricity, Inc. Distinguishing

More information

Building HR Capabilities. Through the Employee Survey Process

Building HR Capabilities. Through the Employee Survey Process Building Capabilities Through the Employee Survey Process Survey results are only data unless you have the capabilities to analyze, interpret, understand and act on them. Your organization may conduct

More information

Understanding the Value of Project Management

Understanding the Value of Project Management Understanding the Value of Project Management By Vicki Wrona, PMP, and Rob Zell To PMO or not to PMO, that is the question; Whether tis Nobler on the project to suffer The Costs and Overruns of scope creep,

More information

The Business of Healthy Employees: A Survey of Workplace Health Priorities

The Business of Healthy Employees: A Survey of Workplace Health Priorities The Business of Healthy Employees: A Survey of Workplace Health Priorities 2013 1 Introduction A healthy workforce plays a role in maintaining a healthy business. As demonstrated by the organization response

More information

9Lenses: Human Resources Suite

9Lenses: Human Resources Suite 9Lenses: Human Resources Suite 9Lenses Software for HR Leaders 9Lenses Software for HR Leaders Software Overview: People are an organization s most valuable asset. With 9Lenses Software for HR Leaders,

More information

10 Fundamental Strategies and Best Practices of Supply Chain Organizations

10 Fundamental Strategies and Best Practices of Supply Chain Organizations 10 Fundamental Strategies and Best Practices of Supply Chain Organizations Robert J. Engel, C.P.M. National Director of Client Service Resources Global Professionals - SCM Practice 713-403-1979: Bob.Engel@Resources-us.com

More information

Strategic Outcome- Based Metrics for the Federal Government

Strategic Outcome- Based Metrics for the Federal Government RG Perspective Strategic Outcome- Based Metrics for the Federal Government 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189 www.robbinsgioia.com 2013 Robbins Gioia, Inc. 1. Introduction

More information

Business Analysis Capability Assessment

Business Analysis Capability Assessment Overview The Business Analysis Capabilities Assessment is a framework for evaluating the current state of an organization s ability to execute a business automation effort from and end-to-end perspective..

More information

Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives

Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives By: Temre Green and Michael Brainard April 28th, 2005 Brainard Strategy 2121 Newcastle

More information

Leadership Development Best Practices. By Russel Horwitz

Leadership Development Best Practices. By Russel Horwitz Leadership Development Best Practices By Russel Horwitz 1 December 2014 Contents The case for leadership development 4 Creating a strategy 4 Best practices 5 1. Align to organizational strategy 5 Begin

More information

A Guide to Outsourced Elections

A Guide to Outsourced Elections A Guide to Outsourced Elections Increasing Efficiencies Through Election Services Survey & Ballot Systems 7653 Anagram Drive Eden Prairie, MN 55344-7311 800-974-8099 surveyandballotsystems.com Introduction

More information

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive

More information

Business Analysis Standardization & Maturity

Business Analysis Standardization & Maturity Business Analysis Standardization & Maturity Contact Us: 210.399.4240 info@enfocussolutions.com Copyright 2014 Enfocus Solutions Inc. Enfocus Requirements Suite is a trademark of Enfocus Solutions Inc.

More information

This case was prepared to serve as a basis for discussion rather than

This case was prepared to serve as a basis for discussion rather than 11 Developing the ROI of an Online English-as-a-Second-Language Program Wyeth Pharmaceuticals USA Edward P. Nathan This case was prepared to serve as a basis for discussion rather than an illustration

More information

Principles of IT Governance

Principles of IT Governance Principles of IT Governance Governance of enterprise IT focuses on delivering services to support top line growth while moving operational savings to the bottom line. The management of IT services has

More information

WHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started

WHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started 7 Keys to successful Organizational Change Management Why Your CRM Program Needs Change Management and Tips for Getting Started CONTENTS 2 Executive Summary 3 7 Keys to a Comprehensive Change Management

More information

Human Performance Technology

Human Performance Technology Human Performance Technology Donald Tosti Every organization is a human performance system: It was founded by people. It s run by people, and It s established to provide value to the people who are its

More information

CASE STUDY. Barber Foods. Successful Trade Promotion Optimization Strategy Improves Retail Effectiveness. Challenge. Solution.

CASE STUDY. Barber Foods. Successful Trade Promotion Optimization Strategy Improves Retail Effectiveness. Challenge. Solution. CASE STUDY Barber Foods Successful Trade Promotion Optimization Strategy Improves Retail Effectiveness Challenge Faced with escalating trade promotion costs and spend rates exceeding industry averages,

More information

Training Analytics Market Analysis:

Training Analytics Market Analysis: Training Analytics Market Analysis: How Do Companies Measure Training and ROI? Bersin & Associates Bersin & Associates March, 2005 Bersin & Associates and LTI Magazine 1 August, 2003 Training Analytics:

More information

Benefits of the APMP Professional Certification Program to Organizations & Individuals

Benefits of the APMP Professional Certification Program to Organizations & Individuals Benefits of the APMP Professional Certification Program to Organizations & Individuals Table of Contents TABLE OF CONTENTS... 2 INTRODUCTION... 4 THE PROFESSIONAL Certification PROCESS... 5 THE BENEFITS

More information

HR Metrics and Workforce Analytics. No Balance NO ROI The Rise of BIG Data

HR Metrics and Workforce Analytics. No Balance NO ROI The Rise of BIG Data HR Metrics and Workforce Analytics No Balance NO ROI The Rise of BIG Data Program Description Regardless of the size of the organization, HR metrics and workforce analytics are becoming increasingly beneficial.

More information

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage

More information

By Jack Phillips and Patti Phillips How to measure the return on your HR investment

By Jack Phillips and Patti Phillips How to measure the return on your HR investment By Jack Phillips and Patti Phillips How to measure the return on your HR investment Using ROI to demonstrate your business impact The demand for HR s accountability through measurement continues to increase.

More information

THE MONETARY VALUE OF THE MANAGERIAL ASSESSMENT OF PROFICIENCY PROGRAM FOR THE GEORGIA EXTENSION SYSTEM

THE MONETARY VALUE OF THE MANAGERIAL ASSESSMENT OF PROFICIENCY PROGRAM FOR THE GEORGIA EXTENSION SYSTEM LEADERSHIP DEVELOPMENT: RETURN ON INVESTMENT - CALCULATING THE MONETARY VALUE OF THE MANAGERIAL ASSESSMENT OF PROFICIENCY PROGRAM FOR THE GEORGIA EXTENSION SYSTEM By F. Richard Rohs Professor and Extension

More information

Patience. In Washington State, technology integration relies on coaching and regional support, not equipment. Dennis Small

Patience. In Washington State, technology integration relies on coaching and regional support, not equipment. Dennis Small Images.com/Corbis Dennis Small & Patience In Washington State, technology integration relies on coaching and regional support, not equipment. 26 z Principal Leadership z september 2011 Partnership Schools

More information

Results Unlimited White Paper. Instructional Strategies for the Development of E-learning

Results Unlimited White Paper. Instructional Strategies for the Development of E-learning White Paper Instructional Strategies for the Development of E-learning Introduction To support the development of large scale, custom E-learning, Results Unlimited has developed appropriate instructional

More information

Talent management strategy template

Talent management strategy template Talent management strategy template 2012 Halogen Software Inc. All rights reserved. Halogen, Halogen eappraisal, Halogen ecompensation, Halogen elearning Manager, Halogen esuccession, Halogen e360 Multirater,

More information

Calculating the ROI of your Learning Management System:

Calculating the ROI of your Learning Management System: SUMTOTAL WHITE PAPER Calculating the ROI of your Learning Management System: How ResultsOnDemand can change your organization s equation Calculating the ROI of your Learning Management System: How ResultsOnDemand

More information

A Set of Best Practices for Targeting, Aligning and Measuring Learning

A Set of Best Practices for Targeting, Aligning and Measuring Learning WHITE PAPER A Set of Best Practices for Targeting, Aligning and Measuring Learning KIERAN KING, Global Director, Loyalty Strategy, Skillsoft Executive Summary Learning expectations have never been higher.

More information

Is your business as customer-centric as you think? Customer Experience

Is your business as customer-centric as you think? Customer Experience 1 You can t create a truly customer-centric business culture without delivering actionable and tailored customer insight to every employee every time they touch customers. Companies that hold back from

More information

AS CEOS NEAR THE END OF THEIR CAREERS, THEY MUST NAVIGATE THE SUCCESSION

AS CEOS NEAR THE END OF THEIR CAREERS, THEY MUST NAVIGATE THE SUCCESSION 16_Berger 10/13/10 4:21 PM Page 169 Chapter 16 CEO Succession Planning Marshall Goldsmith, Executive Coach Leadership Development and Behavioral Change AS CEOS NEAR THE END OF THEIR CAREERS, THEY MUST

More information

DEFINE YOUR SALES PROCESS

DEFINE YOUR SALES PROCESS DEFINE YOUR SALES PROCESS TO GROW YOUR BUSINESS Internet Marketing 101: How Small Businesses Can Compete with the Big Guys DEFINE YOUR SALES PROCESS TO GROW YOUR BUSINESS A strong and effective sales team

More information

White Paper from Global Process Innovation. Fourteen Metrics for a BPM Program

White Paper from Global Process Innovation. Fourteen Metrics for a BPM Program White Paper from Global Process Innovation by Jim Boots Fourteen Metrics for a BPM Program This white paper presents 14 metrics which may be useful for monitoring progress on a BPM program or initiative.

More information

The New World Level 1 Reaction Sheets

The New World Level 1 Reaction Sheets A Little Bit of Background Don Kirkpatrick developed the four levels of evaluation in the mid 1950s. He coined the term reaction back then to describe what soon came to be known as Level 1. Don defined

More information

IN THE CHANGING WORLD OF HUMAN RESOURCES: MATCHING MEASURES TO MISSION

IN THE CHANGING WORLD OF HUMAN RESOURCES: MATCHING MEASURES TO MISSION IN THE CHANGING WORLD OF HUMAN RESOURCES: MATCHING MEASURES TO MISSION Richard E. Wintermantel and Karen L. Mattimore Human resource professionals continuously search for methods to demonstrate the impact

More information

PERFORMANCE MANAGEMENT SYSTEM

PERFORMANCE MANAGEMENT SYSTEM WHITE PAPER BY PATRICIA DAVIS LEADER, PERFORMANCE MANAGEMENT ROBERT W. ROGERS PRESIDENT, DDI WHITE PAPER GETTING THE MOST FROM YOUR 1 GETTING THE MOST FROM YOUR PERFORMANCE MANAGEMENT SYSTEM Is your organization

More information

How to Write a Successful PhD Dissertation Proposal

How to Write a Successful PhD Dissertation Proposal How to Write a Successful PhD Dissertation Proposal Before considering the "how", we should probably spend a few minutes on the "why." The obvious things certainly apply; i.e.: 1. to develop a roadmap

More information

Introduction to Business Process Improvement

Introduction to Business Process Improvement Introduction to Business Process Improvement Learning Objectives By the end of this chapter, you should be able to: Define a business process. State the objectives of business process improvement. Explain

More information

EMPLOYEE SURVEYS THAT MAKE A DIFFERENCE

EMPLOYEE SURVEYS THAT MAKE A DIFFERENCE EMPLOYEE SURVEYS THAT MAKE A DIFFERENCE by Joe Folkman, Ph.D. Employee surveys can pinpoint where changes in a company are needed, help managers understand employee opinions and improve productivity, and

More information