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@LauraOverton

Evaluating TrainingHow L&D can demonstrate their true value

What does value look like?

What value does L&D bring?

L&D help people be better versions of themselves:

We release potential

Help people fulfil their potential

We solve problems by:

Bringing expertiseCreating connectionsLeveraging a unique

perspective

We help deliver the organisation’s strategic

objectives:

Managing riskPromoting wellbeing

Establishing a reputation for quality

We support employee engagement:

We empower individualsProvide choices

Support career progressionImprove staff retention

Build confidence

Demonstrating Value – Why does it matter?

Why does demonstrating our value matter?like? Feedback from #CLCSEM

Building Credibility

Invited to contribute earlier

Status to challenge and bring new ideas

Reputation for external work and social impact

Job Security:

Protect budgetProtect jobs

Personal worth validated

Trust:

Seen as a strategic partner

Trusted with organisational challenges

Today’s L&D are hungry to add value

INDIVIDUAL PROCESSES

EFFICIENCY

PRODUCTIVITY AND ENGAGEMENT

BUSINESS RESPONSIVENESS

LEARNING CULTUREP

RO

GR

AM

ME

O

RG

AN

ISA

TIO

N

C

ULTU

RE

Improve induction 95%

Speed up implementation of new processes 91%

Improve productivity 94%

Adapt to individual need 94%

Improve talent strategies/keep best people 94%

Improve organisational performance 85%

Share good practice 96%

Increase self directed learning 83%

Improve admin and management 95%

Increase volume 91%

INDIVIDUAL PROCESSES

EFFICIENCY

PRODUCTIVITY AND ENGAGEMENT

BUSINESS RESPONSIVENESS

LEARNING CULTUREP

RO

GR

AM

ME

O

RG

AN

ISA

TIO

N

C

ULTU

RE

Achieved by 39%

Achieved by 41%

Achieved by 29%

Achieved by 24%

Achieved by 21%

What are we delivering?

Who is performing well?

What are they doing differently?

2003

2016

Top Deck

x3 x5 X8x5x3

Quartile 1 (25%)

Top Deck (10%)

Quartile 2Quartile 3Quartile 4

Some achieve more than others

Defining

Need

Learner

Context

Work

Context

Building

Capability

Ensuring

Engagement

Demonstrating

Value

The Towards Maturity Framework™

© Towards Maturity 2016

T O W A R D S M A T U R I T Y I N D E X

TOP

DECK

TOP LEARNING ORGANISATIONS

THE TOWARDS MATURITY INDEX

What are they

doing differently?

Making an Impact

How L&D leaders can demonstrate value

New Report June 2016:

www.towardsmaturity.org/in-focus/2016/learningimpact

Demonstrating value:

What do we assume about our learners and managers

perceptions of value?

WHAT MOTIVATES STAFF TO LEARN ONLINE?

76%

5727 learners

80%

Prof services

75%

Line Mgr

82%

>6mth in role

71%

< 5 yrsin role

78%

>30 yrs

72%

< 50 yrs

75%

Charity

82%

Retail

75%

Sales

74%

Pharma

#1: to do my job better and faster!

Minimum 500 in each

sample

→ Lower employee turnover

→ Increased employee engagement

→ Positive ROI

→ Change in business direction

→ Reduced cost

→ Increased productivity

→ Greater responsiveness to the new

→ Increased profitability

→ Stronger Employee brand

WHICH BUSINESS OUTCOMES JUSTIFY A SUBSTANTIAL INVESTMENT IN WORKFORCE

DEVELOPMENT FOR CEOS?FROM THE THE C-SUITE IMPERATIVE (ECONOMIST INTELLIGENCE UNIT, 2014)

55% Increased productivity40% Greater responsiveness to new39% +ve employee engagement37% Increased profitability 36% Lower employee turnover

22% Positive ROI18% Reduced cost14% Change in business direction11% Stronger Employee brand

THE C SUITE ARE MORE LIKELY TO INVEST IF IT IMPROVES PRODUCTIVITY THAN IF IT DELIVERS POSITIVE ROI

How do we currently demonstrate value to?

Workers

Managers

Does it work?

How do we currently demonstrate value to?

Workers

Managers

Feedback from #CLCSEM

How do we articulate value to individuals:

Capture and share user stories

VideoQuotes

Newsletters

How do we articulate value to Managers?

InfographicsQuantitative dataQualitative data

Talk about the value of learning

Face to face meetings

Working with both workers and managers:

Identify goals and successes up frontReview goals and successes

Capture using assessment forms

Not always about

ROI

10% capture ROI data

But it is about evidence

What are comfortable

gathering evidence for?

8%

12%

13%

16%

17%

19%

71%

Reduction in staff attrition

Improvement in productivity

Decreased time tocompetency

Improvement in staffengagement

Cost reduction

Reduction in study time

Compliance completion rates

?

Who is gathering evidence related to impact?

Kir

kpa

tric

k St

ag

e 3

Kir

kpa

tric

k St

ag

e 3

Kir

kpa

tric

k St

ag

e 4

Kir

kpa

tric

k St

ag

e 2

33% routinely collect information on the extent to which the learning points have been understood

23%collect information from learners on the extent to which the learning has been applied

16% collect information from line managerson the extent to which the learning has been applied

17% measure specific business metrics when evaluating learning impact

What do all the evaluation methodologies have in

common?

Start Well

Work Together

Share results

THE CHALLENGE

WHAT TO DO WHEN BUSINESS LEADERS HAVE BOXED

US IN

9%Improvementin REVENUE

Faster ROLLOUTof new systems

24%

16%Increase in employee

E N G A G E M E N T

Starting a conversation about value with business leaders

Use the evidence to hand

The most significant question for an HR professional to ask a business leader is

“How can I help you deliver what’s really important to the business?”.

Dave Buglass, Tesco Bank

82%Of Top Deck

identify business

KPI’s that they want

to improve in

partnership with snr

management(32% average)

What happens when we collaborate up front?

36%

29%

51%

34%

9% 11%

25%

18%

Measure specificbusiness metrics

Collect informationfrom line managers onapplication of learning

Collect information onextent to which points

understood

Collect informationfrom users on

application of learningKPIs agreed collaboratively No KPI's agreed collaboratively

We work together to understand impact

What happens when we collaborate up front?

We share more freely

59% 61%

44%

24%29%

18%

Communicate success to seniormanagement

Communication plan forstakeholders

Publicise successes of individuals

KPIs agreed collaboratively No KPI's agreed collaboratively

“Communicate the value of learning – it is a vehicle to inform, motivate and

influence stakeholders.”

Global Learning Director, Financial Services

What evidence is available to us?How do we capture it?

How do we communicate it?

Quantative data =

Numbers

Qualitative data =

Words

What happens when we

gather more evidence?

10%

8%

15%

17%

13%

10%

13%

21%

28%

32%

% Cost savings

% Time to competencereduction

% Study time reduction

% Delivery timereduction

% Programme reachimprovement

Improvements measured Improvements guessed

19% use learning analytics to improve the service they

deliver

They are 2x as likely to:

- Review programmes to check they support organisational goals

- Complete and report on pilots- Have a plan for how they will meet KPIs

100%of top deck organisations

use

benchmarking

to improve

performance

L&D Fitness tracker

TMI

Recalibrating our benchmarks

OLD STYLE BENCHMARKS

New Learning Benchmarks

PERFORMANCE

IMPROVEMENT

KPI’s

Benchmarking helps!

to continually improve performance

Demonstrating Value : Challenging assumptions

Believe that you can add value

Ask How can I help you achieve what is important:

To the business?To your Job?

Wh

at t

o d

o Boxing in your stakeholders

Preconceived ideas about what value looks

likeWh

at t

o a

void

Demonstrating Value : Start a new conversation & secure commitment

Establish common goals

Share definitions of success

Be clear about joint commitment

Ask for support

Wh

at t

o d

oTaking orders

Fear of challenging the status quo

Expecting support but not equipping

managersWh

at t

o a

void

Demonstrating Value : Communicating Success

Gather evidence along the way

Share success stories along the way

Communicate creatively

Wh

at t

o d

o

Silence

False humility

Over reliance on dashboards

Wh

at t

o a

void

Demonstrating Value : Using evidence to pack a punch

Use external evidence to make your case and challenge stakeholder

assumptions

Use evidence to continually review and

enhance offering

Wh

at t

o d

o Using evidence of cost saving/ take up to

demonstrate value

Fear of numbers!

Wh

at t

o a

void

What are you going to do differently as a result of today?

Demonstrating Value

BASED LEARNING

STRATEGY!

↗ It rebuilds our CONFIDENCE

↗ It boosts our CREDIBILITY

↗ It equips us to CHALLENGE preconceived ideas with insightful new solutions

↗ It CREATES new opportunities to Demonstrate Value

MY TOP TIP: DEVELOP AN

Thank you for participating

@LauraOverton@TowardsMaturity

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