By David Mathews
Training is one of the last remaining areas in business whose value and ROI are taken on little more than faith. We all get it.
Training is important. People need to know how to do their job. Managers need to know how to effectively lead. Companies need to protect themselves legally through annual compliance courses.
Luckily, training resources are everywhere. Whether you have a robust in-house learning and development team, outsource all of it to third parties, or are somewhere in between, there are thousands of companies, consultants, books, and platforms to help you accomplish the never-ending task of knowledge transfer.
But one area where there is shockingly little discussion or resource allocation is in what some call learning effectiveness or training analytics: How effective is your training as it pertains to your bottom line? Measured effectively, employee and manager training can verifiably produce dividends that far exceed the initial training investment. The key word here is verifiably.
Consider the following three steps to discover and then improve your organization’s total return on training.
1) Ask the Right Questions: Learning effectiveness is more than a survey that learners fill out after a class. And while there are good reasons to know how your employees feel about a given training, ROI isn’t one of them.
Hopefully they liked it, but so what? Did they do anything differently because of it, or did they simply have an enjoyable four hours off the phones?
It’s the same thing with knowledge tests. No one would argue that knowledge is irrelevant. It’s clearly important, but by itself it isn’t predictive of behavior change. We all know eating pizza isn’t good for us. We all know exercise is important to our overall health.
The overarching goal of any training is to increase the profitability of the company via some intermediate objective. These objectives are simply a means to an end. They could be things like increased first call resolution, higher close rates, reduced average talk time, higher morale, lower attrition, and so forth.
If you want to accurately quantify the fiscal success (or lack thereof) of a given training, start with asking whether and by how much the metric of the objectives moved. From there it’s just a matter of translating that into dollars.
2) Acquire Data: Now that you’ve defined the appropriate questions, it’s time to collect data. This can be as simple or as complex as the metrics you are measuring. If you have an analytics team in place, they likely can help you acquire the data you need. In many cases you probably won’t need anything more complex than a spreadsheet. The important thing is to collect the data.
It’s usually a good idea to capture data at a macro and micro level before and after the training. This will help you to effectively isolate other variables that could affect the metric, thus leading to a purer training impact analysis.
3) Analyze the Results and Create a Plan: Take the results at face value, but also dig deeper. Numbers on their own are great for a PowerPoint presentation, but the story they tell is where you will get the biggest impact. Maybe you find that post-training, first call resolution improved by 10 percent—but why? Was it isolated to a particular group or manager? If there were folks that didn’t complete the training, did they show a similar increase? Find the story.
Monetize it. This is where training analytics has a chance to really shine. If you were measuring the impact of a coaching class for managers and you find that final written warnings decreased by 20 percent as a result of more effective coaching skills, then that can be quantified. If you know that 50 percent of all final written warnings end up in employee separation, know the onboarding cost of a new rep, and know how many fewer final written warnings there were, you can easily assign a fiscal return on that training. Put that number against the overall cost of the training program and you’ll have an accurate training ROI.
But why stop there? People learn by association and through repetition. Now you have concrete evidence to justify a phase two of your coaching class. Act on this new plan, keep measuring, and you will keep achieving.
The Bottom Line: A small step for training is to say that training is a bottom-line issue. Any job posting for training director job titles is likely to include some verbiage about business results. This is a good start.
A giant leap for training is to measure things that really matter, tie them to your bottom line, and take that data to make your training program even better. It’s a positive feedback loop.
With verifiable positive training ROI, it’s much easier to budget for more.
David Mathews is president of Training Analytics and Consulting LLC. With over fifteen years in the learning and development field, he has helped pioneer robust training analytics operations at some of the most well-known companies in the world. David is a recognized expert at translating raw data into meaningful and actionable business insights that will increase the impact and ROI of any training organization. Contact David at firstname.lastname@example.org or 469-626-7980.