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Measuring the Impact of Workplace Learning: 70:20:10 Focus Series


This webinar (33:36min) explores the considerations and key factors required for measuring the impact of workplace learning.

Topics explored in the session include:

  • How to move from inputs and activity to outcomes and impact
  • How to develop robust measures for workplace and social learning
  • The need to move from ROI (Return on Investment) to a stakeholder centric approach
  • Opportunities to align measurement decisions with a performance consulting mode

Resources to support your measurement approach:

 

  • Does your current measurement approach emphasise inputs or outcomes?
  • How are you making a shift towards stakeholder and outcome centric measurement?
  • What success stories and tips for others can you share?

 


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2 comments

I’ve spent almost my entire working life in the learning and development space and have actively participated in the ‘generational’ shifts in focus from training, to learning, to capability. So much of what Andrew talks to in this webinar rings true for me, and my focus has always been to measure impact as a result of clearly defined objectives that are identified up front. To be honest, I never really ‘got’ the measurement of ROI and always struggled with working out how to measure things like leadership or behaviour change that may only be measurable when the new behaviour is needed (for example conflict management skills). So hooray for moving on from measuring ROI!

I also agree wholeheartedly that what we do, or at least what we should be doing is changing behaviour, and I’d be surprised if L&D professionals don’t already get this. I think the challenge, however, for us is that non L&D folk don’t. Many have not yet transitioned their thinking from the good old training days. I myself, just this week, after 12 months of shouting 70:20:10 from the rooftops was asked by a senior manager when the training calendar would be published! Somebody save me!!

One of the points Andrew raised I don’t, however, agree with.  That is his comments about the insufficiency of measuring knowledge.  I believe that knowledge underpins behaviour and the two go hand in hand. As an example, if I am to ensure the safety of my team and comply with my legal obligations, I need to know what they are. I think that knowledge assessment should form part of a multipronged approach to measuring impact.

My approach to designing development opportunities that are measurable in terms of value, is to work backwards (from the outcomes to the imputs):

  • Work with stakeholders to clearly define the current and desired future states

  • Work with stakeholders to articulate how the future state looks in practice (behaviourally) and deciding how best to measure the change

  • Identify the underpinning knowledge that supports the new behaviours - what is it that learners need to know to be able to change their behaviour?

  • Design knowledge and skill based assessments as necessary (I believe that all development opportunities should have some sort of testing associated with the outcomes, otherwise how do I know that they know and can do?) Testing need not be a formal assessment, but must be suitable to gauge capability

  • Design the development offering in a way the most effectively meets the building of both knowledge and skills, obviously using all three modalities!

 

Great webinar. We are in the process of moving away from traditional aspects of L&D and implementing the 702010 framework. In the past we were activity focusssed and reporting at various levels included the no. of participants,hours of training, courses/ programmes completed etc.

As we take small steps in making the shift towards experiential and social learning as opposed to predominantly formal learning, I can draw value from this webinar in terms of changing behaviours and measuring those behaviours through workplace learning. Having a meaningful measurement of learning through performance consulting and performance change, measuring the value created on a macro level, not measuring how 'busy' we are but measuring the change in performance, the real difference in performance, adding, embedding and extracting resonted with me. 

What I also found interesting is that we can measure the cost but the real value id decided by the stakeholders. So, communicating and working alongwith the stakeholders is very important in determining the issues and finding the right solutions.