Beware of measurement in a vacuum. Often the training group is made solely responsible for measuring the effects of performance development. Training professionals may try to select specific measures and collect sensitive data on their own. Without insight and involvement from the line organization, they're forced to guess at critical measures and cajole other departments for data and resources. Frustration is a common result.

In one major telecommunications company, the accounting department actually refused to provide the training group access to the necessary sales numbers. Measurement cannot be delegated to training departments without b organizational ties.

What about line executives? There is a major difference between management support and management involvement.

For example, busy executives at a bio-tech company were extremely supportive of performance development. They rallied the troops and signed the checks. But they were reluctant to personally invest time and become involved in measurement efforts. The board wanted to see results, but the measurement effort stalled. How was that problem solved?

We put on a pot of coffee, brought together the line and training functions, and walked away with specific business objectives linked to the training. Measurement then focused on key business issues, such as growing revenue in the 20 top accounts and insulating them from competitive threats.

Instead of pointing fingers, training professionals have the responsibility to initiate aggressively, and it's the responsibility of line executives to participate actively. In every case of successful bottom-line measurement I've seen, both line and training functions were deeply involved in tracking progress toward common goals.

Lesson 3: Track Progress, Not Proof

Nothing keeps organizations from attempting measurement more than a proof mentality. If your objective is to track the impact of performance development in your organization, I've found that absolute proof is impossible — and totally unnecessary.

At a recent conference, I had the opportunity to talk with Donald Kirkpatrick. I asked, "Since you introduced the Four Levels in 1959, have you ever seen indisputable proof?" Without hesitation, he said, "No, I've never seen it." But he quickly added, "I've seen a lot of good evidence, though."

For pharmaceutical companies seeking FDA approval of a new drug, or for physicists splitting the atom, the search for proof is appropriate and necessary. Such empirical researchers ask "Does this work?" But those of us charged with performance improvement should ask "Will this work?" - long before the training is rolled out. We must always look for evidence that a program has worked in other organizations with similar struggles before implementing it. Then, our detailed view of business goals, challenges, and needs becomes the standard against which we collect evidence of progress after the implementation.

Page 3 of 6 :: First | Last :: Prev | 1 2 3 4 5 6 | Next