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CHALLENGE
“MY CEO
only looks at numbers and graphs. How do we show the Return on Investment on our Management
Development Training?”
RESEARCH
& ANALYSIS revealed:
-
A number of specific instances of value were added as a result of
the Management Development Training Programme- showing the return on investment in training
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Difficulty in accessing real cost data for HR
-
Low confidence in the handling of financial data and spreadsheets
in HR and training departments
EXPERIENCE
-
Winning support from the Finance
Team is essential in demonstrating the return on investment in training
- A very simple payback approach is the
best way to start
- A new approach to pre and post programme
communication would be likely
- Clients will need support when they
apply ROI models in practice
APPROACH
- Map the Organisational Strategies to
Business Unit Objectives
- Engage
Finance Department to gather cost data
- Map delegates' KPIs to Business Unit
Objectives
- Value Organisational Objectives
- Create links between impact of training
and KPIs
- Value change in performance against
organisational objectives
- Link impact of training to Organisational
Objectives
- Create spread sheet model to calculate
return on investment
IMPACT
- KPI mapping identifies missing Objectives
- Increased confidence among training
team
- Major change in relationship between
training and line managers
- Strong Board support for process
- Re-designing of key programmes to focus
on delivering change in KPI performance
ROLL
OUT
- Business Objectives now held in one
place in one format
- Spreadsheet ROI in training tools to be introduced
across L&D team
- Three major programmes to be analysed
for the return on investment in training including Management Development Training
- Board reports planned to show value
added and the return on investment in training
FEEDBACK
- “The ROI in training gave us much more than we expected.”
HR Director
- Really changed our relationship
with the rest of the business.” Training Manager - Management Development Training Programme
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