CLO Document Metrics Track 
CLO Magazine
MARCH 3, 2023
This means that learning and development metrics need to evolve beyond vanity metrics that fail to show learning’s true impact on business performance. The impact of any economic uncertainty on organizations are well-documented, with many leaders hunkering down and cutting back on anything they see as unnecessary spending.
CLO Magazine
AUGUST 15, 2023
What L&D leaders want to demonstrate is that their programs, courses and other L&D interventions are making a difference in work quality and quantity in the workforce — and that their improvement makes a difference in bottom-line metrics for the company. This can’t be a metric you choose just because it’s easy to count.
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Learning Visions
AUGUST 8, 2023
With four core tracks – Evaluating Impact, Instructional Design, Learning Technologies, Training Delivery & Facilitation – there’s a little something for everyone, provided at a FOUNDATIONAL level. These are the metrics that your operational partners are already tracking. and “What are the critical tasks to get there?”
CLO Magazine
NOVEMBER 27, 2018
In her first few months as EY’s CLO, Sugrue presented her vision for learning at the company: to increase the alignment, effectiveness and brand of learning at EY. Defining, tracking and reporting those results is critical.”. Sugrue said they supplement surveys with interviews to document business impact cases.
CLO Magazine
AUGUST 10, 2020
Today, companies have to report only one human capital metric: number of employees. The SEC does say, however, that since human capital is now the primary driver of value, the disclosure will have to include human capital metrics and commentary about human capital initiatives. Are you even tracking these?
CLO Magazine
OCTOBER 21, 2021
Managers set unrealistic expectations, micro-manage their teams, focus on the wrong metrics (e.g., time spent online or onsite rather than completed tasks or goals achieved), require cumbersome documentation and then execute “premature rescues” (stepping in before the employee can offer or try a new course of action).
CLO Magazine
OCTOBER 21, 2021
Managers set unrealistic expectations, micro-manage their teams, focus on the wrong metrics (e.g., time spent online or onsite rather than completed tasks or goals achieved), require cumbersome documentation and then execute “premature rescues” (stepping in before the employee can offer or try a new course of action).
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