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Essential analytics for the future of learning

CLO Magazine

The key is to define the metrics in categories or levels. Regardless of where, how or when learning is provided in the future, certain metrics along this value chain will be important to capture to know and show the success of learning. The most common metrics are the number and profile of those involved in the program.

Metrics 92
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It’s time to update your evaluation strategy

CLO Magazine

For expensive projects, some executives will ask to see how that value translates into monetary benefits compared with the cost of the project, which is ROI, a key metric for top decision-makers. In an ideal setting, the ROI forecast will be less than the actual ROI in a follow-up evaluation. You cannot measure your way to success.

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Banishing Evaluation Fears

CLO Magazine

Eighty percent of training professionals believe that evaluating training results is important to their organization, according to the Association for Talent Development’s 2016 research report “Evaluating Learning: Getting to Measurements That Matter.” Lack of discipline in evaluation is most often seen in corporations.

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What Gets Measured Gets Done…Revisited Again

The Performance Improvement Blog

The phrase, "what gets measured gets done," has become a rallying cry for trainers and evaluators. I once consulted with a state Blue Cross Blue Shield office that proclaimed their commitment to customer service but evaluated customer service reps on the basis of how many calls they handled each hour. Good advice!

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Avoid and Correct Employee Evaluation Pitfalls

CLO Magazine

Unfortunately, Alan didn’t have data to link the revamped training program to those key sales metrics. Alan experienced the first and perhaps greatest training evaluation pitfall: failing to identify and address evaluation requirements while the program is being designed. Address Evaluation While Designing.

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COVID-19 didn’t challenge managers, it exposed them

CLO Magazine

The use of Zoom, Slack, Microsoft Teams and other communication tools increased dramatically. Managers were told to stress communication and pay attention to the well-being of the team. Engaged employees stressed how the company and managers did a good job increasing communication. Employees knew what was happening and why.

Metrics 101
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It’s Time to Rethink the Value of Training and Development

CLO Magazine

Many rely on the Kirkpatrick Model , which offers four levels of evaluation: Level 1: Reaction – The degree to which employees find the training favorable, engaging and relevant to their jobs. That data can then be leveraged by correlating with metrics that are monitored anyway, such as performance and potential.

Metrics 85