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"The Bottomline on ROI" - Upcoming Webcast With Patti Phillips (ROI Institute)

March 15, 2012 16:55 by jllorens

March 21, 2012 • 2:00 p.m. ET

Presenter: Patti Phillips, President & CEO of the ROI Institute

Business fundamentals teach us that ROI is the ultimate measure of profitability. This simple metric compares the benefits of an investment to the investment itself. ROI has a long history of use in a variety of fields, including learning and development. Join us for this one-hour webinar as Patti Phillips describes ROI in terms of what it is and how it is applied to programs in global organizations. Referencing examples from her  most recent books, Measuring ROI in Learning and Development (ASTD, 2012) and Measuring the Success of Coaching (ASTD, 2012) Patti will describe the application of the ROI Methodology to programs such as coaching, Six Sigma Training, consultative selling, and others.

Upon completion of this webinar, you will be able to:

  •     Define ROI in terms stakeholders understand
  •     Determine how the ROI Methodology can be applied to a variety of programs
  •     Determine which programs are suitable for evaluation up to ROI


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Categories: Evaluation and ROI | Learning & Development

Blogs: Measurement is repetitive, off-key music in the learning community.

August 15, 2011 16:25 by jllorens

(From CLO Magazine) Our world — and the world of work — is changing fast. I realize some of you may not even know what a vinyl record is, let alone why the phrase “sounding like a broken record” is relevant, but bear with me as we waltz down memory lane — music pun intended. This is my way of sharing a once familiar metaphor that has been made obsolete by the digital age, but is appropriate for a discussion of the importance of metrics for the CEO.

For those who have never heard music played on a phonograph, sometimes the record player’s needle would get stuck in a crack of the vinyl surface on a broken record. The result would be a continuous repeating of the same few bars of music.

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Categories: Learning & Development | News

Enterprise Hive Releases HiveSocial 3.0, HiveSocial Now for Education

July 15, 2011 12:30 by jllorens

Enterprise Hive’s software-as-a -service collaboration platform HiveSocial™ has been upgraded to Microsoft’s .NET 4.0 Framework. This upgrade provides a technology infrastructure that rapidly allows customers more flexibility to connect to existing applications with their on-line communities. In addition, significant enhancements were developed to optimize user engagement. These enhancements include simplified content creation, ameliorated content search and sharper navigation.

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IBM Targets the Future of Social Media Analytics

April 29, 2011 13:28 by jllorens

(From IBM announced a new product dedicated to helping customers perform sentiment analysis of social media data on Thursday, as well as a new program with the Yale School of Management’s Center for Customer Insight to train students in advanced data analysis skills. With businesses increasingly getting hip to social media as a way of connecting with customers, and with an industry-wide need for analytics skills, both the product and project are well-timed.

The new product, called Cognos Consumer Insight, is built upon IBM’s Cognos business intelligence technology along with Hadoop to process the piles of unstructured social media data. According to Deepak Advani, IBM’s VP of predictive analytics, there’s a lot of value in performing text analytics on data derived from Twitter, Facebook and other social forums to determine how companies or their products are faring among consumers. Cognos lets customers view sentiment levels over time to determine how efforts are working, he added, and skilled analysts can augment their Cognos Consumer Insight usage with IBM’s SPSS product to bring predictive analytics into the mix.

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Categories: News | T+D

Categories: News | T+D
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Blog: How Well Is Social Media Being Measured

March 9, 2011 14:15 by jllorens

(From Social Media is hot, but it is not clear how well we are measuring social media.

A couple of years ago I wrote an article for the eLearning Guild about measuring social media. But it's not clear that we've got this nailed yet.

With this worry in mind, I've created a research survey to begin a process to see how best social-media (of the kind we might use to bolster workplace learning-and-performance) can be measured.

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Categories: News | T+D

Categories: News | T+D
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Isolating the Effects of Your Program: An Offensive Play

August 29, 2010 12:31 by Patti Phillips

Some people will say that the step to isolate the effects of your programs when measuring and evaluating their results is a defensive move. This can easily be said for evaluation at large. Anytime the ball is being run toward your goal, you’re on the defense – protecting what is yours. The key is in taking the offense and addressing tough questions before they are asked.

The Tough Questions

Mike Swan is the training manager at a large tire retail company. He piloted a new training initiative in five stores. The purpose of the training was to reduce customer wait time and increase the number of cars serviced per day. Upon completion of the pilot, data showed that customer wait time had gone down and cars serviced per day increased. Mike shared these data with his Chief Learning Office (CLO) as well as the Chief Financial Officer (CFO), hoping to receive enough funding to implement the initiative in other stores. The CFO, impressed there had been improvement in the two measures, asked:

“How much of that improvement is actually due to the program?”

Mike responded that he could not say with any level of certainty, but he said he knew that without the training, the improvement would not have occurred. The CFO asked a second question:

“How do you know?”

When Mike could not answer, the CFO suggested that he find out before he received additional funding. Mike is now playing defense .

The Emotional Debate

Had Mike addressed the isolation issue during the evaluation and presented the positive results so that answers to the tough questions were evident, Mike may have received funding on the spot. All the executives wanted to know was how much change in improvement was due to the program--a fair question.

Those who argue that you cannot or should not isolate the effects of a program are often uninformed or misinformed. While a long-time part of the research process, this important step of measurement and evaluation was first brought to light in the training industry in the late 1970s when Jack Phillips developed the ROI Methodology. It was later incorporated into the first Handbook of Training Evaluation and Measurement Methods published in the U.S. by Gulf Publishing and authored by Jack Phillips (1983). The book, now going into its fourth edition, is used by training managers and academia worldwide. In spite of the wide application and acceptance by executives and researchers of this important step, the topic of isolating the effects of the program stirs up such an emotion in people that one has to wonder whether or not there is a fear that maybe the training does not make a contribution.

It is because of this debate and the need for more information that this topic is covered in the ASTD Handbook of Measuring and Evaluating Training. In this chapter author Bruce Aaron, Ph.D., capability strategy manager for Accenture, describes the importance of isolating the effects of your programs through the evaluation process. He describes some of the approaches often used by organizations. As you read the chapter, you will find there are a variety of techniques available.

The End of the Debate

Will this debate of isolating the effects of the program ever end? That’s like asking the question, will the need for evaluation ever end? Hopefully the answer to both is no. Without debate, there is no research – without research there is no grounding – and without grounding there is no sustainability.

Fortunately, more than ever, individuals responsible for training measurement and evaluation are taking the offense. They are pursuing good evaluation, including isolating the effects of their programs. They plan ahead and can answer the tough questions – before they are asked.



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Categories: Books | Celebrity Bloggers | Evaluation and ROI

Building the case for strategic recognition programs

May 19, 2009 12:00 by jllorens

Southborough, Mass., and Dublin, Ireland (Vocus/PRWEB ) May 19, 2009 --Many companies invest millions on employee recognition programs, yet a huge percentage fail to measure the effectiveness of these programs, leaving their CEOs in the dark on how recognition efforts are impacting the organization and its employees. A recent study conducted by recognition strategist and technology provider Globoforce showed that a staggering 42 percent of organizations are not measuring the results of their recognition programs in any way. That fact was mirrored by the Chartered Institute of Personnel and Development's annual survey, which showed that a full 68 percent of companies are not assessing the impact of rewards programs.

In its recently released white paper, 'Measuring Recognition: How to Build the Business Case for Strategic Recognition in a Recession,' Globoforce advises that businesses take the following five steps for measurement success:

1.   Determine the Metrics of Recognition Success - The success of any program requires a clear understanding of what defines success prior to program launch. All too many programs are measured on tactics such as number of awards given, which has no relevance on overall strategic objectives. Rather, companies should base metrics on elements such as:
a. Costs vs. Outcomes
b. Productivity and Performance Gains
c. Company Values and Strategic Objectives
d. Program Reach

(Read the entire article.)

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Categories: The Economy

Categories: The Economy
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