Feel the Fear and do it anyway! Laura Overton presents on the importance of measuring and demonstrating the true value or your L&D department

1. All content © 2016 Towards Maturity CIC Ltd. Not to be distributed or copied.
@LauraOverton
Evaluating Training
How L&D can demonstrate their true value

2. What does value look like?

3. What value does L&D bring?
L&D help people be better
versions of themselves:
We release potential
Help people fulfil their
potential
We solve problems by:
Bringing expertise
Creating connections
Leveraging a unique
perspective
We help deliver the
organisation’s strategic
objectives:
Managing risk
Promoting wellbeing
Establishing a reputation for
quality
We support employee
engagement:
We empower individuals
Provide choices
Support career progression
Improve staff retention
Build confidence

4. Demonstrating Value – Why does it matter?

5. Why does demonstrating our value matter?
like? Feedback from #CLCSEM
Building Credibility
Invited to contribute earlier
Status to challenge and bring
new ideas
Reputation for external work
and social impact
Job Security:
Protect budget
Protect jobs
Personal worth validated
Trust:
Seen as a strategic partner
Trusted with organisational
challenges

6. Today’s L&D are hungry to add value
INDIVIDUAL PROCESSES
EFFICIENCY
PRODUCTIVITY AND ENGAGEMENT
BUSINESS RESPONSIVENESS
LEARNING CULTUREPROGRAMMEORGANISATIONCULTURE
Improve induction 95%
Speed up implementation of new processes 91%
Improve productivity 94%
Adapt to individual need 94%
Improve talent strategies/keep best people 94%
Improve organisational performance 85%
Share good practice 96%
Increase self directed learning 83%
Improve admin and management 95%
Increase volume 91%

7. INDIVIDUAL PROCESSES
EFFICIENCY
PRODUCTIVITY AND ENGAGEMENT
BUSINESS RESPONSIVENESS
LEARNING CULTUREPROGRAMMEORGANISATIONCULTURE
Achieved by 39%
Achieved by 41%
Achieved by 29%
Achieved by 24%
Achieved by 21%
What are we delivering?

8. Who is performing well?
What are they doing differently?
2003
2016

9. Top Deck
x3 x5 X8x5x3
Quartile 1
(25%)
Top Deck
(10%)
Quartile 2Quartile 3Quartile 4
Some achieve more than others

10. Defining
Need
Learner
Context
Work
Context
Building
Capability
Ensuring
Engagement
Demonstrating
Value
The Towards Maturity Framework™
© Towards Maturity 2016
T O W A R D S M A T U R I T Y I N D E X
TOP
DECK
TOP LEARNING ORGANISATIONS
THE TOWARDS MATURITY INDEX
What are they
doing differently?

11. Making an Impact
How L&D leaders can
demonstrate value
New Report June 2016:
www.towardsmaturity.org/in-focus/2016/learningimpact

12. Demonstrating value:
What do we assume about
our learners and managers
perceptions of value?

13. WHAT MOTIVATES STAFF TO LEARN ONLINE?
76%
5727
learners
80%
Prof
services
75%
Line
Mgr
82%
>6mth
in role
71%
< 5 yrs
in role
78%
>30 yrs
72%
< 50 yrs
75%
Charity
82%
Retail
75%
Sales
74%
Pharma
#1: to do my job better and faster!
Minimum
500 in each
sample

14. → Lower employee turnover
→ Increased employee engagement
→ Positive ROI
→ Change in business direction
→ Reduced cost
→ Increased productivity
→ Greater responsiveness to the new
→ Increased profitability
→ Stronger Employee brand
WHICH BUSINESS OUTCOMES JUSTIFY A SUBSTANTIAL INVESTMENT IN WORKFORCE
DEVELOPMENT FOR CEOS?
FROM THE THE C-SUITE IMPERATIVE (ECONOMIST INTELLIGENCE UNIT, 2014)

15. 55% Increased productivity
40% Greater responsiveness to new
39% +ve employee engagement
37% Increased profitability
36% Lower employee turnover
22% Positive ROI
18% Reduced cost
14% Change in business direction
11% Stronger Employee brand
THE C SUITE ARE MORE LIKELY TO INVEST IF IT IMPROVES
PRODUCTIVITY THAN IF IT DELIVERS POSITIVE ROI

16. How do we currently
demonstrate value to?
Workers
Managers
Does it work?

17. How do we currently
demonstrate value to?
Workers
Managers
Feedback from #CLCSEM
How do we articulate value to
individuals:
Capture and share user
stories
Video
Quotes
Newsletters
How do we articulate value to
Managers?
Infographics
Quantitative data
Qualitative data
Talk about the value of
learning
Face to face meetings
Working with both workers and managers:
Identify goals and successes up front
Review goals and successes
Capture using assessment forms

18. Not always about
ROI
10%
capture ROI data

19. But it is about
evidence

20. What are
comfortable
gathering evidence
for?
8%
12%
13%
16%
17%
19%
71%
Reduction in staff attrition
Improvement in productivity
Decreased time to
competency
Improvement in staff
engagement
Cost reduction
Reduction in study time
Compliance completion rates

21. ?
Who is gathering evidence related to impact?
KirkpatrickStage3
KirkpatrickStage3
KirkpatrickStage4
KirkpatrickStage2
33%
routinely
collect
information
on the
extent to
which the
learning
points have
been
understood
23%
collect
information
from
learners on
the extent
to which
the
learning
has been
applied
16%
collect
information
from line
managers
on the
extent to
which the
learning
has been
applied
17%
measure
specific
business
metrics
when
evaluating
learning
impact

22. What do all the evaluation
methodologies have in
common?
Start Well
Work Together
Share results

23. THE CHALLENGE
WHAT TO DO WHEN BUSINESS LEADERS HAVE BOXED
US IN

24. 9%
Improvement
in REVENUE
Faster ROLLOUT
of new systems
24%
16%
Increase in employee
E N G A G E M E N T
Starting a conversation
about value with
business leaders
Use the evidence to hand

25. The most significant question for an HR
professional to ask a business leader is
“How can I help you deliver what’s really
important to the business?”.
Dave Buglass, Tesco Bank

26. 82%Of Top Deck
identify business
KPI’s that they want
to improve in
partnership with snr
management
(32% average)

27. What happens when we collaborate up front?
36%
29%
51%
34%
9% 11%
25%
18%
Measure specific
business metrics
Collect information
from line managers on
application of learning
Collect information on
extent to which points
understood
Collect information
from users on
application of learning
KPIs agreed collaboratively No KPI's agreed collaboratively
We work together to understand impact

28. What happens when we collaborate up front?
We share more freely
59% 61%
44%
24%
29%
18%
Communicate success to senior
management
Communication plan for
stakeholders
Publicise successes of individuals
KPIs agreed collaboratively No KPI's agreed collaboratively

29. “Communicate the value of learning – it
is a vehicle to inform, motivate and
influence stakeholders.”
Global Learning Director, Financial Services

30. What evidence is available to us?
How do we capture it?
How do we communicate it?
Quantative data
=
Numbers
Qualitative data
=
Words

31. What happens
when we
gather more
evidence?
10%
8%
15%
17%
13%
10%
13%
21%
28%
32%
% Cost savings
% Time to competence
reduction
% Study time reduction
% Delivery time
reduction
% Programme reach
improvement
Improvements measured Improvements guessed

32. 19%
use learning
analytics to
improve the
service they
deliver
They are 2xas likely to:
- Review programmes to check they support
organisational goals
- Complete and report on pilots
- Have a plan for how they will meet KPIs

33. 100%
of top deck organisations
use
benchmarking
to improve
performance
L&D Fitness tracker
TMI

34. Recalibrating our
benchmarks
OLD STYLE BENCHMARKS

35. New Learning
Benchmarks
PERFORMANCE
IMPROVEMENT
KPI’s

36. Benchmarking
helps!
to continually improve
performance

37. Demonstrating Value : Challenging assumptions
Believe that you can
add value
Ask How can I help you
achieve what is important:
To the business?
To your Job?
Whattodo
Boxing in your
stakeholders
Preconceived ideas
about what value looks
like
Whattoavoid

38. Demonstrating Value : Start a new conversation & secure
commitment
Establish common goals
Share definitions of
success
Be clear about joint
commitment
Ask for support
Whattodo Taking orders
Fear of challenging the
status quo
Expecting support but
not equipping
managers
Whattoavoid

39. Demonstrating Value : Communicating Success
Gather evidence along
the way
Share success stories
along the way
Communicate
creatively
Whattodo
Silence
False humility
Over reliance on
dashboards
Whattoavoid

40. Demonstrating Value : Using evidence to pack a punch
Use external evidence
to make your case and
challenge stakeholder
assumptions
Use evidence to
continually review and
enhance offering
Whattodo
Using evidence of cost
saving/ take up to
demonstrate value
Fear of numbers!
Whattoavoid

41. What are you going to do
differently as a result of today?
Demonstrating Value

42. BASED LEARNING
STRATEGY!
↗ It rebuilds our CONFIDENCE
↗ It boosts our CREDIBILITY
↗ It equips us to CHALLENGE
preconceived ideas with insightful
new solutions
↗ It CREATES new opportunities to
Demonstrate Value
MY TOP TIP:
DEVELOP AN

43. Thank you for participating
@LauraOverton
@TowardsMaturity
For full resource pack delivered to your
inbox send a blank email to:
Resources@towardsmaturity.org