1. Looking back at
Next Month
2012. What is
coming in 2013
6 Dec, Thurs 12 pm EST
LEARNING CAFE
WORKPLACE TRENDS FORUM
Linking Learning to the Bottom Line
8 November, Thursday, 12 – 1 pm, EST
DRAFT

2. Webinar Information Participation
Date & Time: 8 Nov 2012
Webinar ID: 676-771-272 Any questions please
send it via Q&A box or
Telephone Conf Call - +61 3 8644 7040
raise your hand.
Access Code: 111-689-892
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on mute till you are ready
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This session is being
recorded for replay.
This is a discussion
amongst peers, we would
love your thoughts and
comments.

3. Integrate
Making
Learning,
Practitioners Learning Building L&D
Performance
Forum Work in the Capability
&
Real World
Knowledge
performance professions
Community of experienced learning &
Blog
Magazine
Capability
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Building
Discussions
Workshops
Personalised and
Flexible
When you want it.
How you want it
UnConference
Coffee Catch
Ups Sydney Feb
2013
Twitter
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4. Learning Café UnConference 2013
• A professional development event with a difference.
Facilitated sessions by Experts No exhibitions or sales.
Innovative structure Limited seats – 100 ($300 Early Bird 275)
Contemporary topics and trends 95% wanted to come back next year.
Streams
Focus on Effective Developing Leveraging Synthesis &
Performance Learning our profession Technology Integration
Leads
Michael Eichler. Bob Spence Nicola Atkinson Rob Wilkins Peter Davis Jeevan Joshi
Head of Learning Thought Leader Head of Learning Head - Learning Learning Cafe
IAG Group Ashurst Aussie Home Loans

5. Webinar Registrations
Panel ANZ
Australian Unity
Blended
CBA
CBH Group
Dept of Family & Comm
Services
E&Y
IAG
ING Direct
PWC
SAI Global
Vijay Kashyap Siemens
Starwood Hotels
Paul Vorbach
David Le Page Sydney Adventist
Director HR Director Suncorp
Asia Pac TP3
Thought Leader Vinculum Group
AcademyGlobal UTS
Campari Westpac
* More
Helping out
Jeevan Joshi
Robin Pettard
Chat with Your
Background
the panel questions

6. Learning Evaluation Model
Roger
Kaufman
JJ Phillips
Impact on
Kirkpatrick's four levels external
ROI clients and
Result society
Behaviour
Learning
Reaction
Scope of our discussion

7. Calculating ROI and cost of measurement
• Example
• Benefits per program (1st year) $120,00
• Costs per program (25 participants) $
40,000
ROI
$ 120,000 (Benefits) – 40,000 (Costs)
---------------------------------------------------- = 200%
$ 40,000 (Costs)

8. How are you measuring
direct impact of learning
on the bottom line ?
On the flip side are you
quantifying the adverse
impact of lack of
adequate training ?

9. Case Study – Professional Services
Situation Linking to Bottom Line
Challenge of balancing • More expensive to deploy but the
professional development improved billable utilisation meant
billable utilisation. higher profit.
• Intangible benefits provided through
networking opportunities and
Solution improved employee morale.
• Program also offered during the
Promote an opt-in program for week. Most opted for the weekend
professional development run option.
on weekend in a “nice” • More requested by the business
location. due to business benefits

10. Case Study – Professional Services
Situation
A major technology
deployment had virtual
development teams operating Linking to Bottom Line
across five geographical
locations. • Program / Project Management
capability is critical for
Project delivery and delivering and profitability
profitability negatively
impacted due to lack of team • Led to improved team working
cohesion and improved delivery of the
project.
Solution
A team working program was
delivered for a half day in
each location.

11. What process do you follow to
identify and implement measures
that are acceptable to senior
managers and stakeholders?
Do they value the metrics or is it a
report that does not garner much
attention ?

12. Widely used Metrics for Training and Learning
 Days Invested in Overall Training - No. of overall training days per
year/per staff (aggregate or segmented by function/level/location/gender)
 Days Invested in Competency-based Training
No. of days in competency-based training per year/per staff member
(agg. or by seg.)
 Participation rate in Training
% of total staff in overall (or competency-based) training per year (agg.
or by seg.)
 $ Investment Per Staff
Learning & development spend per staff member (agg. or by seg.)
 Payback period in months = $ costs / monthly benefits
 Return on Investment (%) = $ benefits/ $ costs x 100
 Discounted pay back period (adjusts benefits for inflation)
 Discount Cash Flow/ Net Present Value (adjusts benefits for
inflation & riskiness)

13. Process Involved in Developing Metrics
Understand key Devolve work force metrics (including L&D
deliverables of measures) from business goals and
the business operational measures
1. Business Goal to increase sales by 10% through cross selling
& bundling of products
2. Operational requirement is sales skills training to develop sales
force competency
3. Tactical L&D metric % of sales staff are up-skilled by month
end
4. Calculate Payback in months - $ costs / monthly increase in $
gross profit
5. Calculate ROI (%) – % increase in $ gross profit/$ costs x 100
www.academyglobal.com

14. Do you use “out of the box”
approaches for the measurement
and communication if you are
unable to find suitable metrics ?
Do you have different treatment
for measuring compliance and
non compliance learning ? What
about Informal Learning ?

15. Do you use the balanced
score card approach or do
you tend to focus on the hard
and quantifiable measures to
win credibility ?

16. Measuring Benefits – Case Study
• 13 days assignment
Operational Benefits Strategic Benefits
• Findings presented to
Cost reduction Cost reduction the board
Productivity Improvement Productivity Improvement
Organisational
Managerial Benefits
Benefits
Changes employee
Better Performance Control
behaviours with shifted
focus
IT Infrastructure Stakeholder
Benefits Benefits

17. L&D Performance Measurement
Opportunities Challenges
• Develop stronger business • Deciding upon the most critical
cases to secure, maintain measures (“vital few versus trivial
resource allocation to L&D many”)
• To demonstrate L&D activity as • The financial literacy of L&D
synchronised to operations and
overall organisation goals • Proving links between the training
intervention/s and the operating and
• Better secure significant business outcomes
investment in new HRM • “how confident am I that the
initiatives through CAPEX increase in sales was due to
training as opposed to
advertising/promotional activity”

18. Which direction are we
heading in trying to measure
the impact of learning on the
bottom line and business
results ?

19. Learning Café Point of View
• Learning needs to be accountable not only If you don’t define
to learners but also to the organisation.
your own
accountability
• Impact of learning on bottom line can be
someone else will.
quantified. It is a myth that it cannot be
done robustly or consistently.
• Learning professionals need to improve
Financial
financial and business literacy. Capital
Market Human
Value Intellectual Capital
Capital
• Explore other models of measuring such Structural
Capital
as Intellectual Capital Approach and
granulate your approach for different types
of learning.

20. Linking to Bottom Line
Complex,
Direct to Bottom Line
High
Learning for Relatively Stabl
Strategic Immediate
Good Shelf Life
Priorities Value =
Increasing
profit or
Complex,
Supporting Bottom Line competitive
Immediate
Changing,
position.in
Leadership Limited Shelf Life
short and mid
Value
term
Base Line
Compliance
Simpler
Low
Changing
Enterprise Short Shelf Life
Learning Low complexity of High
Foundation measurement
Learning Café Model for measuring impact of learning

21. www.learningcafe.com.au http://bit.ly/lcafedec12
Looking back at
2012. What is
blogs coming in 2013
6 Dec, Thurs 12 pm EST
free resources
Webinar recording, ebooks, L&D frameworks
learning conversations
workshops learningcafemag
Building Effective Employee Social Networks
UnConference 2013 http://bit.ly/lcafefb
Sydney Melbourne