A
Learning and Development is part of the life of a business. In order for L&D to be valuable it needs to deliver measurable results that prove the effects of what has been implemented objectively. This means that L&D activities must have a direct representation on business outcomes. Any new L&D initiative should start with identifying how it will effect organisational results in a metric way. For example, before implementing a new training program on customer service, L&D leaders must be able to anticipate how the training will increase in a specific % the customer satisfaction scores (hard metric). It should not be up for subjective interpretations.
Learning and Development is part of a support business function. As such, the main goal of any L&D initiative is not to present a specific R.O.I; rather to show a correlation to business outcomes. This means it is impossible to really measure L&D activity in specific R.O.Is. Rather, it is better to identify possible correlations as effects of the implementation of a L&D initiative. For example, after facilitating a customer service program observing if the learners’ behaviour has improved as a result of attending the program is a way to demonstrate the effectiveness of that particular learning solution.
B
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