Avoid the dismay of having a talent development program that delivers less monetary value than it costs.
Black box thinking is needed throughout the learning and talent development cycle.
Numbers, by themselves, can be boring. To be effective when sharing data, present both numbers and narrative.
Calculating the monetary value of intangibles is difficult. Here’s how one Canadian bank put a price tag on networking.
It is rare for executive education programs to start with the business need. But they could, and, with some programs, should.
Predictions of success should be part of the evaluation mix.
Innovation is in high demand in organizations across the world. The CLO is in a great position to help foster it among employees.
Let’s view training as an investment versus a cost.
The need for development but low expectation of a documentation return presents a quandary.
Organizations of all types face accountability.
Building an L&D scorecard for top executives can increase support and funding.
Learning programs too often lack critical impact objectives.
Put steps in place to design for needed results instead of just measuring results only to be frustrated with the lack of them.
Simple steps ensure a consulting-based model delivers promised value and builds rather than harms your department’s credibility.
At every stage of the process, learning programs should be designed with the business result in mind.