A disconnect between learning and tangible business outcomes as well as lagging technology may be contributing to dissatisfaction with measurement and metrics practices.
Fear and lack of discipline can cost a learning function respect, budget, jobs and, in the end, its own existence. But this spiral can be avoided.
Data indicate a more complicated picture about learning delivery beyond the simple assumptions.
Several years of data from the world’s best companies for learning and development reveal a focus on efficiency and high-performance spending.
Conditions are good to broaden inputs into how the talent process unfolds across levels of any organization.
Building an L&D scorecard for top executives can increase support and funding.
Learning investment shows that leadership development remains a top priority for most organizations.
Benchmark surveys have become a common tool for talent executives looking to measure their influence on the organization. Here’s why that’s a flawed approach.