Keeping the ROI measurement process to scale
This case study is an example of a fullblown ROI analysis in a qualitative area (impact of coaching on manager’s performance). It includes evaluation at all of Kirkpatrick’s levels, and the development of data gathering tools that were embedded directly into the programme. Few companies in our experience are willing to commit to this level of analysis. From our perspective, that’s a real shame because decisions on whether to go with learning and development initiatives are often made without a real understanding of what they might deliver. The better the organisation understands the true difference between cost and investment, the more they’re willing to look at robust ROI measurement processes.
If you’re in one of the 90% of companies that don’t go there, how do you keep ROI measurement to scale? More
Here are our suggestions.
Be clear about why you’re gathering the information
• Is it to ‘prove’ its value to the organisation so that it will be resourced?
• Is it to find ways to improve the programme as well?
• Can you clearly articulate what you believe the value to the organisation should be (what you are measuring for)?
Only measure data that is meaningful
• Who will be evaluating the data, and what would they consider ‘valid’?
• Is there sufficient connection between the programme of activity and the change you are measuring?
• Is the ‘easy to get’ data really meaningful?
• Do you have enough data on the current state to be able to measure the change?
Do it as efficiently as possible
• Think about whether the people in the programme can gather data with a few simple tools as they participate. Naturally occurring evidence is always more efficiently gathered than using a separate process
• Is representative and anecdotal data that can be extrapolated enough? If so, don’t set up systems to gather and evaluate large volumes of information.
• Are there ‘other’ data gathering processes you can tap into that don’t require extra work. Option include the annual performance appraisal cycle and career progression models; key business bottom line KPIs; and parallel lean and operational excellence initiatives.
Posted by PhilGaring at
11:51 AM
