Page 0009

9

Read more

Hawley Kane -

Head of Organisational Talent &

Leadership Development

Saba Software

How to deliver learning

that moves the needle

on performance

For too many organisations, the outcome of

learning is...learning. And while metrics like

course completion rates or course grades

can tell you how learners are responding to

your content, they don't give you any insights

into how learning is actually impacting the

business.

High-performing organisations (HiPOs) on the

other hand, are leading the pack when it

comes to measuring the impact of their L&D

initiatives. The evidence lies in their results:

HiPOs report an increase in year-over-year

key performance indicators (KPIs), including

revenue, market penetration, employee

engagement and retention, and customer

satisfaction and retention.

So, what are they doing right? We've identified

three ways HiPOs link L&D to employee

performance, and how you can do it too.

1. Review L&D goals quarterly

HiPOs review their L&D goals and compare

them to corporate objectives every quarter, at

a minimum. Learning and training initiatives

are only useful if they move the needle on

performance. This includes individuals, teams

and the organisation.

Ultimately, the business needs to move

forward.

But what if there's a shift or disruption within

your industry? What if regional or international

regulations or compliance standards change?

What if your company gets acquired or

merges with a competitor?

These are just some examples of why

learning teams need to stay aligned with

business goals - sometimes on short notice.

That means they need to keep aware of both

internal and external factors that could impact

current and future programmes. They need to

stay agile in order to make any necessary

changes.

HOW YOU CAN DO THIS TOO

Make your L&D goals easily accessible to

your team and key stakeholders. A great way

to do this is by publishing them on your

company intranet or digital workspace. Reach

out to the key stakeholders whose teams or

departments would be directly affected by

any pivot in priorities.

To make sure your goals still make sense,

prioritise a goals review in your quarterly

meeting with the executive leadership team.

Share:

Index

  1. Page 0001
  2. Page 0002
  3. Page 0003
  4. Page 0004
  5. Page 0005
  6. Page 0006
  7. Page 0007
  8. Page 0008
  9. Page 0009
  10. Page 0010
  11. Page 0011
  12. Page 0012
  13. Page 0013
  14. Page 0014
  15. Page 0015
  16. Page 0016
  17. Page 0017
  18. Page 0018
  19. Page 0019
  20. Page 0020
  21. Page 0021
  22. Page 0022
  23. Page 0023
  24. Page 0024
  25. Page 0025
  26. Page 0026
  27. Page 0027
  28. Page 0028
  29. Page 0029
  30. Page 0030

Related Issues

powered by PageTiger