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Measuring Learning’s Impact in 2012

On February 15, 2012 · 2 Comments · In Business Challenges, Measurement
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by Keith Hazen

I was fascinated to read Cushing Anderson’s look-ahead analysis in Chief Learning Officer.
As usual, Cushing offers a lot of sharp insights into the year ahead— and I foresee many of these insights becoming reality.

Clearly, the unstable economy is driving a continued need to align the learning function with the strategic goals of the business. In addition, most CLOs know that informal learning still promises a great opportunity to provide huge impact. And leadership development continues to remain a key variable for businesses with aging executive teams and management teams; it’s also increasingly critical when it comes to developing the right culture and behaviors in global organizations.

The article made me think seriously about the future of learning. More than anything, measuring the business results generated by a learning strategy will be more crucial than ever over the next 12 months because of the pressure to justify the expense and budget of the learning organization.

It’s harder than it sounds. But why?

What strikes me, though, is that in spite of acknowledging the need, aligning learning and business strategies—and then measuring learning’s impact on the organization’s business goals—is proving more difficult than anyone initially expected.

My question to the industry is “Why?”

What are the roadblocks to actually achieving these two objectives?

Is it too hard?

Do our teams lack the skills to do it?

Do we have good intentions, but, as learning leaders, get distracted by the day-to-day operations of our organizations?

Or are we making progress, but only incrementally year-after-year?

Keep your goals in mind

My hope for the year is that we’ll be able to look back and report success. Let’s make 2012 the year that we all demonstrate our measurable progress. At the end of the year, wouldn’t you like to be able to say that you:

  • Mapped your learning initiatives back to strategic business goals?
  • Developed a dashboard that shows how your learning initiatives drive business performance?
  • Retired a course because it’s no longer driving business results?

It’s simple to say. And it’s surely ambitious. But let’s agree to step up this year, so that we can absolutely demonstrate that learning helps drive both the top and bottom lines, no matter what shape the economy’s in.

What do you think? Do you agree that learning will play a more prominent role in achieving business results in 2012 and beyond? I’d love to hear your thoughts and comments. Let’s take our conversation to the comment section below.

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  • Bonz78

    Fantastic article.  Sums up the challenges faced due to companies inability to recognise the value of TL&D and how it drives results.

    This article succinctly captures the problem and the need to recognise the importance of TL&D. 

    I dont expect organisations to naturally recognise its importance in improve perforance, promote brand and working culture.

    TL&D though very important is a branch of HR which is why I think HR departments should be doing far more integrate it into their business plan.

    They should provide a bridge between learning developers and the business and unfortunately I feel that many HR departments are neglecting the learning industry to fend for itself.

    • Keith Hazen

      Great points Bonz78. It really is up to Learning Leaders to show their value through real business results rather than expect the Business Leaders to just ‘get it.’