Often when we talk about the ROIs of any type of training, we focus on things that can be easily monetized. There is good reason for this—L&D, like every other department, must usually justify its existence by showing how its courses and programs are having a positive financial impact on the company. However, not all ROIs of training can easily be boiled down to dollars and cents.
The intangible benefits of training in general are many. In an article for Training Journal earlier this year, Martin-Christian Kent identified six intangible benefits that are common to all types of training programs:
- Increased employee satisfaction
- Increased organizational commitment
- Improved teamwork
- Improved customer service and reduced complaints
- Reduced conflicts
- Reduced stress
Even though these training results range from difficult to near-impossible to measure in monetary terms (at least immediately), they can have significant impacts on the success of a company. As training solutions, MOOCs can provide these benefits just as well as instructor-led training (ILT) or traditional eLearning. But as flexible, collaborative digital learning environments, MOOCs have the potential to provide even more intangible assets to an organization.
Here are five non-financial ROIs of using MOOCs for your corporate training and development.
By Bryant Nielson, Managing Director On November 1, 2012 NO COMMENTS
Measuring the effectiveness of training is a very difficult task, for stakeholders, training departments and end users. If you are a training manager or company stakeholder looking for ways to measure the effectiveness of your programs, these ten metrics are a great place to start.
One: Increased retention. Most Human Resources departments measure the rate of retention in all or various jobs. Many times, the front line, high turnover jobs are the ones that receive the most attention. If newly trained employees feel ill-equipped for the job, they are more likely to leave within their first 90 days. When you measure training success this way, higher retention points to a successful training program.
By Bryant Nielson, Managing Director On October 25, 2012 NO COMMENTS
Being tasked with building or managing a training organization is a larger-than-life responsibility. Mistakes will happen – but here are the ten most common training mistakes and how to avoid them.
Building and managing a training department is a difficult task. Mistakes can be made in many areas of training and development, but there are some common mistakes that you and your staff can avoid. Here are the top ten training mistakes – from development and delivery to funding.
One: Setting up the expectation that each training participant will end up with exactly the same knowledge. Adults learn in different ways and focus on different material. When that happens, Participant #1 may have a different knowledge base than Participant #2 when the training is complete. To avoid this problem, provide your students a general outline of what’s covered in training and what they are expected to learn.
By Bryant Nielson, Managing Director On December 8, 2008 NO COMMENTS
Here are a couple of good questions for you: How do you prove the value of training? How can you accurately quantify the value of the time and money you invest in advancing your career through training and education? If you strive to be a true professional in your industry then you know it requires an ongoing educational process involving constant training. So how can you measure the effect of previous or potential training on your success?
By Bryant Nielson, Managing Director On October 24, 2008 NO COMMENTS
By following five best practices, you can maintain an efficient and high-performing training organization. The practices by which training organizations operate are as numerous as training organizations themselves. Training best practices can reach the most detailed level of every day operations, but there are five broad-based practices that can help you set up an efficient and high-performing training organization.
Training starts with the design and development of the programs. Whether you have an instructional design staff, a training staff that does design and delivery, or even if you do it all yourself, there is a simple best practice associated with design. Team with subject matter experts (SME’s), the people who do the jobs and manage the jobs, in order to produce accurate content. Some training organizations believe that a trainer or designer who did a job previously is qualified to write content, and this may be true in some cases. But by engaging the field, you are creating the assurance that the content will be the latest and the “realest” content available. How many times have your trainees returned to the job only to be told “we don’t do it that way out in the field”? You are also creating the constant dialogue between the field and training that must occur regularly to ensure buy in, accurate content, and assistance in making changes if necessary.