CoverStory
It’s long been axiomatic in learning and development (L&D) that metrics and evaluation are key to solidifying training as a trusted business partner rather than just a transactional function. For many reasons, however, meaningful business metrics coming out of L&D are more the exception than the rule. These include immature business partnership in L&D, focusing on learning execution rather than solving business problems, and a lack of a metrics strategy and framework.
The L&D group in BeiGene’s Global Clinical Operations (GCO) function is a case study in bringing the metrics axiom to reality. This newly created group formulated a solid L&D strategy to deliver highimpact business L&D solutions through solid business partnership and measuring business outcomes of their projects. Indeed, their L&D dashboard has been used as a template for other functions across the organization.
“The key to business partnership is knowing the business process inside and out and then being able to work with them to diagnose business problems,” said Laura Last, head of GCO L&D for BeiGene. “From problem diagnosis you can then see where (or if) an L&D intervention is going to help. Once we agree on the solution, then we agree on what outcomes we will be measuring to gauge success.”
This is an important point — the L&D business partner has a key role in identifying the causes of business problems and identifying solutions that may or may not be learning solutions. GCO L&D engaged Orchestrall to help formulate their metrics strategy, train staff on trusted business partnership skills, as well as coaching them on what metrics should be in the dashboard and how to present them.
“With the dashboard in place, we have a real-time way to close the loop with the business to show that our agreed upon interventions had the intended results,” Last said.
The L&D dashboard must contain three categories of metrics:
Operational data – volume, cost, attendance by business unit or geography.
Learning effectiveness – reaction (net promoter score), knowledge retention, learning use and sustainment on the job.
Business benefits – impact on the business, such as financial, error rates and process efficiency.
The main benefits of having a visible L&D metrics dashboard fall into three main categories:
Enhanced decision-making: The operational data helps the L&D group run their business in a more informed manner.
Continuous improvement: The learning effectiveness data gives short-term clues into how well the learning interventions are going and allow the L&D group to tweak as necessary.
Alignment with organizational goals: This is the business benefits category and is the key part of the dashboard; it should be prime real estate on the landing page. By measuring those things you’ve already agreed upon with your business partners, you now have a way to demonstrate the value of L&D to the business.
BeiGene’s GCO L&D dashboard is visually appealing and loaded with business-forward metrics. There are operational data such as volume, cost and attendance, but front and center are metrics that matter to their business partners.
The business benefits metrics tell a powerful story that GCO L&D is a trusted business partner and value center in the organization. Some of these visible metrics include:
Financials: L&D projects with more than $4 million in projected benefits over three years.
Impact on key business processes:
Onboarding of clinical trial site personnel – clinical trials cannot be conducted without this crucial L&D intervention.
Onboarding of clinical monitoring staff – critical to monitoring the conduct of trials at the sites.
Compliance – very important in a regulated function within a regulated industry.
Learning effectiveness:
Quality of monitoring interactions pre-training vs. post-training.
Operational metrics: To help L&D run and continuously improve their operations, including volume, completion rates, costs and resource allocation by business area.
The keys to the success of this dashboard were the vision of BeiGene L&D leadership and tactical execution and sustainment by Megan Valentino, BeiGene’s L&D operations lead. The dashboard is now being used as a template for other functions in clinical operations and is influencing those functions in their adoption of metrics-driven approaches.
“The biggest challenge was getting the data from multiple sources and ensuring we formatted it in a visually appealing, understandable way,” Valentino said. “After that, the organization took it from there.”
Why don’t all L&D groups have a visible business impact dashboard? Part of the answer lies in what L&D professionals do so well — delivering learning programs: We get so busy executing what we’ve been asked to deliver that we never get down to strategy.
A sound L&D strategy must center on partnering with the business to diagnose business problems and execute only on those that will have impact. L&D leaders must take the time to write a strategic plan and metrics strategy then stick to that plan with their teams.
In addition, L&D professionals must focus on business partnership – the analysis and business relationship building at the front end, and the metrics and evaluation on the back end. If teams are not yet mature at this, teach and develop those skills as a priority for their development.
Your future metrics dashboard will be your key to cementing your partnership with your business colleagues. It will help you make better decisions, continuously improve and align with your business colleagues’ goals.
John Constantine is senior vice president, U.S. consulting, for Orchestrall. He is an LTEN Hall of Fame inductee and served on the LTEN Board of Directors for 14 years, including as president. Email John at john.constantine@orchestrallinc.com or connect through linkedin.com/in/john-constantine-38458a.
