METRICS&ANALYSIS
By Pam Marinko
How many times have you been in a planning meeting, presenting your training plan, and you get the question: “So, how are we going to know this is working?”
Virtually every training organization does some level of measurement, ranging from smile sheets to sophisticated analytics; the concept isn’t a new one. What has changed is that there are now much better tools to help training teams provide actionable proof points to their internal customers in a way that’s easy to capture and to create a compelling case for even the most complex training plans.
Measurement in training is no longer a luxury; it’s a necessity. It’s an essential tool that helps you transform training from a subjective endeavor into a data-driven process that fuels growth, skills improvement and, ultimately, sales.
By setting clear objectives, selecting relevant metrics and monitoring progress, measurement provides a roadmap for achieving desired outcomes and the proof points you need to get leadership buy-in and investment. It empowers individuals and organizations to make informed decisions, adapt to change and continuously enhance their organization’s capabilities.
In a world where learning never stops, measurement ensures that training is not just a momentary experience but a journey of development and achievement.
The training program that you’ve implemented over the past year is a huge success, you’re sure of it. Anecdotally the evidence seems to be there.
But when you’re asked to quantify that success, sometimes to secure funding for the next step in the initiative, you realize that what you have won’t adequately support your case. To prove your training does what you planned and that you claim, you need the data to show it.
Choosing the right metrics is critical for effective measurement. Metrics should be aligned with the training objectives and provide meaningful insights into the progress being made. For instance, if a sales team is undergoing training to improve a specific customer-engagement skill, a range of things can be measured to show understanding, execution and ultimately impact on results.
Using a rubric to represent expectations and what good looks like, training managers and leaders can measure against it consistently, and prepare field teams to weigh in on how they feel they’ve performed utilizing the new or enhanced skill sets.
Ultimately, measuring sales performance over time will provide critical data you need to demonstrate the value of a specific initiative and perhaps more importantly, adjust your plans and participant engagement strategy to achieve or exceed your goals. Combining observation data with the sales metrics gives you the ability to build the strongest business case to support your recommendations.
Simply put, measurement serves as a magnifying glass that reveals both strengths and weaknesses in training programs. By analyzing the data, trainers and leadership have quantifiable and actionable information at their disposal to quickly identify gaps in knowledge or skills.
From there you’re able to implement pull-through and coaching strategies that support the training plan and initial investment. These insights enable the refinement of training content, methodologies and delivery techniques, leading to a more impactful learning experience and quantifiable results.
Measurement also introduces an element of accountability into the training process that can be challenging to execute absent clear, easy-to-understand data. When participants are aware that their progress and performance are being tracked, the mere presence of data can help motivate them to actively integrate the training concepts into their sales activities and actively connect improved performance and results with using their newly acquired or enhanced skills.
Similarly, trainers and instructors are held accountable for the quality and effectiveness of their training delivery and given actionable information that supports a continuous improvement approach.
One additional area where measurement can enhance accountability is integrating analytics into the coaching process. When frontline managers are aware of the target outcomes (improved results) and how training helps achieve them, they are more likely to participate and invest in critical pull-through and coaching activities.
Measurement provides a much-needed feedback loop to managers to show how their support impacts training outcomes and performance. Clearly this element requires some situational awareness and diplomacy. The data can be powerful and compelling in the field. At the same time, it needs to be used to motivate and improve (more carrot, less stick) and not act as a demotivating force.
While the benefits of measurement in training are evident, challenges do exist. Identifying the right metrics, ensuring data accuracy and attributing causality between training and outcomes can be complex. Moreover, the qualitative aspects of training, such as the development of selling skills or shifts in mindset, can be difficult to quantify accurately.
This is where the right measurement approach and tools come into play. With new technology, the ability to capture, utilize and communicate training analytics presents a powerful new tool set in training strategy and execution.
While it may feel overwhelming to take on measurement, it’s easy to get started. With a crawlwalk-run approach, training leaders can begin their journey and create a plan to expand where and how they use measurement to improve training strategy, content and outcomes. At the same time, return-on-investment data ranging from simple to complex become available as the measurement process is deployed and refined.
Like most journeys, it all starts with the first step.
Pam Marinko is chief executive officer of Proficient Learning and a member of the LTEN Advisory Council. Email her at pam.marinko@proficientlearning.com.
