Measuring the Value of Training

Learning and development are essential for business growth. When we invest in individuals, they gain new skills and the company reaps the rewards. However, training costs, so it needs to generate a return on investment. So, in this article, we explore ways of measuring the value of training.

Is Training a Cost or Investment?

I often hear managers talk about skill shortages. Yet, in another sentence, they state that they haven’t the budget to pay for training. The fact is that learning and development are essential to keep pace with an ever-evolving work environment. In addition, we need confident and competent teams that are productive, innovative and adaptable.

So, my first point is to consider training as an investment, rather than a cost. When individuals engage in training that is relevant to their role and learning needs, your business will benefit. They will be better equipped to fulfil their role and realise their potential. As a result, the productivity, professionalism, efficiency and output of your organisation will grow.

My second point is to outline a few actions before and after the training to measure the impact and aid implementation. These will help you to understand the value and gain maximum value from training. So, let’s start with identifying training needs.

Action One: Identifying Training Needs

Some companies hold an annual staff day to tick the learning and development box. Everyone attends, the content is generic and irrelevant to many in the room. It is not offered in response to a training need or desired outcome. At the end of the day, there has been nothing to challenge or develop thinking and behaviours, so nothing changes. This is when training is a cost.

It is an investment when a specific need has been identified and training is tailored to ensure it is relevant to those who attend. In addition, delegates are selected or request a place, based on the direct benefit to them and the company.

With that in mind, what trigger has identified a need for training?

Examples include:

• An influx of recruits
• The introduction of new systems, regulations, products & services
• Developing talent with potential for leadership roles
• A high volume of customer complaints around staff attitudes or behaviours
• Requests from employees in annual reviews or surveys

Action Two: Clarifying Outcomes of Training

The first question I ask clients is ‘What change do you want to see?’. Training is all about change for the better. Gaining knowledge and insight is only beneficial if we can apply it. So, what do you want your team members to do differently having completed the training?

Examples include:

• Confidence in using the new systems to streamline operations and increase output
• Gain competence in a particular skill so they can progress to a new role
• Be aware of how to put company values into action to improve customer interactions
• Understand how to motivate your team and deal with uncomfortable conversations

Now you can source a corporate trainer with a track record that matches the needs and desired outcomes.

Action Three: Pre-training Measures

With the needs and outcomes identified, you can assess the current position. An employee survey or workplace observations can measure existing skills and confidence levels. Other options include customer complaints and staff retention data.

As a corporate trainer, I find it helpful when organisations share this pre-training insight. That’s because it enables me to pitch the content at the appropriate level and to address specific issues.

Action Four: Allocate Sufficient Time to Training

To help employees engage with training and implement what they’ve learnt, it is important to allocate time before, during and after the event. Pre-event research or preparation enables everyone to arrive ready and gain the most from the session.

Afterwards, it is essential to have time to try things out, put learning into action and have the option to ask questions. Is the trainer available for a follow-up call or refresher session? If not, designate someone in-house for this role.

Action Five: Post Event Measures

At the end of most training sessions, attendees are typically asked to fill in a feedback form. This is their reaction to the course and indicates how the training was received. They might also receive a certificate of attendance. However, neither of these measure learning outcomes.

As an organisation, it’s useful to have a deeper understanding of the impact. Therefore, you need to ask specific questions and potentially undertake skills assessments or observations. The timing of these is important, as you have to allow time for learning to be applied. However, you want the training to be fresh in their minds.

Questions that could be asked include:

• What are you able to do now that you couldn’t before the training?
• How has the training impacted your attitude and behaviours?
• Can you give me an example of how you’ve applied the training in customer interactions?
• Is there anything that wasn’t covered in the training that you want to learn?

As for pre- and post-training data, the impact is unlikely to be immediate. It can be 6-12 months before any valid comparisons can be made. However, this is a good way to track the impact and to realise the value of learning and development.

Assessment Tools

As an experienced, outcomes-focused trainer, I offer a range of assessment tools to evidence the tangible development of delegates. When you are ready to invest in training, tell me the training needs and desired outcomes that you’ve identified. Then, I will recommend tailored training and measuring tools to match those requirements. Let’s ensure that you get returns on your training and development budget.

Contact me info@suegarner.co.uk or call me on 07775 624724 to find out more