Measurement

How do individual leadership styles and organizational culture work together to affect bottom-line performance? This is the question Gordon French, director of organizational development at Cox Enterprises Inc., had in mind when he began looking for a way

Founded in April 2000, Avanade is the premier technology integrator for Microsoft solutions in the enterprise and a joint venture between Microsoft and Accenture. Global in scale, Avanade already employs more than 1,500 people in 13 countries, including 1

During the past few decades, employer demand has shifted toward workers with higher education credentials, as evidenced by the higher wages paid to those with a college degree. In addition to this increase in entry qualifications, the knowledge required t

Though many companies talk about managing by the economics of human capital, only a few can boast any significant experience in using it to drive strategy over a sustained period of time. Swedbank, a large retail bank in Sweden serving around 4.5 million

For years HR professionals have struggled to bring economic rigor to measurement and decisions about people development and management. One familiar measure has been return on investment (ROI), for example, ROI of training. But like many such metrics, ROI

The e-learning euphoria is over. Gone are the days of extended budgets and expanded investment in virtual classrooms and interactive training without clear business objectives or returns. And that’s the way it should be. If you’re spending on e-learning,

This article elaborates on a model published by Rick Crowley of Cisco Systems in 2002 and offers an overview of the components of an e-learning infrastructure. From a technology-planning standpoint, an e-learning architecture may be categorized into three

It all used to be so simple. When I stood up in front of my first training classroom in 1986, I had a responsibility to one group of people: to be sure my students knew how to add, format and print numbers in a spreadsheet by 4 p.m. that day. I knew where

While companies routinely measure success rates for new products, trade promotion effectiveness and customer retention, many firms avoid using similar quantitative and qualitative measures to evaluate the return on their learning investment. The reason is

I vividly remember the meeting. It was back in the late 1980s. My fellow instructional team members and I were sitting in a conference room after a long day in the classrooms of our local training center, listening to our sales manager give us tips on how

Many years of evaluating many training initiatives in many different companies has made one fact very clear: Sometimes training works very well to help achieve business results, and sometimes (unfortunately many times) it does not. It is also becoming cle

Eaton Corp. is a diversified international manufacturer that had sales in 2002 of $7.2 billion. Eaton University is responsible for the training and development needs of the corporation’s 51,000 employees, in more than 50 countries. To handle the needs of

A top question often asked of organizations creating and revising processes for learning measurement is, 'What are the best practices?' This question is asked more and more because training departments are being asked to prove their value more and more. I

For years, there has been debate about the appropriateness of ROI as a measurement tool for learning and development. Today, the debate has shifted to the ways in which ROI can be integrated into other measurement