Topics: Business Outcomes
How can you really know if your L&D programs are highly relevant to business success or are just considered “nice-to-have”? How might you predict if your L&D budget will be…
What’s the likelihood your senior executives are beginning to think they need to install someone with a business background to lead the learning function to redirect its focus toward improved business performance?
If you answer the following five questions with complete honesty, you’ll get a good idea of where you stand in terms of how much value the organization “perceives” your function provides. Notice the word “perceives.” Since there are still no agreed upon and defensible quantitative formulas to prove a dollar value of a training benefit (not until we have a version of Generally Accepted Accounting Principles for Talent), we have to at least be certain the organization’s perception is that we are adding significant value. Perception will be the reality senior executives rely on to make funding decisions.
“I’m grateful to be in this network. The calls I had with other members gave me the information I needed to move my project forward.”Annette RollsLeadership Development Program Designer, Boeing
“We were able to realize almost immediate value—in terms of definitively quantifiable savings—by implementing the concepts introduced during this [Art of Negotiation] program.”Ken MurphyEVP of Sales and Operations, Mattress Firm
“In my particular case, I certainly care about the HR functions, but that’s not why I wake up every day. I care about advancing the ball down the field with our people’s professional development skills and knowledge. You guys focus 100% on the learning piece, and that’s what I like.”Jim StewartCLO, Teradata