In the first of a three part blog series, we catch up with our customer Nyla Reed to obtain her views and opinions on pressing issues in the Learning and talent market. Nyla Reed is a founding partner of The Educe Group, a strategic and technical consulting firm. Nyla has more than 16 years' experience implementing HR technologies, developing Learning strategies, and designing training for a diverse group of clients including Fortune 500 companies, government agencies, and high school students. In this weeks’ blog Nyla examines some of the challenges that organisations face with developing their training strategies.
How have training strategies changed over the last five years?
Training has become more integrated and aligned with a person’s function within the organization. Instead of removing employees from their offices for multi-day training sessions containing content that may or may not be directly relevant to an employee’s responsibilities, organizations are taking the time to target training to employees based on tasks they need to successfully complete in the short-term. This strategic approach has been supported by the diversification of training methods that are now in use. Whereas five years ago traditional Instructor-Led Training (ILT) and WBTs dominated the training stage, blended Learning is capturing more attention today. The ability to combine chunks of in-person training—whether it be ILT, on the job training, or coaching—with self-paced delivery modes enables Learning organizations to determine the most appropriate approach for a particular training objective, offer a variety of content to meet different Learning styles, and extend resources further than was possible in the past.
It’s very exciting to be part of a Learning organization today; between the evolving technologies, the closer connection to functional areas, and the growing tie between Learning and performance there are so many ways to make a valuable impact at your Company.
Measurement of training goals is tough for a lot of firms. There are no standardised metrics. How should organisations go about measuring the success of their training strategies?
Tying performance to Learning is a powerful way to measure training effectiveness. For example, if there is suggested training module that the sales team has been encouraged to take before pursuing a certain type of opportunity, compare the number of sales that were made by employees that completed the training module versus those that did not. Or look at the current ramp up time for a new employee or an employee transitioning into a specific role, then measure whether that time was reduced after the implementation of a new training strategy. Instead of metrics in a pure training context (e.g., how many people completed a given training module, percentage of training delivered in various modalities) align your training metrics to workplace objectives to show how training makes an impact.
Hear more from Nyla and The Educe story in our recorded webinar, in partnership with HRZone ‘How to accelerate on-boarding and performance with a Social platform'