Talent development functions are increasingly expected to achieve a demonstrable impact on business performance, requiring them to better measure individual L&D solutions and define their value at a macro-level. In this workshop, we’ll discuss these expectations and how to shift the L&D measurement mindset so that talent development can further drive improved performance.
Evaluate learning programs and measure informal learning, with the goal of yielding more telling and actionable information on learning gained, content applicability, and increased engagement and performance
- Demonstrate the effectiveness, efficiency, and business alignment of the talent development function to enable more
- value and impact-focused reporting with stakeholders
- Empower L&D professionals to be performance consultants, and position measurement within the L&D lifecycle to better shape development strategies and learning solution design
Graham Johnston, Talent Development Leader, Strategy and Innovation, Deloitte
Janelle Hughes, Program Manager, Learning Technology, Deloitte
Do you need concrete strategies around how to turn your L&D organization into a business metrics driven organization? Are you currently tasked with planning or leading training effectiveness implementation? Through this presentation, you will walk away with best practices to:
- Initiate a L3/L4 discussion with your senior leaders in the organization, your internal stakeholders, your design team;
- Create a process or structure to put into place to get things started
- Tell your L&D training effectiveness success story if you do not have support for statistical analysis
- Carefully consider other components in your L&D organization that would need to be established in order for L3/L4 implementation to be successful
Jeff Ng, Learning and Development Manager, Gas Operations, Pacific Gas and Electric Company
Discover a data-driven approach to designing and developing a performance-based learning and development organization. This workshop incorporates a case study reflecting how Ford Learning and Development identified key performance indicators and re-designed processes and metrics to ensure business value. Together, we will examine the role of the learner, instructional designer, performance consultant, and L&D manager in our journey to create a performance-centric organization (Center of Excellence) that delivers a clear return on investment in learning.
- Define strategies for creating a Center of Excellence (CoE)
- Identify key performance indicators for creating a learner-centric organization that adds business value
Marsha Parker, Global Instructional Design Leader, Ford Motors
Taking into account the rapid nature of change that we’re all faced with, L&D has the responsibility to the business to clearly define how we can navigate uncertain times with KPIs that truly show ROI. This workshop will demonstrate how ADT has connected the dots between soft skills training and learning measurement.
- Today’s top challenges faced by learning and development professionals
- Glean insights from the ways in which ADT’s L&D Department is evolving with the changing nature of talent
- Examine the program you’re measuring to identify which metrics are most important in determining your ROI
- How ADT is working with key stakeholders in the business to reinforce our learning programs
Presentation by Marshall Friday, Director of Learning & Development, ADT