In ETU’s latest blog they discuss the need for a different approach to learning measurement in this new world.
Founded in Trinity College in 2002 by Declan Dagger and Vincent Wade, ETU provides immersive simulations that optimize employee behavior to drive learning and business outcomes, on a global scale.
COVID-19 has had a major impact on how learning and development functions operate. Pre-Covid, organizations were converting strategic programs to digital formats including simulations and augmented- and virtual reality. However, with most employees now working from home and many unlikely to return to a traditional office setting in 2020, learning and development functions have accelerated the transition as they rapidly move their critical programs to facilitated and self-directed platforms.
Learning and development leaders acknowledge that moving in-person programs to virtual platforms requires rethinking the end-to-end design and development process to ensure high-quality, high-impact learning. What is not being said—but is equally important—is that learning and development practitioners need to rethink what and how programs are measured.
“If a learning and development department already has robust measurement practices in place, a few small tweaks might be all that’s needed,” said Declan Dagger, CEO, ETU. “However, if data has not been measured, or if it has been monitored half-heartedly, now is a good time to get serious. In this new world, it is critical to know what impact your virtually-delivered programs are having on business outcomes.”
Dagger explained that learning and development teams need to know if online training is working, and if not, they need to understand why it’s not working. Does a distracting home environment impede learning? Does Zoom enable or inhibit virtual networking? Are managers less likely to coach their employees when they are “out of sight and out of mind”?
ETU recommends that if measurement efforts need a reboot, here are four steps to consider:
- Remember the mantra: start with the end in mind. This means that before you design the program, clearly identify the ultimate outcome the program should impact (e.g. improved customer loyalty, accelerated innovation, enhanced employee engagement). These outcomes are the touchstone of your measurement efforts.
- Work backwards from the planned outcomes using a framework called a logic model. This process produces a graphic depiction that shows the shared relationships among the resources, activities, outputs, outcomes, and impact for your program.
- Develop your measurement plan. Document the data you need to gather and when to gather it (before, during, immediately after, 90-days post).
- Take a reality check. Can you get the business impact data with the necessary level of granularity to isolate the impact of training? If you cannot get the business data, then get the next best thing: behavioral improvement data supplemented by data from learning surveys.
Read their full blog post on this here: https://www.etu.co/resources/its-time-to-reboot-your-learning-measurement