Clients ask this question all the time, “How do we know that the investment in training is yielding the expected business benefits?” Richardson has guided clients in moving away from traditional frameworks that focus heavily on learning outcomes (e.g., Kirkpatrick’s Four Levels of Evaluation) towards a more business-centric approach leveraging Kaplan and Norton’s Balanced Scorecard™ Methodology. We work with your stakeholders to build a company-specific Balanced Scorecard Strategy Map that links training metrics to process-improvement metrics, customer-perception metrics, and financial-results metrics. In this way, you can more accurately measure training’s contribution to overall company success.
Our overall focus is on helping you to change selling and management behaviors in order to move the needle for key business metrics. We would recommend a five-tiered measurement strategy because systematic measurement allows you to do three things: (1) monitor key aspects of the change, (2) determine when course correction is needed, and (3) validate your investment in the solution.
Each level of evaluation measures different aspects necessary to behavior change. For example, knowledge retention after training is measured using QuickCheck while on-the-job behavior change is measured by comparing pre-training and post-training SkillGauge results.
All of the measures here are quantitative, except the information gathered by your sales managers and sales leaders through asking Adoption Questions in real-time. The responses to Adoption Questions provide key qualitative data on the breadth, depth, and pace of change within different sales teams. This data allows sales managers and sales leaders to do “just-in-time” course corrections on a case-by-case basis.