Training Industry Magazine - Leadership 2015 Special Edition - (Page 43)
IMMERSIVE AND ENGAGING LEARNING
TRANSLATES TO BETTER ASSIMILATION.
By using Level 4 evaluation data, we can convert
the results into monetary value. Then we can
easily compare the gain from the investment
against the cost of the e-learning program and
determine the ROI.
Here are some suggestions on how to use the
five levels of training evaluation:
* Level 1: Reaction is measured by taking
feedback from learners. You can accomplish
this by using online surveys and adding
customized features of "Like the course" and
"Recommend the course" options within the
e-learning course framework.
* Level 2: Learning can be easily measured
through scoring patterns in the end of course
assessments.
* Level 3: Behavioral changes are certainly
more difficult to assess. Using a combination
of techniques to assess how much of the
newly acquired learning is being applied
on the job is particularly useful. This could
be measured through improvements in
efficiency or doing the same task with a new
approach.
* Level 4: Business impact is generally
measured through productivity gain,
the impact on quality measures through
reduction in re-works and efficiency in
completing tasks.
* Level 5: ROI is calculated by converting the
business impact gains (as shown in Level 4) to
a monetary value.
HOW TO MAXIMIZE THE ROI?
Here are some best practices that can help you
maximize your ROI:
* Selecting the right courses for e-learning:
It is recommended to complete a detailed
training needs analysis and competency
mapping exercise, which will help scope the
learning gaps and possible options clearly.
Choose e-learning projects that are significant
and the identified proficiency gains have a
clear impact on the business.
* Efficacy of the e-learning program: Once
you have selected the project that has high
leverage, the focus moves to creating courses
that are effective. This needs a strong learning
design core from instructional design. The
learning experience must be engaging and
immersive with the focus of the course being
a combination of learn, explore and test.
* Assessment strategy: An effective
assessment strategy must be in place to
evaluate if the training met the required
cognition level and was able to bridge the
identified gap.
* Push the envelope to knowledge application
(rather than knowledge acquisition): A great
way to achieve this is by using performance
support tools (PSTs) that can complement or
supplement the e-learning program. These
just-in-time learning aids can be provided
to the learners at their workplace and within
their workflow. They could contain checklists,
simple tips or best practices.
* Provide a platform for collaboration in
learning: Research shows that nearly 20
percent of learning happens from feedback
and from observing our co-workers (e.g.,
peers, seniors or role models). It is interesting
to note that only 10 percent of learning
happens through formal training. Providing
platforms for social or informal learning will
facilitate learning and can also be used to
create live case studies of success.
Asha Pandey has 28 years of experience, with 14 years
dedicated to designing learning solutions, and has
been successfully heading EI Design as its CMD. She is
also a writer for CrossKnowledge. Email Asha.
TRAINING INDUSTRY MAGAZINE - LEADERSHIP2015 I SPECIAL EDITION I WWW.TRAININGINDUSTRY.COM/MAGAZINE
43
http://www.trainingindustry.com
Training Industry Magazine - Leadership 2015 Special Edition
Table of Contents for the Digital Edition of Training Industry Magazine - Leadership 2015 Special Edition
Perspectives on Leadership
Table of Contents
Infographic
A Leader's Guide to Influence
Frontline Managers as Leaders
Employee Engagement for a Distributed Workforce
Accelerating Leadership Development
Employee Engagement for a Distributed Workforce
Leaders Leading Leaders
Are You Creating a Training Course of Designing a Learning Experience
Developing Mid-Level Leaders
The Magic of Asking for Feedback
Leadership Development vs. Employee Engagement
Leading at a Higher Level
Competencies as We Know Them are Dead
Building Great Leadership Through Continuous Learning
Maximizing the ROI of e-Learning
The Difference between Leadership Development and Leadership Formation
What's Online
Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover1
Training Industry Magazine - Leadership 2015 Special Edition - Cover2
Training Industry Magazine - Leadership 2015 Special Edition - Perspectives on Leadership
Training Industry Magazine - Leadership 2015 Special Edition - Table of Contents
Training Industry Magazine - Leadership 2015 Special Edition - 5
Training Industry Magazine - Leadership 2015 Special Edition - Infographic
Training Industry Magazine - Leadership 2015 Special Edition - 7
Training Industry Magazine - Leadership 2015 Special Edition - A Leader's Guide to Influence
Training Industry Magazine - Leadership 2015 Special Edition - 9
Training Industry Magazine - Leadership 2015 Special Edition - Frontline Managers as Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 11
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 13
Training Industry Magazine - Leadership 2015 Special Edition - Accelerating Leadership Development
Training Industry Magazine - Leadership 2015 Special Edition - 15
Training Industry Magazine - Leadership 2015 Special Edition - 16
Training Industry Magazine - Leadership 2015 Special Edition - 17
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 19
Training Industry Magazine - Leadership 2015 Special Edition - Leaders Leading Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 21
Training Industry Magazine - Leadership 2015 Special Edition - Are You Creating a Training Course of Designing a Learning Experience
Training Industry Magazine - Leadership 2015 Special Edition - 23
Training Industry Magazine - Leadership 2015 Special Edition - 24
Training Industry Magazine - Leadership 2015 Special Edition - 25
Training Industry Magazine - Leadership 2015 Special Edition - Developing Mid-Level Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 27
Training Industry Magazine - Leadership 2015 Special Edition - The Magic of Asking for Feedback
Training Industry Magazine - Leadership 2015 Special Edition - 29
Training Industry Magazine - Leadership 2015 Special Edition - Leadership Development vs. Employee Engagement
Training Industry Magazine - Leadership 2015 Special Edition - 31
Training Industry Magazine - Leadership 2015 Special Edition - 32
Training Industry Magazine - Leadership 2015 Special Edition - 33
Training Industry Magazine - Leadership 2015 Special Edition - Leading at a Higher Level
Training Industry Magazine - Leadership 2015 Special Edition - 35
Training Industry Magazine - Leadership 2015 Special Edition - Competencies as We Know Them are Dead
Training Industry Magazine - Leadership 2015 Special Edition - 37
Training Industry Magazine - Leadership 2015 Special Edition - Building Great Leadership Through Continuous Learning
Training Industry Magazine - Leadership 2015 Special Edition - 39
Training Industry Magazine - Leadership 2015 Special Edition - 40
Training Industry Magazine - Leadership 2015 Special Edition - 41
Training Industry Magazine - Leadership 2015 Special Edition - Maximizing the ROI of e-Learning
Training Industry Magazine - Leadership 2015 Special Edition - 43
Training Industry Magazine - Leadership 2015 Special Edition - The Difference between Leadership Development and Leadership Formation
Training Industry Magazine - Leadership 2015 Special Edition - 45
Training Industry Magazine - Leadership 2015 Special Edition - What's Online
Training Industry Magazine - Leadership 2015 Special Edition - Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover4
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