By Rich Mesch
Way back in April of 2010, I wrote this post about talking learning to business, where I basically posited that business doesn’t value learning, it values performance. I recently saw a wonderful presentation by ROI guru Jack Phillips at the Training 2011 conference that provided data to support that assumption. The bad news? Businesses really don’t value learning. The good news? Once we understand what business does value, we can take steps to provide it.
See, businesses don’t value learning any more than the driver of a car values gasoline. The driver of a car has a goal; he wants to get somewhere. He has a resource for getting there, the car. And in order for the car to take him where he wants to go, he puts gasoline in it. Having a full tank of gas is not a goal; getting somewhere is the goal, and the gasoline is the fuel that makes the car go, and allows the driver to get where he’s going.
So, too, do businesses want to get somewhere. And skills and knowledge are the fuel that power the people of the business and allow them to take the business where it needs to go. So it’s not too surprising that businesses don’t measure learning; they measure results.
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by Sherry Engel
I recently read an article titled Talent Intelligence: Cut Through the Chaos. So much of this article resonated with me. As learning professionals, we have started to talk about measuring the impact of learning. However, as performance consultants, have we considered the overarching value of talent? This article discusses how to develop a strategy that answers two questions.
1. What are we trying to impact and improve?
2. What talent levers can be triggered to affect the desired outcome?
The article examines a Talent Intelligence Framework which when implemented helps organizations more strategically align their talent for business results.
So how does a company begin implementing this framework? The article outlines the following five steps:
1. Identify client stakeholders with talent decisions to make.
2. Beg, borrow, and steal people with sufficient analytic and performance consulting competencies.
3. Keep HR and non-HR stakeholder’s engagement through the talent intelligence life cycle.
4. Standardize metrics and analytics definitions.
5. Pick the most cost-effective tools to deliver metrics and analytics to stakeholders that need them.
Check out the full article! http://tiny.cc/YCd27
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