Assessment and Measurement

Organizations around the world continue efforts to maximize the productivity of their employees in the face of competitive, legislative and socioeconomic change. More and more, senior learning professionals are being asked to enhance employee performance

CLOs are pressured to justify their investments in learning. A CLO always has to answer the CEO’s questions: Why should we invest in this learning program, and how will it help us execute our strategy? And how can we measure the return on this investment?

One sign of the increasing impact and scope of corporate learning today is that CLOs are starting to focus on risk-mitigation strategies. Budgets are being scrutinized, and learning executives are being asked to show a clear return on investment. With inc

More and more companies are turning to an outsourcing strategy for functions that do not directly contribute to mission-critical strategies that drive the success of the business.

Corporate learning has always been the poor relation of all the management disciplines. Some corporations simply don’t believe in it, preferring to buy knowledge and skills when needed. Others have a large training department for internal courses and a si

Donald Kirkpatrick single-handedly delivered to the training and development community a way to formally evaluate an organization’s investment in learning way back in 1959. His four-level model has stood the test of time as being the cornerstone approach

A great complaint often heard at meetings of chief learning officers is the lack of involvement by senior executives in support of employee training programs, which leads directly to inadequate resources. How can this situation be reversed?

CLOs know that learning is imperative to success with enterprise software rollouts, but how do you justify your case to the other leaders of your organization? With PeopleSoft’s help, learning executives can not only build the case to justify investments

For years HR professionals have struggled to bring economic rigor to measurement and decisions about people development and management. One familiar measure has been return on investment (ROI), for example, ROI of training. But like many such metrics, ROI

Many years of evaluating many training initiatives in many different companies has made one fact very clear: Sometimes training works very well to help achieve business results, and sometimes (unfortunately many times) it does not. It is also becoming cle

As companies struggle with the many realities of today's business world, business leaders are finding a need to shift their strategies in order to stay competitive.

Public- and private-sector organizations have much to learn from each other when it comes to learning management strategies. While public-sector organizations have embraced automation of training and competencies much faster than private-sector companies,

American Standard may be best known for its white porcelain toilets, but the Piscataway, N.J.-based corporation encompasses far more. In fact, plumbing products account for barely a quarter of the annual revenues of American Standard Cos., an organization