The process which builds the workforce capabilities, skills or competencies required to ensure a sustainable, successful organisation.
Return on investment: this measures the benefits that are realised as a result of investment in learning and development programmes.
(realised £ benefits - £ costs) / £costs *100
Improvement in desired behaviours: the measure of whether employees are behaving in the desired way alongside the required values of the organisation.
% of employees reporting improvement in operation with desired behaviours
Improvement in knowledge: a measure of the impact of training on the knowledge of individuals. This is also a measure of training effectiveness.
% of employees demonstrating an improved understanding of the topic being trained
Hours training received: hours or days training per person over given time period
N days / employee in given time period
Capability development: a measure of increases in job-related capabilities1
Change in N capabilities / person
A recent survey by IBM suggests that an increase of only 4% to 6% of project budgets spent on training IT project team members was associated with an increase from 40-70% in the likelihood of project objectives being met. The survey explores in detail whether employees are getting the training they need to perform their jobs.
Read the full report: The value of training
Investing in an appropriate learning and development strategy can enable an organisation to unlock the potential of their workforce, developing skills and increasing motivation.
For more information on learning and development and aligning your L&D strategy with your business objectives and outcomes, read the introductory factsheet.
For practical guidance on analysing your organisation’s current training requirements, download the CMI checklist here.
Training needs analysis
The annual CIPD L&D survey examines current practices and trends in the learning and development field. The results of the 2015 survey offers insight into the capability gaps (including analytical skills) and predict growth in areas such as e-learning and social learning.
For organisations to understand the value of the investments they are making in training and development, it is important to evaluate the training provided, its results and changes in behaviours. Dr Donald Kirkpatrick’s four-level model for training evaluation can help organisations gather this information to inform future training investments.
Download a summary of Kirkpatrick’s four-level evaluation model.
As one of the UK’s largest supermarket retailers, ASDA recognises the importance of its colleagues. With significant changes in customer services and management and an increase in online and mobile shopping, innovation throughout operations and people development is key. Find out how ASDA is using human capital analytics to prepare and empower their workforce, focusing on areas such as training, engagement, decision-making and autonomy.