Personnel development goals: making training success measurable
It is no secret that further training is central to the success of a company and its employees . Lifelong learning is a necessity in order to remain economically and professionally relevant. Nevertheless, further training measures are often on the list of things to be cut when it comes to saving money. This is also due to the fact that some learning effects cannot be directly quantified or only bear fruit after a delay. Measuring the success of learning opportunities should not be limited exclusively to the financial aspects. Further training should be assessed according to its objectives.
Howgoal setting and measurability drive corporate learning
But what these goals are depends on the company and its employees . "What is the goal of personnel development in an organization or department? What are our employee development objectives?" A clear definition of objectives and strategies forms the basis for the quality of the further training offer and the measurement of success. It is also the basis for securing the personnel development budget.
However, 50% of the HR developers surveyed do not recognize this strategy in their company.[1] It is time to define goals and make them measurable.
Clearly defined goals give focus to training programs and ensure understanding at all levels - among budget managers, stakeholders and employees. It is not only the question of "what?" that is important in the definition. Selecting the right measurement methods and setting target values makes target achievement verifiable. Proven training success, in turn, becomes a strong argument in budget discussions and an overview of the effects becomes the starting point for improving the quality of the offer.
Strategic HR development: "To measure or not to measure, that is the question"
The return on investment (ROI) provides an initial assessment of the success of training programs. It compares the monetary benefit with the costs incurred and is calculated as follows:
Costs can be reflected very well in the ROI, for example for trainers, travel costs or rental costs for training rooms. However, the situation is different for many positive effects. How can an increase in the company's ability to innovate, the development of a learning culture or the acquisition of skills and expertise among employees be directly quantified? Furthermore, this should not be neglected: Some effects only become apparent with a time delay.
In addition, further training goals should also be realistic and achievable. It is important to set goals that are challenging but still within the realm of possibility. In addition to feasibility, the relevance of the objectives to the company's vision and the needs of the employees must also be taken into account. The training program should be relevant to both professional and personal development and contribute to the company's success.
A pure cost-benefit analysis, such as the ROI, is therefore not enough for a comprehensive evaluation of further training offers according to the possible objectives. And certainly not if the defined objectives are difficult to quantify in monetary terms. What is needed are approaches that can measure more comprehensively. Advanced measurement methods, such as the Kirkpatrick model or the Learning Transfer Evaluation Model (LTEM), can put the evaluation of continuing education programs on a broader footing.
A broader valuation basis with the Kirkpatrick model
The four levels of the Kirkpatrick model provide a comprehensive view of the effectiveness of further training programs. In addition to the reaction of the participants ("Reaction"), the actual learning success ("Learning") and the transfer of what has been learned into everyday working life ("Behavior") are also considered. On the fourth level ("results"), the effects of the offer on the organization are analyzed. This broad basis of observation offers you the opportunity to examine the effects not only comprehensively, but also with regard to their specific objectives.
An even more precise basis is provided by the Learning Transfer Evaluation Model (LTEM), which provides an evaluation scheme in eight phases and includes both the learners themselves and learning effects or learning transfer in the analysis. In both models, the advantages for the measurability of an LMS as well as a Learning Experience Platform (LXP) can become effective and provide a reliable database.
The strategic framework: From plan to impact
Now that we have become aware of how continuing education can be measured, the question arises: How do you best integrate performance measurement to ensure sustainable optimization of your measures? Ideally, measurement is embedded in this cycle:
- Strategy: Formulation of an overarching HR development strategy that is geared towards the company's goals. Where do we want to go as a company and what skills do we need to achieve this?
- Needs analysis: Conduct a comprehensive needs analysis to identify the gaps in current skills and tasks. What measures are necessary to close these gaps?
- Goals: Derive specific, measurable goals from the strategy. What do we want to achieve with our personnel development measures? How can we make the best possible use of our employees' potential?
- Measures: Selection and implementation of suitable further training measures (training, coaching, e-learning, etc.) to achieve the defined goals. These measures should be directly tailored to the tasks and requirements of the job.
- Measurement: Evaluation of the measures based on previously defined criteria. Have we achieved our goals? Various instruments such as surveys or performance assessments can be used here.
- Optimization: Adjustment of strategy, targets or measures based on the results of the measurement. What can we do better to fully exploit the potential of our employees?
This cycle ensures that personnel development is continuously improved and makes a maximum contribution to the company's success.
Personnel development goals: a question of perspective
Theobjectives of personnel development can be diverse and can be categorized according to various criteria. For example:
- Quantitative vs. qualitative:
- Quantitative: increasing the number of employees with certain certifications, reducing fluctuation in key positions.
- Qualitative: Improving employee satisfaction, increasing the ability to innovate, developing a positive learning culture.
- For companies vs. for employees:
- For the company: Increasing productivity, securing competitiveness, opening up new business areas.
- For employees: promoting individual career development, improving work-life balance, increasing job satisfaction.
In concrete terms: examples of goals
- Competence development:
- Development of managers in order to meet the increasing demand for qualified managers. This can be achieved through targeted further training measures.
- Promoting digital skills to drive forward the company's digital transformation.
- Employee retention:
- Increasing employee satisfaction in order to reduce staff turnover. Instruments such as regular feedback meetings can be used for this purpose.
- Promoting career development in order to retain talented employees in the company. This can be achieved through targeted personnel development measures.
- Organizational development:
- Promoting a culture of learning in order to increase the company's ability to innovate. Measures to promote creativity and experimentation play an important role here.
- Improving cooperation between departments in order to increase efficiency. This can be achieved through team training and workshops as measures.
Important: The objectives mentioned are only examples. The actual objectives of personnel development should always be tailored to the specific needs of the company and its employees .
Digital learning: keeping an eye on personnel development goals
To improve measurability, HR development and managers can take advantage of the benefits of digital learning. For example, the use of learning platforms and digital learning content (e.g. the Content Collection e-learning offering) helps you to increase the measurability of the offering.
Learning platforms enable the automated evaluation of participation and completion data, as well as test results and participant evaluations - in compliance with data protection regulations, of course. This database provides a solid basis for measuring participation figures, usage behavior and learning success. In addition, learner evaluations can be used to check and improve the quality and suitability of the continuing education offer. With its informal learning approach, for example, an LXP also promotes the safeguarding and testing of learning effects, skills and the transfer to everyday working life.
In this way, learning platforms support you in the testing and development of training courses and the transfer of learning content. You also benefit from an easily accessible and reliable all-round view of a wide range of data through digital continuing education offerings.
Targets in personnel development as a building block for success
A clear objective is the foundation for the success of further training programs in companies, whether in budget discussions or in improving the quality of offerings. It is important not only to be sure of what the objectives are, but also how they can be measured and when they become a success.
ROI is a good tool, but does not go far enough. Models are needed which, in addition to the financial aspects, also consider the learning success, the impact on the participants and the learning transfer. Examples of this are the Kirkpatrick model or the Learning Transfer Evaluation Model. LMS and LXP support this measurement on a broad basis by ensuring a suitable data basis and promoting learning transfer.
[1] https://bitkom-akademie.de/weiterbildungsstudie-2023
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