webinar: selling learning to the c-suite
Post on 10-Apr-2017
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Making Learning a Strategic Leadership Decision
Presenter: Ajay M. Pangarkar, CTDP, CPA, CMA!!Based Upon the Book!The Trainer’s Balanced Scorecard: !A Complete Resource for Linking Learning to Organizational Strategy
CentralKnowledge inc. Where Learning…Means Business
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Housekeeping!
The event is being recorded
Use the chat window (Q&A)
On Twi9er: @ajaypangarkar | @axonify | #AxonWeb
Use the polling funcGon – click SUBMIT
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
About the speaker:!
Ajay M. Pangarkar CTDP, CPA, CMA
Workforce Revolutionary
t: 866-489-7378 x 1 e: ajayp@centralknowledge.com
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Building Business Acumen for Trainers: Skills to Empower the Learning Function (with CD) Published by Wiley Terrence Gargiulo, Ajay M. Pangarkar, Teresa Kirkwood
Background…
The Trainer’s Balanced Scorecard: A Complete Resource for Linking Learning to Organizational Strategy Ajay M. Pangarkar, Teresa Kirkwood Published by Wiley
Available at Pfeiffer.com and Amazon.com Search: “Ajay Pangarkar”
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leader’s Expectations
The 4 Steps: Answer the following…
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leader’s Expectations
The 4 Steps: Answer the following…
1. How do your leaders see “training”
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leader’s Expectations
The 4 Steps: Answer the following…
1. How do your leaders see “training”
2. What “investment” means to leaders
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leader’s Expectations
The 4 Steps: Answer the following…
1. How do your leaders see “training”
2. What “investment” means to leaders
3. Evaluate “financial” impact to business
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leader’s Expectations
The 4 Steps: Answer the following…
1. How do your leaders see “training”
2. What “investment” means to leaders
3. Evaluate “financial” impact to business
4. Evaluate “qualitative” impact to business
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
A Quick Question…
“Training”?
How do your Leaders view...
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
What are your challenges to gaining support?
q Organizational apathy and indifference
q Getting noticed by or involving the right people
q Lack of financial or other resources
q Perceived as “costing too much!” / “waste of money”
q Can’t effectively communicate it’s purpose/results
A Quick Poll…
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leadership Secrets
Business Leader Secret #1
à View everything though a business lens
à Viability and validity is through operational alignment
à Demonstrate tangible performance benefits
Nothing in business is an absolute need
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Business Leader Secret #2
à The real questions:
à Does it make economic/business sense?
à Will present tangible benefits?
Business leaders are sold on training
Leadership Secrets
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Business Leader Secret #3
Business leaders acknowledge that:
à Employee and knowledge retention is essential
à Competitive advantage is through people
à Workplace learning/HR must play a strategic role
Workplace learning’s role remains precarious
Leadership Secrets
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Business Leader Secret #4
Never take your role for granted!
If your leaders ask you to participate in decision-making processes they’re clearly stating:
“Sell us on what training will do for the organization”
…In terms leaders understand”
Leadership Secrets
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
A Quick Poll…
Do Business Leaders view “training” as:
q An essential need?
q A non-essential or project expense?
q A “nice-to-have”?
q Something to appease employees/unions?
q Not sure how they see us?
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Management views training in 3 ways:
1. Necessary, expected training (e.g. job training and development)
Positioning to Prove Value
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Management views training in 3 ways:
1. Necessary, expected training (e.g. job training and development)
2. Measuring impact of major investments (e.g. “training” as a component)
Positioning to Prove Value
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Management views training in 3 ways:
1. Necessary, expected training (e.g. job training and development)
2. Measuring impact of major investments (e.g. “training” as a component)
3. Investing in major elements of training (e.g. e-learning infrastructure)
Positioning to Prove Value
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Management views training in 3 ways:
1. Necessary, expected training (e.g. job training and development)
2. Measuring impact of major investments (e.g. “training” as a component)
3. Investing in major elements of training (e.g. e-learning infrastructure)
Positioning to Prove Value
Contact me or Axonify for:
“The Business Leader’s Bottom Line”
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
How do your Leaders define...
“Investment”? q Tangible purchases/assets
q Measurable financial return
q Long term business growth
q You got me…No Idea!
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leader’s View of “Investment”
Physical assets? (e.g. buildings/machinery)
Intangible assets? (e.g. patents, goodwill)
➔ Does “training” have tangible investments?
➔ Does “training” contribute to long-term value?
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
What’s another big issue Leaders have?
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
What’s another big issue Leaders have?
“Training ROI”
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
What’s another big issue Leaders have?
“Training ROI” q Cost of doing it
q Deciding on what to measure
q The ROI results (in question)
q Still no clue
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
“Training ROI” (lack of) Credibility
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
“Training ROI” (lack of) Credibility
5% training evaluated
Training ROI states to evaluate only 5%
of training efforts
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
“Training ROI” (lack of) Credibility
5% training evaluated
Training ROI states to evaluate only 5%
of training efforts
Because costs exceed benefit
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
“Training ROI” (lack of) Credibility
5% training evaluated
95% of training
not evaluated
Training ROI states to evaluate only 5%
of training efforts Because costs exceed benefit
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
“Training ROI” (lack of) Credibility
5% training evaluated
95% of training
not evaluated
Training ROI states to evaluate only 5%
of training efforts Because costs exceed benefit
If so, then how are the remaining 95% evaluated?
??
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
➔ Measuring ROI for ‘training’ expenses
➔ Undermining credibility using training ROI
➔ Measuring ROI for tangible, long-term learning investments
➔ Identifying profitability impact for learning investments
STOP
START
Training’s a COST CENTER….
NOT A DISEASE!
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
This how you do it… but it gets a little…
Tricky!!!
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Building E-learning Acceptance
Evaluating E-learning Strategy
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Building E-learning Acceptance
Evaluating E-learning Strategy
Learning Aspects
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Building E-learning Acceptance
Evaluating E-learning Strategy
à Needs Identification à Learning Retention
Learning Aspects
Level 1, 2
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Building E-learning Acceptance
Evaluating E-learning Strategy
à Needs Identification à Learning Retention
Learning Aspects
Infrastructure
Level 1, 2
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Building E-learning Acceptance
Evaluating E-learning Strategy
à Capital investment
à Operational Expenses
à Needs Identification à Learning Retention
Learning Aspects
Infrastructure
Level 1, 2
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Building E-learning Acceptance
Evaluating E-learning Strategy
à Capital investment
à Operational Expenses
à Needs Identification à Learning Retention
Learning Aspects
Infrastructure
Management Needs
Level 1, 2
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Building E-learning Acceptance
Evaluating E-learning Strategy
à Capital investment
à Operational Expenses
à Needs Identification à Learning Retention
Learning Aspects
Infrastructure
Management Needs à Business Objectives à Operational Activities
Level 1, 2
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Building E-learning Acceptance
Evaluating E-learning Strategy
à Capital investment
à Operational Expenses
à Needs Identification à Learning Retention
Learning Aspects
Infrastructure
Management Needs à Business Objectives à Operational Activities
Level 1, 2
Level 3, 4
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Here’s where gets a little more…
Confusing?!
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Do your leaders expect “learning” budget allocations demonstrate:
q A tangible financial return ($1 in < $1 out)
q Improved financial performance among departments
q Targeted qualitative performance improvement
q Not sure what they expect from learning!
A Quick Poll…
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leadership Decision Tools
Return on Investment Evaluation
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leadership Decision Tools
Cost-Volume-Profit (CVP)
Return on Investment Evaluation
§ Cost/volume affect on profitability § Activity level to achieve profit
Analyzes changes in costs
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Leadership Decision Tools
§ Contribution to major projects § Assess infrastructure investment
Cost-Volume-Profit (CVP)
Net Present Value (NPV)
Return on Investment Evaluation
Analyzes project profitability
§ Cost/volume affect on profitability § Activity level to achieve profit
Analyzes changes in costs
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
CVP E-Learning Decision!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
CVP E-Learning Decision!
Fixed Costs E/M-learning increases fixed costs
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
CVP E-Learning Decision!
Fixed Costs E/M-learning increases fixed costs
To leaders this means: • Increase revenue (units sold)
To leaders this means: • Increase revenue (units sold)
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
CVP E-Learning Decision!
Fixed Costs E/M-learning increases fixed costs
To leaders this means: • Increase revenue (units sold)
To leaders this means: • Increase revenue (units sold)
• Reduce variable costs
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
CVP E-Learning Decision!
Fixed Costs E/M-learning increases fixed costs
To leaders this means: • Increase revenue (units sold)
To leaders this means: • Increase revenue (units sold)
• Reduce variable costs
Question to ask:
What extent will e-learning contribute to production/profit?
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
CVP E-Learning Decision!
Fixed Costs E/M-learning increases fixed costs
To leaders this means: • Increase revenue (units sold)
To leaders this means: • Increase revenue (units sold)
• Reduce variable costs
Question to ask:
What extent will e-learning contribute to production/profit?
Let’s work through an example…
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
• Variable cost: $120 each unit
• Selling 4000 units for $200/each
• Current fixed costs: $200,000
FinaX Inc. sells AccountX Software
E-Learning Example!
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
• Variable cost: $120 each unit
• Selling 4000 units for $200/each
• Current fixed costs: $200,000
FinaX Inc. sells AccountX Software
• New E-learning course: $60,000
• Post course sales incr.: 700 units
• E-learning is a fixed cost
E-Learning Example!
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
• Variable cost: $120 each unit Leader’s question:
Should we spend
$60,000 for e-learning?
• Selling 4000 units for $200/each
• Current fixed costs: $200,000
FinaX Inc. sells AccountX Software
• New E-learning course: $60,000
• Post course sales incr.: 700 units
• E-learning is a fixed cost
E-Learning Example!
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
4000 units NO e-learning (1)
4700 units w/ e-learning (2)
Difference (2) – (1) = (3)
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
$800,000 ($200 x 4000)
$940,000 ($200 x 4700)
$140,000 ($200 x 700)
4000 units NO e-learning (1)
4700 units w/ e-learning (2)
Difference (2) – (1) = (3)
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
$800,000 ($200 x 4000)
$480,000 ($120 x 4000)
$940,000 ($200 x 4700)
$564,000 ($120 x 4700)
$140,000 ($200 x 700)
$84,000 ($120 x 700)
4000 units NO e-learning (1)
4700 units w/ e-learning (2)
Difference (2) – (1) = (3)
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
$800,000 ($200 x 4000)
$480,000 ($120 x 4000)
$320,000 ($80 x 4000)
$940,000 ($200 x 4700)
$564,000 ($120 x 4700)
$376,000 ($80 x 4700)
$140,000 ($200 x 700)
$84,000 ($120 x 700)
$56,000 ($80 x 700)
4000 units NO e-learning (1)
4700 units w/ e-learning (2)
Difference (2) – (1) = (3)
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
$800,000 ($200 x 4000)
$480,000 ($120 x 4000)
$320,000 ($80 x 4000)
$200,000
$940,000 ($200 x 4700)
$564,000 ($120 x 4700)
$376,000 ($80 x 4700)
$260,000
$140,000 ($200 x 700)
$84,000 ($120 x 700)
$56,000 ($80 x 700)
$60,000
4000 units NO e-learning (1)
4700 units w/ e-learning (2)
Difference (2) – (1) = (3)
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
$800,000 ($200 x 4000)
$480,000 ($120 x 4000)
$320,000 ($80 x 4000)
$200,000
$940,000 ($200 x 4700)
$564,000 ($120 x 4700)
$376,000 ($80 x 4700)
$260,000
$140,000 ($200 x 700)
$84,000 ($120 x 700)
$56,000 ($80 x 700)
$60,000
4000 units NO e-learning (1)
4700 units w/ e-learning (2)
Difference (2) – (1) = (3)
Now, what decision would your leader take?
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
E-Learning Example!
Revenues
Variable Costs
Contribution Margin
Fixed Costs
Operating Income
$800,000 ($200 x 4000)
$480,000 ($120 x 4000)
$320,000 ($80 x 4000)
$200,000
$120,000
$940,000 ($200 x 4700)
$564,000 ($120 x 4700)
$376,000 ($80 x 4700)
$260,000
$116,000
$140,000 ($200 x 700)
$84,000 ($120 x 700)
$56,000 ($80 x 700)
$60,000
($4,000)
4000 units NO e-learning (1)
4700 units w/ e-learning (2)
Difference (2) – (1) = (3)
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
What Do Leaders Expect?
They want business impact! (Kirkpatrick level 4) Yes, but Ajay...
How do we do this?
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
R
A
D
A
R
Building Learning Acceptance
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
R Resistance
A
D
A
R
“What will this cost us?” Level 3-4
Building Learning Acceptance
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
R Resistance
A Apathy
D
A
R
“What will this cost us?”
“What will this do for us?”
Level 3-4
Level 4
Building Learning Acceptance
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
R Resistance
A Apathy
D Disruptions
A
R
“What will this cost us?”
“What will this do for us?”
“Why now?”
Level 3-4
Level 4
Level 4
Building Learning Acceptance
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
R Resistance
A Apathy
D Disruptions
A Application
R
“What will this cost us?”
“What will this do for us?”
“Why now?”
“What difference will it make?”
Level 3-4
Level 4
Level 4
Level 3-4
Building Learning Acceptance
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
R Resistance
A Apathy
D Disruptions
A Application
R Results
“What will this cost us?”
“What will this do for us?”
“Why now?”
“What will it do for the business?”
“What difference will it make?”
Level 3-4
Level 4
Level 4
Level 3-4
Level 4
Building Learning Acceptance
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Know your audience Recognize who to approach and why…
R A D A R
Senior Leaders
Mid-level/BU Managers
Employees/ Users
Building Learning Acceptance
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Know your audience Recognize who to approach and why…
R A D A R
Senior Leaders
Mid-level/BU Managers
Employees/ Users
Building Learning Acceptance
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Know your audience Recognize who to approach and why…
R A D A R
Senior Leaders
Mid-level/BU Managers
Employees/ Users
Building Learning Acceptance
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Know your audience Recognize who to approach and why…
R A D A R
Senior Leaders
Mid-level/BU Managers
Employees/ Users
Building Learning Acceptance
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
R
R
Financial Results
“What do I get if I give you the money?”
Performance Results (non-financial)
“What are the tangible benefits/results?”
Building Learning Acceptance
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Discover how Leaders actually position learning
What to Retain
Address the secrets Leaders believe about learning
What Leaders mean by ROI
Answer Leader’s questions to validate “learning”
Evaluating Learning Strategy
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Discover how Leaders actually position learning
What to Retain
Address the secrets Leaders believe about learning
What Leaders mean by ROI
Answer Leader’s questions to validate “learning”
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Discover how Leaders actually position learning
What to Retain
Address the secrets Leaders believe about learning
What Leaders mean by ROI
Answer Leader’s questions to validate “learning”
§ Respect how each management level perceives “learning”
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Discover how Leaders actually position learning
What to Retain
Address the secrets Leaders believe about learning
What Leaders mean by ROI
Answer Leader’s questions to validate “learning”
§ Respect how each management level perceives “learning”
§ Measure appropriate “return” of learning
§ Utilize existing financial evaluation tools
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Discover how Leaders actually position learning
What to Retain
Address the secrets Leaders believe about learning
What Leaders mean by ROI
Answer Leader’s questions to validate “learning”
§ Respect how each management level perceives “learning”
§ Measure appropriate “return” of learning
§ Utilize existing financial evaluation tools
§ Demonstrate Level 3 and 4 results
§ Speak in relatable terms
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Discover how Leaders actually position learning
What to Retain
Address the secrets Leaders believe about learning
What Leaders mean by ROI
Answer Leader’s questions to validate “learning”
§ Respect how each management level perceives “learning”
§ Measure appropriate “return” of learning
§ Utilize existing financial evaluation tools
§ Demonstrate Level 3 and 4 results
§ Speak in relatable terms
§ Address each management level questions
§ Report results with financial evidence
CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
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CentralKnowledge.com Where Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @ajaypangarkar
Ajay M. Pangarkar CTDP, CPA, CMA
t: 866-489-7378 x 1 e: ajayp@centralknowledge.com
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@ajaypangarkar
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