The success of that scorecard will be determined by the components of the scorecard and how meaningful those components are to evaluate learning maturity of the business.
From the past to the future, people are always one of the most invaluable and expensive assets for running the business. They are not static, but human capital which needs to keep invested for the long term business growth.
Either individually or collectively, learning agility differentiates high potential from mediocre; at the organizational level, learning agility directly impacts on the top line organizational growth and the strategic competency of the business. A learning scorecard assesses the enterprise learning progress to strategic goals, integrates a way of consolidating and comparing (for cause and effect purposes) metrics relating to a holistic assessment of enterprise learning maturity.
The learning scorecard indicator: The purpose of building a learning organization is to unlock the full potential of the business. It is at best a collection of attributes which one would like to see depending on the holistic view about what a learning organization can be or could be. It provides the business management a holistic view about the enterprise learning performance and progress. Whatever the measurement system is, it needs to be consistent, repeatable and as unbiased as possible. The business and talent management needs to ask themselves and others: How do you design metrics to measure learning and how these leanings are measured? What is the relevant metrics and how can they be quantified and validated? The organizational learning indicators perhaps include cross-disciplinary management issues such as:
- The learning organizational structure and process tuning
- Learning/training management
- Performance management
- Culture management
"Return on Learning" ROL (Return on Learning): Organizations rely so much on their people assets or human capital, to reach their strategic goals and succeed in the long term. To keep business relevant and competitive, there is a need for organizations to understand the value of their human power and how to promote it via developing a culture of learning. As the matter of fact, limitations on learning are barriers set by humans themselves, as learning is a continuous process and everyone has an enormous capacity to learn, Take a look at what is important to your business’s long-term growth strategy, and figure out which metric to use. Often time, the organization may not have the systems and structures in place prior to implementation to actually monitor and track training, learning and knowledge management.
Perhaps it is the right time to start making the distinction between input (training) and output (learning), between an intervention (training) and process (learning). Once you've defined those clearly in the context of your organization that should give you the critical factors you can measure progress on learning. The values of ROL delivers in talent/learning management must be a subset of the organization’s own measure of creating strategic business value and performance result.
Metrics need to be “SMART”: Always keep the end in mind - the ultimate goals of building a learning organization are to maximize customer satisfaction, increase employee engagement and improve business maturity continuously. Metrics themselves won't influence the way people behave, but the way they used will force people to change their attitude, and motivate them to learn and grow.
A Balanced Scorecard is a great idea, however, the success of that scorecard will be determined by the components of the scorecard and how meaningful those components are to evaluate learning maturity of the business. It’s an important tool to diagnose learning or training related issues, bridge organizational learning capability gap, measure learning results and develop organizational learning competency consistently and collaboratively.
The learning scorecard indicator: The purpose of building a learning organization is to unlock the full potential of the business. It is at best a collection of attributes which one would like to see depending on the holistic view about what a learning organization can be or could be. It provides the business management a holistic view about the enterprise learning performance and progress. Whatever the measurement system is, it needs to be consistent, repeatable and as unbiased as possible. The business and talent management needs to ask themselves and others: How do you design metrics to measure learning and how these leanings are measured? What is the relevant metrics and how can they be quantified and validated? The organizational learning indicators perhaps include cross-disciplinary management issues such as:
- The learning organizational structure and process tuning
- Learning/training management
- Performance management
- Culture management
"Return on Learning" ROL (Return on Learning): Organizations rely so much on their people assets or human capital, to reach their strategic goals and succeed in the long term. To keep business relevant and competitive, there is a need for organizations to understand the value of their human power and how to promote it via developing a culture of learning. As the matter of fact, limitations on learning are barriers set by humans themselves, as learning is a continuous process and everyone has an enormous capacity to learn, Take a look at what is important to your business’s long-term growth strategy, and figure out which metric to use. Often time, the organization may not have the systems and structures in place prior to implementation to actually monitor and track training, learning and knowledge management.
Perhaps it is the right time to start making the distinction between input (training) and output (learning), between an intervention (training) and process (learning). Once you've defined those clearly in the context of your organization that should give you the critical factors you can measure progress on learning. The values of ROL delivers in talent/learning management must be a subset of the organization’s own measure of creating strategic business value and performance result.
It can be helpful if you use a "balanced scorecard approach" in which you have a baseline that is either developed by doing a survey, using benchmark data, historical data or best estimation of 4-6 categories like training scores, employee engagement, etc. Then you create a scale showing best case up to 10, from the baseline, and worst case to 1, with a weight on each.
First, that metric needs to be “SMART,” so people can see what the outcome will look like throughout their learning journey. Second, there should be a consideration for a balanced scorecard that measures the progress of the milestones you want to achieve during the learning scenario, this keeps people focused. Focus on metrics which help you identify trends, outliers, ask informed questions, create conversation, but ultimately, you manage relationships, not metrics, with the goal to build the organizational learning intelligence.
A Balanced Scorecard is a great idea, however, the success of that scorecard will be determined by the components of the scorecard and how meaningful those components are to evaluate learning maturity of the business. It’s an important tool to diagnose learning or training related issues, bridge organizational learning capability gap, measure learning results and develop organizational learning competency consistently and collaboratively.
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