Last year I found myself contributing to a forum on the subject of measuring the return on investment. What I found from the comments individuals made, was that people generally did not find measuring the return on investment (ROI) simple. Was I then over-simplifying it? Or is it not really that complicated once you know how?
I have just joined a LinkedIn group called “Influential Trainers” and finding out the aims of the group has got me thinking again about how we all, as trainers, can become not only “influential” but also strategic.
The danger with being neither of these is that L&D or training is seen as an “add-on” or “optional extra”. Last year I was involved in a big project with Durham constabulary, working as an associate for Pearlcatchers. Facing massive cuts in funding, they made the very brave leap to invest £100,000 in their managers and take them through a huge change programme.
Before they went into the programme they had ideas about what measures they would be monitoring in order that they could demonstrate the value of the whole programme.Have a listen to what Mike Barton the Chief Constable of Durham Constabulary said about the programme. It gives some great insights into what we all as trainers and training managers should be planning into our programmes before we start!
Putting together a business case….
I meet many trainers in my role as a “Trainer who trains trainers” and as a CIPD facilitator/tutor for the CLDP (Certificate in Learning & Development Practice) and so many I have come across do not know how to put together a simple business case.
When they ask if they can spend some money on their own development and told there is no budget, that seems to be the end of it. I have recently passed onto some trainers, this simple “back of an envelope” calculation to show them how they can justify the spend on their own development:
For the trainer:
- A deeper understanding of the organisation
- Contacts within the organisation that could become advocates
- Greater visibility of L&D and understanding of what value they bring to the organisation
For the organisation:
- An L&D team that are in touch with what is happening now
- If the L&D team know what is happening, the organisation learns what it needs to learn
- An understanding of the strengths and limitations of L&D