Hi
I'm required to come up with a metrics to quantify & measure training delivery for theteam. I have two data points that I can start with -
Option a - Use training hours. For example, set 50% of working hours as training delivery target each month. For someone working full time, this would be 22/2 (working days in a month)*8= 88 hours worth of training delivery per month (looks too high but that is the minimum expectation of some roles)
Option b - Use my target of man hours per employee and then pro-rate it on a monthly basis.
For instance, if my target is 20 man hours per employee each year, then the monthly training target per trainer will be: 20 * 900 (total no of employees)=18000/12 (no of months) = 1500 man hours per month.
My questions:
- Is option a an industry/best practice?
- Option b can easily be managed, i.e. it is an easier target to achieve. Should we use this still?
Will a blend of both option a & b work as training delivery targets?
5 Responses
I’m not sure about industry
I’m not sure about industry standard and would be interested to hear what you get back however…
…I think you need to consider the story you’re telling? You mention “quantify and measure training delivery for the team” so it seems to be a numbers game and not about impacts on business performance. Are you trying to show your Trainers are delivering enough or that your employees are getting enough development? If it’s the former, I’d suggest measuring and reporting time spent on analysis, design& development and evaluation too. I’ve done this through timesheet codes before and the ratios across ADDIE tell an interesting story. If it’s the latter, is it just your own ILT or all types of development? I use a simple spreadsheet for this which I’d be happy to share but I also report on occupancy rates & attendance rates.
As usual with this forum, more questions and food for thought than answers! Cross Knowledge are running a webinar this Thursday at 3pm on developing L&D annual report – you might find this helpful?
Hey
Hey
Thanks a ton for writing in – definitely food for thought, and I agree with your story.
As of now, the business wants me to show if my trainers are delivering enough..but, if I can show them HOW we’re capturing other aspects of training design & delivery then perhaps I can build a case for it. As a starting point, please can you share your spreadsheet with me? I’ll IM my email details to you.
Thanks for your help!
I dont think we’re allowed to
I dont think we’re allowed to send IMs anymore! Pls can you send me the spreadsheet on [email protected]?
Hi there, late reply to this
Hi there, late reply to this but I would say that this type of reporting is quite ‘old fashioned’ now because number of hours spent on delivery/design/research is not an indicator of excellence (or productivity in fact). Most modern L & D practioners would be focussed more on ROI or ROE – following something like the Kirkpatrick New World Model. For example, you could have someone that puts in suitable hours of research/design and suitable hours of delivery but they could still deliver a course or intervention that has no impact or shows no effective increase in performance for the learners – if that happens all those hours are completely wasted. Be interested to hear what others think.
I’d go back to the drawing
I’d go back to the drawing board and ask what metrics the business is really concerned with. Do they really want to know how many people you trained and how ‘busy’ the trainers were. or are they more likely interested in what measurable improvements there were in business performance i.e. achievement of business goals. Senior managers don’t really care how many people were trained and how busy a trainer was, they want to know what impact L&D has on the business. Sorry to be frank.