We are currently introducing balanced scorecard concept and in this new year plan to supply the key performance indicators of our training center. What should they be and how should I start?
How can they be measureable?
sivaporn thapanasuth
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6 Responses
Ask yourself some basic questions
Have you asked yourself ‘what is our purpose?’,’Why do we exist?’,’What is our mission?’ and ‘What would our organisation be like without us?’. You probably have. Have you written down the aim of your centre? And if you have, have you a list of outcomes that will achieve this aim? The answer to all these questions will lead you to determine the measures of success, or performance indicators. What are your external validation/evaluation criteria?
Linking Training Centre Strategy and Organisational Strategy
Following on from Norman’s comments. I am working with a number of training centres who are looking at the same issues as you. The important ideas seem to be around ensuring there is ‘joined up’ thinking in the organisation. Is your training centre part of a larger organisation? What is the strategy of the organisation now and for the future? How are you involved in the identification, planning, implementation and evaluation of training to help the business to meet its needs? If you want to contact me I can discuss this further with you. There are tools and techniques that can help you with this. What you are asking is a really fundamental and important aspect of ensuring that ‘training’ in all its guises really
supports the needs of the organisation. Whatever aspect of training you are involved in it will be strengthened and is likely to be more highly valued once you have worked through the answers to your questions. Do ring me on 01772 679950 if you want to discuss this.
Good luck, Anita
Your strategy, measurable steps to get there
For example if your Strategic plan says you are going to achieve a Quality Assurance System (SQMS), Key Performance Indicators may be
1 Register with SQMS
2 Analysis of gaps in systems
3 Development of System Indicators to plug gaps
4 Compete development of QMS
5 Undergo audit
You would put dates against these and monitor accordingly.
Other example you may have to achieve a certain number of trainees per year. Your PIs will be the steps to get there, such as:
1 Carry out TNA
2 Plan budget to meet identified needs
etc etc
Actual measurable indicators
I agree with Rob, Anita and Norman. Norman is right to say you need to ask yourselves what you are trying to achieve. Once you have done this however you need specific measures of performance.
Some very basic ones are:
No. of events planned V No. of events run.
No. of events run at maximum numbers.
No. of delegate days.
Total no. of delegates attended (per month/year).
No. of complaints.
No. on complaints upheld.
You can also measure outcomes against any post course comments forms (happy sheets)you have. Typically you might want to know if the course met the delegates objectives. You can put numerical values to this and then compare the outcomes with standards that you might have set yourselves.
You might also want to measure things like:
How many delegates did not attend.
How many delegates cancel at short notice.
Costs are another measure you could use.
There are plenty of measures to go at, if you would like to discuss this further give me a call on 01226 772256.
All the best.
Gordon.
perhaps measure impact on the organisation?
I agree with all suggestions, but would like to add some other areas which could be measured to determine what impact the centre is having on the orginisation, centred around evaluation e.g.
Pre & post course performance
in job
for example, if the learning is around sales techniques, do sales increase?
If the learning is around recruitment & selection does turnover decrease?
If the learning is about performance appraisal does the effective use of the system increase?
These would be time consuming to measure but would give quite meaningful information
Have fun!
Balanced Scorecard
The balanced scorecard concept had it’s genesis in 1990, on a one-year multi-company study called ‘Measuring Performance in the Organisation of the future.’
It involved the research arm of the KPMG Consultancy.
Good reading would be
Robert S. Kaplan & David P. Norton
The scorecard system was introduced to Renaissance Solutions as a vehicle for helping translate and implement strategy.
Search the Internet for above two names and you won’t go far wrong.
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