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Training ROI


My training department run many Management skills courses and I would like to know how I can measure ROI?
Darren Uren

7 Responses

  1. ROI on management/leadership training
    Hi Darren,

    My compaany provides 360-degree feedback survey services for leadership and other professional development purposes, and one of the things that we offer when running 360-feedback projects is an evaluation.

    Two fairly simple approaches are used. One approach uses the Kirkpatrick model, sourcing structured feedback from all who have taken part (respondents as well as the survey subjects). Getting line managers of the survey subjects to identify a financial return at the Level 4 evaluation reveals some interesting data.

    The second approach requires a before and after 360, and the (albeit rough-and-ready) calculation which is described in this video link:

    It’s not perfect, but it is a useful starting point.


  2. Return on Investment

    Have you looked at the Investors in People profile tool ? One of the changes to the standard in 2005 centred on evidencing roi.


  3. Other discussion thread
    Hi Darren,

    I don’t know if this is ok with the mods, but there’s a good discussion on training ROI on CLOnetwork in the discussion boards.

    All the best.

  4. Be clear on the outcomes
    Hi Darren

    I think for any meaningful measurement of ROI you need to be very clear on the outcomes that you want from any courses you run.

    These might be tangible, such as reduction in staff turnover or intangible such as cross organisational working.

    It is worth taking the time to be clear on what you want to be different.

    Duncan Brodie
    Goals and Achievements

  5. E Mail
    If you send me an e mail I’ll send you a case study explaining the process and the necessary spreadsheet and supporting paperwork to undertake such an activity.

    [email protected]

  6. Outside information
    Dear Alex

    In answer to your question, yes, it’s absolutely fine to let the community know about discussions that are going on elsewhere that you feel are interesting and thought provoking. We even run a Browser column which looks at what is happening elsewhere on the Web. Sharing of information is central to the success of the Any Answers forum, which is incredibly well supported by the community.

    Advertising and self promotion is another matter, and we do try to prevent this – but we believe the overwhelming majority of people answer questions as they genuinely want to help.
    I am constantly heartened by the generosity of spirit that is on display here on the forum.

    Best wishes

    Susie Finch, Editor, features

  7. Start with the end in mind
    Hi Darren

    I agree with Duncan – start with the end in mind – for me, this is two-fold:

    What ‘generic management competencies’ are critical to the organisation e.g. planning and control ?

    What leadership behaviours are required to move the organisation forward at this stage in its growth ? e.g. critical thinking / networking etc. Factored into this will be the facets of culture the organisation seeks to promote. Rather than being formulaic, this element should constantly evolve in line with business strategy.

    Having established baseline measures (e.g. competency framework / individual objectives / Investors, etc), there are a number of strategies you can use to measure effectiveness, whether they be individual (360 / links to appraisals), involve the tracking of ‘hard data’ e.g. sales revenue, retention etc. or the opinion of a wider audience (e.g. employee surveys).

    Typically, your choice of evaluation strategy will be influenced by factors such as resource, cost and the level of business buy-in there is for supporting the process.

    In conclusion, aim for business alignment, both in programme design, and by selecting evaluation measures that are meaningful to your stakeholders. This is the difference between the programme being seen as an ‘HR initiative’ vs a building block in the organisation’s success.

    All the best,
    Angela Robinson

    Progressive Learning Limited


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