6 People Leaders Share The Effectiveness Of Their L&D Programs

Adding value to employee experience and workplace culture

Elaborate on one of your successful L&D programs and how you accurately measure the effectiveness?
 

To help you best measure the effectiveness of your learning and development (L&D) programs we asked HR managers this question for their best insights. There are several L&D programs discussed along with how best to evaluate their effectiveness to help add value to the employee experience and workplace culture.

Here are six L&D programs and their effectiveness these HR leaders shared from their workplaces:
1.    Seasonal Mentoring Program
2.    Testing Training Program Before Rolling Out
3.    Focusing on Behavior Change
4.    Measuring the Benefits of On-the-Job Training
5.    Transferring Skills in Carrying Out Everyday Tasks
6.    Focus on Employee Development

1. Seasonal Mentoring Program

Our company started an intensive mentorship program to smoothen the onboarding process for seasonal hires and ensure quality performance from fresh, temporary team members. We measure the program's effectiveness by soliciting feedback from mentors and mentees throughout the process and at the end of the quarter. We also monitor client satisfaction surveys and reviews to gauge how this L&D program ultimately impacts the customer experience. Michael Alexis, CEO, TeamBuilding

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2. Testing Training Program Before Rolling Out

Last year, we implemented a successful L&D program that accurately measured the effectiveness of our training programs. The first step was to develop a comprehensive assessment process that included pre- and post-tests, interviews, and focus groups. We then piloted the program with a group of employees and solicited feedback. Based on the feedback, we made adjustments to the program before rolling it out to the entire firm. We also established a baseline for measuring progress and set goals for each employee. Finally, we created a system for tracking individual progress and regularly assessing results. As a result of this program, we saw a significant increase in employee satisfaction and retention. Our training programs also became more effective and efficient. Antreas Koutis, Administrative Manager, Financer

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3. Focusing on Behavior Change

When designing our most recent L&D program, we wanted to move away from simply focusing on content and delivery. Instead, we wanted to focus on driving profound and enduring behavioral change that would have a greater impact on our organization. Our starting point was to define the desired behaviors we wanted to encourage. For example, one of our goals was to encourage more team collaboration. Next, we designed our L&D program to develop those behaviors, not just through delivering content, but also through practice, reflection, and discussion. Finally, we identified the criteria we would use to measure these behaviors. Dean Kaplan, CEO, The Kaplan Group

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4. Measuring the Benefits of On-the-Job Training

We highly value on-the-job training, as it offers a number of advantages to both our employees and the business as a whole. For employees, on-the-job training provides an opportunity to develop new skills and knowledge in a real-world setting, whilst also helping to build confidence. This can be particularly beneficial for those who are either new to the industry, or are seeking to transition into a new role. For businesses, on-the-job training can be an effective way to boost employee retention and engagement. When measuring the effectiveness of on-the-job training, it is important to consider a variety of factors, such as employee satisfaction, job performance, and retention rates. By taking a holistic approach to evaluation, businesses can gain insights into the overall impact of this type of training. It is also extremely important to use these insights to tweak and improve your approach, as old training strategies can quickly become obsolete in the face of changing practices. Teresha Aird, Chief Marketing Officer & HR Lead, Offices.net

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5. Transferring Skills in Carrying Out Everyday Tasks

One way to measure the effectiveness of your L&D program is to look at how well employees can transfer what they have learned in the program to their everyday work. Do they feel more confident in their abilities? Are they able to complete tasks more quickly and efficiently? By asking these sorts of questions, you can successfully measure the effectiveness of the programs and look at employee satisfaction levels. Are employees happy with the program? Are they engaged and motivated to continue learning? The best way to gauge the success of an L&D program is to see how it impacts the bottom line. Has there been an increase in productivity and a decrease in customer complaints? If so, that can lead to an increase in sales and productivity overall. By looking at these factors, you can get a clear picture of whether or not your L&D program is having a positive impact on your business. Tracey Beveridge, HR Director, Personnel Checks

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6. Focus on Employee Development

The L&D program that we are most proud of is our focus on employee development. We strongly believe that employees are our most valuable asset and deserve the opportunity to grow within the company. To that end, we offer a variety of programs and resources to help employees develop their skills and knowledge. We also place a strong emphasis on feedback and performance management to ensure that employees are constantly growing and improving. To measure the effectiveness of our employee development programs, we track a variety of metrics including employee engagement, retention, and skills development. We also regularly solicit feedback from employees to get their perspectives on how the programs are working and what could be improved. Based on this feedback, we continuously improve our programs to ensure that they are meeting the needs of our employees. Linda Shaffer, Chief People Operations Officer, Checkr

 

Author Bio

Brett Farmiloe is the Founder / CEO and currently the CHRO of Terkel.io. Brett is an SHRM Influnecer and has also been a keynote speaker at several state SHRM conferences around the topic of employee engagement. Connect Brett Framiloe