1. Practical approaches to return on investment Recap on Kirkpatrick Return – Self-assessed learning application – Use of organisational impact objectives (OIOs) – Means of assessing ROI Investment – Match application results to time spent on L&D – Align activity to strategic imperatives via OIOs – Understand suppliers better Martin Clubb Development Limited – martin_clubb@hotmail.com – 07714 711169martin_clubb@hotmail.com

2. Recap on Kirkpatrick Level 12341234 Focus Reaction to learning Learning retention- increase in knowledge /capability Learning application – behavioural improvement Impact of learning application (return) Martin Clubb Development Limited – martin_clubb@hotmail.com – 07714 711169martin_clubb@hotmail.com

3. Self-assessed learning application Knowledge, skills and behaviours : KSB A= KSB before training, say 30% B = KSB 3-6 months after the training, say 70% C = Change due to training, say 75% D = Proportion of time spent on KSB, say 50% Improvement: (B – A) x C x D = (70 – 30) x 75 x 50 = 15% Martin Clubb Development Limited – martin_clubb@hotmail.com – 07714 711169martin_clubb@hotmail.com

4. Self-assessed learning application Weaknesses Subjectivity of participant assessment ‘KSB before‘ are inflated – ‘don’t know what they don’t know’ (unconscious incompetence) Application time differs by person/course No account of investment cost (is it really worth paying ten times more for a 15% than 5% improvement?) Martin Clubb Development Limited – martin_clubb@hotmail.com – 07714 711169martin_clubb@hotmail.com

5. Self-assessed learning application Challenges Feedback completion Sample size of response Client buy-in Desire to receive the results (could be bad news!) Martin Clubb Development Limited – martin_clubb@hotmail.com – 07714 711169martin_clubb@hotmail.com

6. Use of organisational impact objectives Measure the impact of development activity on the organisation, rather than on the individual Challenges: Getting client engagement (hence the value sheet!) Wording objectives to assist in identifying evaluation measures Obtaining a control population Martin Clubb Development Limited – martin_clubb@hotmail.com – 07714 711169martin_clubb@hotmail.com

7. Means of assessing ROI Example: use the 15% improvement from before If the individual has a sales target of £30k per annum, define this as their value. A 15% performance improvement could then mean you are obtaining 15% of extra value: £4.5k If course attendance cost £500, ROI is 9 (4.5/0.5) Calculate ROI for all attending to get an average of, say, 8. Compare the ROI for this course against that for others. Warning: This approach has plenty of weaknesses/challenges! Other measures of value can be used, also with this caveat. Martin Clubb Development Limited – martin_clubb@hotmail.com – 07714 711169martin_clubb@hotmail.com

8. Investment Match application results to time spent on L&D Know how the team spend their time Spend most time on areas with the best results Assess link between participant cancellation rates and areas with the worst results Martin Clubb Development Limited – martin_clubb@hotmail.com – 07714 711169martin_clubb@hotmail.com

9. Investment Align activity to strategic imperatives via OIOs Is the right amount of time and money invested relative to the OIOs for the development activities? Martin Clubb Development Limited – martin_clubb@hotmail.com – 07714 711169martin_clubb@hotmail.com

10. Investment Understand suppliers better : Ask for, and give, regular feedback Use supplier contracts Consider negotiating on cancellation rates and expenses Compare rates to your marketplace Suppliers: consider what is cheap for you and valuable to the client in the current environment Martin Clubb Development Limited – martin_clubb@hotmail.com – 07714 711169martin_clubb@hotmail.com