 Was It Worth It?Paul Leone Chapter Chapter 5 in Measuring and Maximizing Training Impact, 2014, pp 103-116 from Palgrave Macmillan Abstract: Abstract This is it—ROI. Hopefully you didn’t jump right to this chapter. Remember, Level 5 is part of an evolving evaluation story and should be extremely easy to present as long as you’ve already done a solid job showing there was actual behavior change (Level 3) and that behavior change had a measurable impact on some business metric (Level 4). In fact, your ROI is the part of your story that should have the greatest amount of buy-in because the important numbers and calculations that translate productivity improvements into monetary values should actually come right from the business. That is, once you’ve proven a certain metric increased by X percent, translating those increases into revenue or cost saves will be based on research and data that your business has already collected. While all productivity metrics might not be as simple and direct as sales, they all have their value to the business. Remember, if a business is tracking any metric closely, it’s because they already know how much it means to the bottom line. For example, if they track the number of new customers they acquire every month, they already know how much money (on average) each of those new customers will spend. Keywords: Leadership Training; Direct Report; Actual Behavior Change; Office Cost; Tomer Satisfaction (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-41048-1_6 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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