Josh Bersin is the president and founder of Bersin & Associates, a leading industry research and advisory firm in enterprise learning and talent management. Bersin is the author of The Blended Learning Book from Pfeiffer, and The High-Impact Learning Organization and High Impact Talent Management.

• Introduction 1The Challenge of Training Measurement 1Need for New Measurement Models 3Structure of This Book 6Methodology for This Research 9A Personal Comment 10Chapter 1: General Principles of Training Measurement 131. Measurement Should Deliver Actionable Information 132. A Measurement Program Should Not Be Designed to Cost-Justify Training 203. Measure Training as a Support Function 224. A Measurement Program Must Meet the Needs of Multiple Audiences 265. Measurement Should Be a Process, Not a Project 276. The LMS Is a Foundation for Measurement 317. Dedicate Resources 338. Start Simply and Evolve Over Time 34Chapter 2: The Pros and Cons of Using ROI 37ROI Analysis Assumes That Training Is Treated as an Investment 38In-Depth ROI Measurements Are Often Diffi cult to Believe 42In Concept, the ROI of Training Should Be Extraordinarily High 44It is Very Difficult to Correlate Outcomes Specifically to Training 46How Do You Make ROI Actionable? 48Use of "Potential ROI" During Performance Consulting 48"Performance-Driven" Versus "Talent-Driven" Training 50Don't Let ROI Become "Return on Insecurity" 53Chapter 3: Limitations of the Kirkpatrick Model 57The Kirkpatrick Levels Are Not a Complete Model 58The Model Incorrectly Positions the Levels as a Hierarchy 62The Kirkpatrick Model Ignores the Role of Training as a Service-Delivery Function 63Kirkpatrick Misses Other Operational Measures 66One Alternative: The Six-Sigma Approach to Measurement 68Another Alternative: The Success Case MethodTM 68Chapter 4: The Impact Measurement Framework 71The Business Impact Model 73The Impact Measurement Framework 87Summary of the Framework 103Program versus Organizational Measures 103How to Use the Measurement Framework 106Summary of the Measurement Models 106Chapter 5: Implementation: The Seven-Step Training Measurement Process 109The Seven-Step Program Measurement Process 109Best Practices in Implementation 123How to Start 129Chapter 6: Measurement of Business Impact 139Simplifying the Problem 140Use Line-of-Business-Specific Measures 141Integrate with Performance Management Processes 148Chapter 7: Measurement of Alignment 153Caterpillar's Planning and Budgeting Process 154CNA Insurance Training Investment Model 156How Do You Measure Alignment? 157Chapter 8: Attainment: Measurement of Customer Satisfaction 163The Six Sigma Approach 163How Do You Operationalize the Measurement of Customer Satisfaction? 166Chapter 9: Measurement Tools and Technologies 169The Role of the LMS 169Training Analytics and Advanced Reporting 172The KnowledgeAdvisors Solution 174CLO Dashboard by Zeroed-In Technologies 175Chapter 10: The Journey Forward: Focus on What Matters 179Appendix I: Case Study A: Randstad Measures Onboarding 185Randstad Overview 185The Business Problem 186The Solution 187Results 191Lessons Learned 196Next Steps 196Appendix II: Case Study B: HP Develops an Integrated Measurement Process 199HP Measurement Goals 199HP Systematic Approach 200Designed to Deliver Actionable Information 202HP Solution: Standard Evaluation and Indicators 203Lessons Learned 206Appendix III: Research: The State of Training Measurement Today 209What Do Training Organizations Consider Important? 209What Do Training Organizations Actually Measure? 211Budgets for Training Measurement 212The Importance of a Business Plan 214How Do Organizations Measure Alignment? 215The Role of Performance Consulting 217Satisfaction with LMS Systems 218Is Enough Being Spent on Training Measurement? 219Demographics from the Survey 220Appendix IV: Examples of Learning Measurements 223Caterpillar University ROI Analyses 223DAU: Business-Focused Approach 223Cisco Sales Training 226Microsoft Learning 226Sprint University 229Appendix V: Specific Learning Measures 233Appendix VI: Training Analytics Specifications 235Introduction 2351.0. Business Measures 2352.0. Dimensions 2393.0. Hierarchy and Aggregation 2424.0. Computational Flexibility 2425.0. Security and Roles 2436.0. Dashboards 2447.0. Alerts and Report Subscriptions 2448.0. Extract, Transform, and Load 2459.0. General 24610.0. Creating Demonstration Scripts 246Index 249About the Author 259

Josh Bersin is the president and founder of Bersin & Associates, a leading industry research and advisory firm in enterprise learning and talent management. Bersin is the author of The Blended Learning Book from Pfeiffer, and The High-Impact Learning Organization and High Impact Talent Management.

• Introduction 1The Challenge of Training Measurement 1Need for New Measurement Models 3Structure of This Book 6Methodology for This Research 9A Personal Comment 10Chapter 1: General Principles of Training Measurement 131. Measurement Should Deliver Actionable Information 132. A Measurement Program Should Not Be Designed to Cost-Justify Training 203. Measure Training as a Support Function 224. A Measurement Program Must Meet the Needs of Multiple Audiences 265. Measurement Should Be a Process, Not a Project 276. The LMS Is a Foundation for Measurement 317. Dedicate Resources 338. Start Simply and Evolve Over Time 34Chapter 2: The Pros and Cons of Using ROI 37ROI Analysis Assumes That Training Is Treated as an Investment 38In-Depth ROI Measurements Are Often Diffi cult to Believe 42In Concept, the ROI of Training Should Be Extraordinarily High 44It is Very Difficult to Correlate Outcomes Specifically to Training 46How Do You Make ROI Actionable? 48Use of "Potential ROI" During Performance Consulting 48"Performance-Driven" Versus "Talent-Driven" Training 50Don't Let ROI Become "Return on Insecurity" 53Chapter 3: Limitations of the Kirkpatrick Model 57The Kirkpatrick Levels Are Not a Complete Model 58The Model Incorrectly Positions the Levels as a Hierarchy 62The Kirkpatrick Model Ignores the Role of Training as a Service-Delivery Function 63Kirkpatrick Misses Other Operational Measures 66One Alternative: The Six-Sigma Approach to Measurement 68Another Alternative: The Success Case MethodTM 68Chapter 4: The Impact Measurement Framework 71The Business Impact Model 73The Impact Measurement Framework 87Summary of the Framework 103Program versus Organizational Measures 103How to Use the Measurement Framework 106Summary of the Measurement Models 106Chapter 5: Implementation: The Seven-Step Training Measurement Process 109The Seven-Step Program Measurement Process 109Best Practices in Implementation 123How to Start 129Chapter 6: Measurement of Business Impact 139Simplifying the Problem 140Use Line-of-Business-Specific Measures 141Integrate with Performance Management Processes 148Chapter 7: Measurement of Alignment 153Caterpillar's Planning and Budgeting Process 154CNA Insurance Training Investment Model 156How Do You Measure Alignment? 157Chapter 8: Attainment: Measurement of Customer Satisfaction 163The Six Sigma Approach 163How Do You Operationalize the Measurement of Customer Satisfaction? 166Chapter 9: Measurement Tools and Technologies 169The Role of the LMS 169Training Analytics and Advanced Reporting 172The KnowledgeAdvisors Solution 174CLO Dashboard by Zeroed-In Technologies 175Chapter 10: The Journey Forward: Focus on What Matters 179Appendix I: Case Study A: Randstad Measures Onboarding 185Randstad Overview 185The Business Problem 186The Solution 187Results 191Lessons Learned 196Next Steps 196Appendix II: Case Study B: HP Develops an Integrated Measurement Process 199HP Measurement Goals 199HP Systematic Approach 200Designed to Deliver Actionable Information 202HP Solution: Standard Evaluation and Indicators 203Lessons Learned 206Appendix III: Research: The State of Training Measurement Today 209What Do Training Organizations Consider Important? 209What Do Training Organizations Actually Measure? 211Budgets for Training Measurement 212The Importance of a Business Plan 214How Do Organizations Measure Alignment? 215The Role of Performance Consulting 217Satisfaction with LMS Systems 218Is Enough Being Spent on Training Measurement? 219Demographics from the Survey 220Appendix IV: Examples of Learning Measurements 223Caterpillar University ROI Analyses 223DAU: Business-Focused Approach 223Cisco Sales Training 226Microsoft Learning 226Sprint University 229Appendix V: Specific Learning Measures 233Appendix VI: Training Analytics Specifications 235Introduction 2351.0. Business Measures 2352.0. Dimensions 2393.0. Hierarchy and Aggregation 2424.0. Computational Flexibility 2425.0. Security and Roles 2436.0. Dashboards 2447.0. Alerts and Report Subscriptions 2448.0. Extract, Transform, and Load 2459.0. General 24610.0. Creating Demonstration Scripts 246Index 249About the Author 259

Josh Bersin is the president and founder of Bersin & Associates, a leading industry research and advisory firm in enterprise learning and talent management. Bersin is the author of The Blended Learning Book from Pfeiffer, and The High-Impact Learning Organization and High Impact Talent Management.

• Introduction 1The Challenge of Training Measurement 1Need for New Measurement Models 3Structure of This Book 6Methodology for This Research 9A Personal Comment 10Chapter 1: General Principles of Training Measurement 131. Measurement Should Deliver Actionable Information 132. A Measurement Program Should Not Be Designed to Cost-Justify Training 203. Measure Training as a Support Function 224. A Measurement Program Must Meet the Needs of Multiple Audiences 265. Measurement Should Be a Process, Not a Project 276. The LMS Is a Foundation for Measurement 317. Dedicate Resources 338. Start Simply and Evolve Over Time 34Chapter 2: The Pros and Cons of Using ROI 37ROI Analysis Assumes That Training Is Treated as an Investment 38In-Depth ROI Measurements Are Often Diffi cult to Believe 42In Concept, the ROI of Training Should Be Extraordinarily High 44It is Very Difficult to Correlate Outcomes Specifically to Training 46How Do You Make ROI Actionable? 48Use of "Potential ROI" During Performance Consulting 48"Performance-Driven" Versus "Talent-Driven" Training 50Don't Let ROI Become "Return on Insecurity" 53Chapter 3: Limitations of the Kirkpatrick Model 57The Kirkpatrick Levels Are Not a Complete Model 58The Model Incorrectly Positions the Levels as a Hierarchy 62The Kirkpatrick Model Ignores the Role of Training as a Service-Delivery Function 63Kirkpatrick Misses Other Operational Measures 66One Alternative: The Six-Sigma Approach to Measurement 68Another Alternative: The Success Case MethodTM 68Chapter 4: The Impact Measurement Framework 71The Business Impact Model 73The Impact Measurement Framework 87Summary of the Framework 103Program versus Organizational Measures 103How to Use the Measurement Framework 106Summary of the Measurement Models 106Chapter 5: Implementation: The Seven-Step Training Measurement Process 109The Seven-Step Program Measurement Process 109Best Practices in Implementation 123How to Start 129Chapter 6: Measurement of Business Impact 139Simplifying the Problem 140Use Line-of-Business-Specific Measures 141Integrate with Performance Management Processes 148Chapter 7: Measurement of Alignment 153Caterpillar's Planning and Budgeting Process 154CNA Insurance Training Investment Model 156How Do You Measure Alignment? 157Chapter 8: Attainment: Measurement of Customer Satisfaction 163The Six Sigma Approach 163How Do You Operationalize the Measurement of Customer Satisfaction? 166Chapter 9: Measurement Tools and Technologies 169The Role of the LMS 169Training Analytics and Advanced Reporting 172The KnowledgeAdvisors Solution 174CLO Dashboard by Zeroed-In Technologies 175Chapter 10: The Journey Forward: Focus on What Matters 179Appendix I: Case Study A: Randstad Measures Onboarding 185Randstad Overview 185The Business Problem 186The Solution 187Results 191Lessons Learned 196Next Steps 196Appendix II: Case Study B: HP Develops an Integrated Measurement Process 199HP Measurement Goals 199HP Systematic Approach 200Designed to Deliver Actionable Information 202HP Solution: Standard Evaluation and Indicators 203Lessons Learned 206Appendix III: Research: The State of Training Measurement Today 209What Do Training Organizations Consider Important? 209What Do Training Organizations Actually Measure? 211Budgets for Training Measurement 212The Importance of a Business Plan 214How Do Organizations Measure Alignment? 215The Role of Performance Consulting 217Satisfaction with LMS Systems 218Is Enough Being Spent on Training Measurement? 219Demographics from the Survey 220Appendix IV: Examples of Learning Measurements 223Caterpillar University ROI Analyses 223DAU: Business-Focused Approach 223Cisco Sales Training 226Microsoft Learning 226Sprint University 229Appendix V: Specific Learning Measures 233Appendix VI: Training Analytics Specifications 235Introduction 2351.0. Business Measures 2352.0. Dimensions 2393.0. Hierarchy and Aggregation 2424.0. Computational Flexibility 2425.0. Security and Roles 2436.0. Dashboards 2447.0. Alerts and Report Subscriptions 2448.0. Extract, Transform, and Load 2459.0. General 24610.0. Creating Demonstration Scripts 246Index 249About the Author 259