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Developing Human Capital: Using Analytics to Plan and Optimize Your Learning and Development Investments by Gene Pease, Barbara Beresford, Lew Walker

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CaseStudyLeadership Program at a Fortune 500 Financial Company

Chapter 7 focuses on getting more value out of the basics of learning evaluation. One of the key points is how to improve that value by improving the quality of the data collection instruments themselves. The discussion of survey design (see the section “Improving Level 1”) provides guidelines that are actually applicable to any type of survey. In fact, much Level 3 evaluation is often survey-based, gauging the learner’s perspective on his or her behavior change. Frequently such surveys also include the learner’s manager and peers to get a fuller understanding of the degree of change. The following case study demonstrates how a well-thought-out measurement strategy can use surveys, including those that already exist in an organization, to answer important business questions.

BACKGROUND

In the face of the market downturn in 2008 that led to rampant financial breakdowns and insecurities throughout the world, a Fortune 500 financial company hunkered down to ride out the storm. Senior leadership focused on keeping costs as low as possible. At the same time, human resources (HR) had a mandate to improve behaviors and develop human capital. In turn, HR focused on ensuring that everyone in a leadership position throughout the company adopted a uniform and comprehensive leadership philosophy.

Mayank Jain was the company’s Vice President of Workforce Planning and Strategy. He looked at the company’s leadership program and ...

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