Investment in people improves the performance of the organisation
Evidence 1. Top managers can describe the organisation's overall investment of time, money and resources in learning and development. 2. Top managers can explain, and quantify where appropriate, how learning and development has improved the performance of the organisation. 3. Top managers can describe how the evaluation of their investment in people is used to develop their strategy for improving the performance of the organisation. 4. Managers can give examples of how learning and development has improved the performance of their team and the organisation. 5. People can give examples of how learning and development has improved their performance, the performance of their team and that of the organisation.
| What this means in practice Senior managers will be able to describe how much money, time and other resources have been invested in learning and development activity. They will be able to give significant examples from across the organisation of how the learning and development activity has helped to improve the organisation's performance. Senior managers will outline the benefits and learning points gained from investing in learning and development, and be able to describe how these benefits have contributed to the organisation's success. Senior managers will explain how the benefits gained have been fed into the planning and review processes, to explore how these benefits and any learning points can be built into the future plans for your organisation. By providing examples of the success of the investment in learning and development, people will be able to demonstrate their understanding of the improvements in performance gained by the team and by individuals. People will be able to describe how this success has helped improve the performance of your organisation as a whole. People will be involved in evaluating the learning and development, and they will see how their learning and development has improved their own performance their team's and the organisation's performance, too. People may describe how they were involved in evaluating the learning and development, and some people may contribute (with their managers) to the future planning process.
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Monitor the level of customer satisfaction and complaints |
Customer care training |
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Use staff surveys before and after activities to see what impact development has had |
Obtaining a better understanding of the relationships between training experiences and attitudes about job proficiency. |
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Gather customer feedback on the performance of particular teams of your organisation |
Customer care, project management, etc |
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Monitoring against key performance measures such as volumes of repeat business, sales, costs, market share or error rates |
Performance management or targeted initiatives in sales, marketing or quality |
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Rate of lost time through accidents in the workplace |
Health, safety and risk management training |
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Budgetary monitoring |
Financial management training |
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Rate of lost time through sickness and absence |
Attendance management, sickness absence or stress management training. |
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