Learning and Development

The Learning and Development function must be judged primarily by the same criteria as any other kind of management activity, namely its contribution to the efficiency, productivity, profitability and cost effectiveness of the organisation.

Assessment of learning and development must include a measurement of value as well as an identification of results.

Validation of a learning and development program.
A series of tests carried out on the subjects of a learning and development program designed to ascertain whether it has achieved its aim - ie. has it been successful in teaching what it sets out to teach (internal validation) and judged on the basis of its effectiveness, measured against specific yardsticks (such as improvement in quality or quantity of production or reduction in errors) whether the aim itself was realistically based on Learning and Development needs (external validation)

Evaluation
The measurement of the total value of some learning and development program in social as well as financial terms. Evaluation differs from validation in that it attempts to measure the overall cost benefit of the program or course and not just the achievement of its laid down objectives.

Investment Appraisal
If people are "our most valuable assets" then the provision of learning and development could be considered to be an 'investment' in the maintenance and enhancement of those assets. Thus, the money spent on the provision of learning and development should be appraised in a similar way to that used in the appraisal of a physical capital investment.

Value to Whom?

• to the individual (increased job satisfaction, increased earnings, less stress associated with work performance requirements)
• to the organisation - increased productivity, morale, prestige
• to the business as a whole - as against competition from other organisations in a similar business
• to the nation - eg. as a component of national productivity, higher standards of living etc.

Value against what?
Evaluation must involve some kind of comparison to assess the value of the Learning and Development provided compared with other possibilities.
For example:

• other learning and development activity or methods
• no learning and development
• recruitment of experienced (already fully developed) people
• spending money elsewhere (for example on new technology to replace some functions)

A process outline

Problem Area or Need

Level 1 Determine what has to be achieved in organisational terms Assess achievement towards organisational objectives
Level 2 Determine what changes of behaviour are therefore required Assess what changes of behaviour have been achieved
Level 3 Determine what has to be learned to bring about changed behaviour Assess what has been learned
Level 4 Design learning situation Assess reaction to learning situation