The biggest problem wit h t he ROI claim is t he let t er I , which st ands for "I nvest ment ." Cont rary t o almost all t hinking in t his profession, t raining is not an invest ment - it is simply an expense. While "invest ment " sounds more import ant t han "expense," t raining is nonet heless, an expense. "I nvest ment " is a business t erm t hat implies t he adding of capit al t o an organizat ion. Unfort unat ely, "human capit al" does not qualify. Unt il a t raining vendor will sell a course t o you, and t hen buy it back for more t han you paid, you did not invest in t raining, you spent money on t raining. Pet er Drucker was right when he said, "Market ing and innovat ion make money. Everyt hing else is a cost ."
Not yet convinced it s wort h t he money t o spend on an expensive consult ant or t raining seminar? Read on.
True, it may t ake some t ime t o see ret urn on invest ment . However, in almost all cases, soft skills t raining is well wort h t he t ime and money in t he long run. As Nierenberg point s out , t he result s may not be immediat e but impr oving int eract ion and people skills leads t o bet t er assignment s down t he road. "Your most import ant element is your human capit al," she says. "Unless you have t he soft skills, you cant get t o t he hard skills."
Company management want s t o know t hat t he money t hey are spending on t raining is well spent . They want t o know t hat t hey are get t ing a sufficient ret urn on t heir t raining invest ment ( ROI ) . I mprovement fact ors include increased product ivit y, r educt ion of wast e, and improved employee ret ent ion.
Measurement of t raining ROI st art s wit h defining t he reasons and goals for t he t raining, det ermining how much t he t raining will cost , and verifying t he amount of ret urn.
Quest ions you may have t o include before you spend on t raining:
What is t he reason for t he t raining? What is t he invest ment in t raining? How is t he ret urn measured?
St art wit h t raining goals
A company may provide t raining t o t heir workers, managers, cust omers, and somet imes suppliers. The ult imat e reason for t raining Measuring ROI on Soft Skills Training An Approach Document See Change Consulting, India Web: http://www.seechangeworld.in Email: info@seechangeworld.com
t hem should be t o improve t he profit s and repeat business of t he company. I t is preferred t hat t his impr ovement is measur able, so t hat an effect ive ROI can be det ermined. I f t here are no well defined "measurable goals" t hen dont even st art t he t raining process.
Reasons t o t rain workers
The reason t o t rain workers and managers is so t hey will learn t o do t heir j obs bet t er or perhaps learn new skills or t echnologies t hat can be applied t o t he companys goals. Somet imes workers and managers are t rained t o sat isfy government requirement s, t o ensure safet y, or t o prevent lawsuit s or ot her forms of company loss. Managers are oft en t rained in people- handling skills. Also, companies may allow workers t o t ake t raining simply as a way t o keep t hem happy in t heir j obs.
I nvest ment in t raining
I n order t o t rain personnel a company must pay for t he development of t raining mat erial and t he t ime spent by t he t rainers in t he classroom. This is eit her absorbed t hrough an in- house t raining depart ment , paid t o out side t raining companies, or a combinat ion of t he t wo.
Cost s include paying for t ime off from work, paying t rainers, and t ravel and lodging expenses.
Time spent by workers
Workers and managers must oft en t ake t ime off from work t o at t end t raining classes. Not only is t he company paying wages for no work done, but it may also lose opport unit ies for more sales or product ivit y during t he absence of t he personnel. For off- sit e t raining, t he company may also have t o pay for t ravel and lodging. The burdened hourly rat e, est imat ed loss of product ivit y, and t raining expenses must be calculat ed.
Keep t rack of cost s
Obviously, if a company want s t o det ermine t heir ROI for t raining, t hey must account for all t he money spent , especially t he hidden expenses.
Measuring t he ROI
Measuring ROI on Soft Skills Training An Approach Document See Change Consulting, India Web: http://www.seechangeworld.in Email: info@seechangeworld.com
The great est fact or in measuring t he ret urn- on- invest ment for t raining is t he definit ion of what t he t raining is t o achieve. Measuring t he amount of money generat ed by a group before and aft er t he t raining, and t hen comparing t hat improvement wit h t he cost of t he t raining is t he way t o measure t he ROI .
I f no measurable goals
Very oft en t here are no specific or measurable goals t o achieve for a t raining session. This is especially t rue in many of t he "soft skills" t aught t o managers. I t is very difficult t o measure t he result s of a manager st yle t raining seminar. I n fact , t he goal for such t raining might be somet hing like: "To be a bet t er manager," what ever t hat means. I f t here is no way t o measure t he effect iveness of t he t raining, t he company might be bet t er off simply giving t he people money t o go on a vacat ion.
Having specific goals or Key Performance I ndicat ors ( KPI )
I f t he goal is t o improve t he product ivit y of a worker in a cert ain process, a met ric must be det ermined t hat leads t o a company bot t om line number. Before and aft er t raining measurement s must be made t o det ermine t he effect iveness of t he t r aining sessions. Then t he cost s involved in t raining t he personnel can be compared wit h t he real improvement of profit s t o det ermine it s ROI .
For example, safet y t raining has a specific goal of reducing t he accident rat e. St at ist ics can be made t hat will verify t he effect iveness of such t raining.
The reason t o t rain should be t o impr ove t he companys bot t om line. The invest ment in t raining consist s of t he cost of t he t raining and t he t ime spent by t he personnel from t heir j obs. By measuring t he effect on t he company profit s before and aft er t raining, and t hen comparing wit h t he cost s of t he t raining, a company can det ermine t heir ret urn- on- invest ment .
Key performance indicat ors
So t he best place t o st art is ident ifying key performance indicat ors ( KPI s) . But t hen what ?
"St art ing wit h t he KPI , ident ify t he key act ivit ies t hat have t o happen for successful achievement of t he measure and for each act ivit y, Measuring ROI on Soft Skills Training An Approach Document See Change Consulting, India Web: http://www.seechangeworld.in Email: info@seechangeworld.com
ident ify t he compet ency requirement s, especially t hose wit h most leverage over t he out come," says Tony Dunk, principal of HR consult ancy CDAs t raining and development business.
For example, t he KPI might be a cust omer ret ent ion measure, where one cont ribut ing act ivit y is t o reduce cust omer losses by dealing wit h complaint s effect ively, so a key soft skill is dealing wit h angry cust omers. I n t his case, Dunk says t hat we can measure t he cust omer losses bot h before and aft er t he dealing wit h angry cust omers t raining, quant ify t he improvement , and set it against t he cost of t he t raining.
"Where it is difficult is t o t ake a generic t raining Programme on handling difficult cust omers, and answer t he quest ion what is t he ROI for t he Programme when it isnt wit hin t he cont ext of a specific KPI ," says Dunk.
"This is why t raining depart ment s oft en find it difficult t o est ablish ROI for t heir curricula, because t heir needs analysis oft en drives generic development across t he organisat ion, wit hout a real underst anding of t he financial need being addressed in specific areas of t he business. That and t he fact t hat t hey only t end t o do it when t he budget comes under scrut iny."
Hence one needs t o keep in mind t hat ROI on generic programs is not really measurable.
Donald Taylor is st rat egic alliances dir ect or at management soft ware company I nfoBasis and chairman of t he Learning Technologies conference. He says t hat when calculat ing t he ROI on any t raining, result s need t o focus on core areas such as product ivit y, morale and st aff t urnover, which are in line wit h business needs and are of clear value t o t he organisat ion.
"I t s crucial t hat alignment t o business needs is done up front wit h t raining, so t hat when you are asked ret rospect ively whet her t here has been value added, you have clear answers," he says.
Skills audit
According t o Taylor, t his means ensuring t hat t raining is aligned t o an ongoing skills audit . "I f you are on t op of which skills each role requires and because roles are defined by business needs, it can illust rat e how t raining bridges t hat gap, " he says. Measuring ROI on Soft Skills Training An Approach Document See Change Consulting, India Web: http://www.seechangeworld.in Email: info@seechangeworld.com
Declan Mulkeen, market ing direct or at communicat ion and cult ural awareness t raining provider Communicaid, agrees t hat for soft skills t raining it is vit al t o underst and t hat effect ive programmes will have an impact on end behaviour.
"Once it is clear what changes in behaviour you require and you have det ermined t heir pot ent ial impact on business performance, it is possible t o t ranslat e t hem int o t angible met rics, which can be measured financially," he says.
Mulkeen cit es t he example of measuring t he ROI on cult ural awareness t raining given t o employees before being sent on an int ernat ional assignment . " Assignment s are very expensive for any organisat ion, wit h cost s t ypically four t o five t imes t he annual salary of t he employee. By providing pre- assignment t raining, you can reduce t he failure rat e. As you underst and what you want t o measure and possess a clear vision of t he out comes you require, it is t hen possible t o est ablish ROI ," he says.
However, Mulkeen does have a word of warning: on it s own ROI cannot det ermine whet her t raining has been t ruly successful. "Dont forget delegat e feedback, line manager and t eam 360- degree reviews as well as pre- and post - t raining assessment s and examinat ions. Ot her measures of t raining should always be considered t o evaluat e whet her it was a successful init iat ive," he adds.
Top t ips
1) Before measuring ROI , make sure t he t raining solut ion is aligned wit h core business needs 2) Use an ongoing skills audit t o provide evidence of why t raining in specific areas is needed 3) Be clear on obj ect ives and ident ify key performance indicat ors ( KPI s) t o measure t raining against 4) Est imat e out comes from t he st art do not st art t raining Programme unless t he init ial expect at ion of benefit s impr ovement is j ust ified by t he cost .
The benefit s t hat would be felt anyway whet her you do ROI calculat ion or not :
Whilst qualit at ive result s are hard t o quant ify, we believe t here are many t angible benefit s t o invest ing a lit t le more t ime t o ensure t hat Measuring ROI on Soft Skills Training An Approach Document See Change Consulting, India Web: http://www.seechangeworld.in Email: info@seechangeworld.com
soft - skills t raining is as effect ive as it can be. These include creat ing/ enabling:
a) Dynamic working cult ure Team members become bet t er equipped t o problem solve posit ively and proact ively, and t hey have t he det erminat ion t o st rive for excellence. b) Successful implement at ion of change - Effect ive leadership, individual mot ivat ion and improved communicat ion brings act ive involvement , and commit ment t o planned changes. c) I ncreased sat isfact ion I mproved communicat ion and an open, dynamic working cult ure improves overall sat isfact ion and commit ment . d) Reduct ion in st aff t urnover - A more sat isfied and commit t ed, less st ressed workforce is less likely t o move on. Salary and ot her benefit s become less import ant when t eam members feel respect ed appreciat ed and support ed. e) More efficient meet ings - Open and honest communicat ion and effect ive facilit at ion of meet ings saves t ime and improves collaborat ive problem solving and decision- making. f) Meet ing of deadlines More effect ive communicat ion and negot iat ion bet ween depart ment s means t hat t arget s are more likely t o be met because of increased t ransparency, t rust and rapport . g) I ncreased product ivit y Through effect ive leadership, improved mot ivat ion and communicat ion, individuals and t eams are bet t er equipped t o achieve result s. h) Saving of managerial t ime - I mproved t eam communicat ion and collaborat ive problem solving result s in fewer conflict s and fewer demands on management t ime. i) Reduct ion in complaint s I mpr oved collaborat ion, negot iat ion and resolut ion of problems result s in fewer grievances, and a reduct ion in int ernal and ext ernal complaint s.
I n summary, ' Soft Skills' Training can and does offer ROI t hrough sust ainable and valuable improvement s, part icular ly when:
1) I t is st rat egically linked t o individual, t eam and organisat ional needs 2) I t addresses individual, t eam and organisat ional at t it udes t o change 3) I t is support ed by on- going reinforcement s by managers and t eam members 4) I t is followed by real opport unit ies t o pract ice how t o .