From the course: Organizational Learning and Development
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Moving beyond activity metrics
From the course: Organizational Learning and Development
Moving beyond activity metrics
Picture this, you've just wrapped up a major learning initiative, six months of work, significant budget, real effort from your team and your people. You walk into the review meeting and you present the results, 94% completion rate, average satisfaction score 4.6 out of 5, and 1,200 hours of learning delivered, spot on. The room nods, maybe some polite applause, and then the CFO asks you. So what did we get for that learning investment? And you don't have an answer. This is the activity metrics trap. It's one of the most common credibility problems that leaders face with organizational learning. It's not because the numbers are wrong, but because they're answering the wrong question. So activity metrics tell you what happened, but business impact indicators tell you what changed. And in a room full of senior leaders, only one of those matters. Activity metrics, completion rates, hours delivered, satisfaction scores, it's relatively easy to collect. It feels like proof. And for many…
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