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Link - KEYWORD SEARCH RESULTS
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4 - PRIMARY Keyword matches for ARTICLE
Click on any Title to go to that site
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If you start and end all of your learning efforts by focusing on your organization's goals, you will never be asked to do an ROI analysis to justify your budget.
Dan Tobin
Organizational change processes have always had difficulty in justifying their ROI.
- How do you determine the savings from employees that you didn't need to hire because you've increased the productivity of your current employees?
- How do you determine the increase in revenue from clients that stay because of increased service?
- How do you determine the opportunity costs from not attracting quality employees?
- How do you determine the opportunity costs from prospects that didn't become clients?
- How do you determine the lost revenue from clients or prospects who left because they didn't receive the quality or service they expected?
- How do you capture and present the cost of time spent by employees looking for information that they need but can't find? (Texaco has attempted to do this, so have other studies)
- What is the cost of an employee that leaves because they don't have the information to do their job? (See What do They Need?)
- What is the cost of a distributor or marketing partner that cancels because you have ineffective processes?
- What's the profit generated by helping to develop and distribute a service or product to a client - faster, cheaper, with increased quality?
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Time is money.
By now, it should be obvious that traditional training or conventional courseware-based e-learning cannot meet the learning and development needs of an employee that uses real-time workflow technology to perform his or her job.
In a study sponsored by Safari a full 100 percent of technology workers reported that they had to stop their work several times a day to either look for information to do their jobs or to provide information to co-workers needing help. The study concluded that "the data shows technology workers spend an average of seven hours per week more than hours per month looking for answers, researching issues and solutions for problems, and helping colleagues do the same.
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ROINET
Type: Discussion Forum
Primary Key: Discussion Forum
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ROInet is created for HR/HRD professionals interested in evaluating and measuring human capital development, the effectiveness of learning and HR/HRD efforts and interventions, measuring return on investment (ROI) in HR development, Organization Development, e-Learning (including LMS/LCMS), EPSS, and Knowledge Management. Additional objectives of ROInet also include skills and performance assessment and approaches for intellectual capital and human capital
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The Impact of Training on Earnings - Differences between Participant Groups and Training Forms
September
Summary of Results
Our main results are:
. The impact of participation in training on income is significantly positive. Training comprises any of the following: courses and seminars, participation in trade fairs,
lectures, on-the-job training, quality circles, special tasks, and reading of specialist literature. Correcting for the endogeneity bias, the average treatment e?ect increases
from . to
. The effect of training on earnings differs for heterogeneous agents. High-skilled workers profit more from training than low-skilled workers, job entrants obtain a
higher earnings increase after participation in training than workers with a long job tenure, and workers with a temporary contract profit less from training than those
with a permanent job contract. If also the workers with no positive wage effects experience a productivity increase induced by training, the employers reap all the
gains from training.
. The increase in the income effects of training if endogeneity is taken into account, compared with the case where selection is assumed to be random, suggests that
our instrumental variables reduce the measurement error in the OLS regression and capture heterogeneous training returns more properly. This is plausible because our
dummy variable for training inadequately captures training intensity and training effort. The third possibility for this phenomenon, a negative selection into training,
seems unlikely given previous empirical evidence that training is seldom remedial.
. Without controlling for endogeneity, external training (i.e. participation at trade fairs, lectures, courses and seminars, and reading of specialist literature) has a significant
positive impact on wages, while the wage e?ect of internal training (i.e. on the job training, quality circles, and special tasks) is insignificant. Taking endogeneity
into account and instrumenting the training decision, the coe?cient of external training rises from . to ., internal training stays insignificant. Hence, participation
in internal training does not translate into higher earnings. Here again, only the employer seems to skim productivity increases from investments in human
capital (again assuming that employees’ productivity is increased by the training). Therefore, only external training has a significant and positive impact on earnings
and drives the result derived with a dummy for training participation.
. Our contribution can only present indirect evidence on who gains when workers train. We have been able to answer the question "who gains from training?" in
the sense of which type of employees profits from higher wages after participation in training. With our data, we were not able to present evidence for rent sharing
after investment in training between employer and employee. Nevertheless, using the indirect information of income increases and assuming that productivity increases
after training, we can make inferences about whether also the employer profits from training. Possibly, employers reap all the gains from the internal training measures
analyzed in the second part of the paper. This is also suggested by the empirical literature using firm data. In order to obtain clearer evidence, linked employer employee
panel data with detailed information on type, length and cost of training would be required, however.
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8 - SECONDARY Keyword matches for ROI
Click on any Title to go to that site
Click on any Primary Key to search by that keyword
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The Pillars of Insight Transformation outlined below should help business managers move past pure data analytics to create stronger, more valuable relationships from their CRM initiatives. Relevancy, Context, Timing, Emotive Factors
true ROI comes from the broader process of converting insight into actions that improve customer value
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When and how does fun enhance learning, motivation, engagement, and retention? What can we learn from recent work on emotion and design? What makes learning fun for different topics and different types of learners? What do recent studies of computer and video games teach us about designing online learning? When does fun turn into gaming instead of learning? Can current models for instructional design support the implementation of courses perceived to be more fun? Are there new instructional models needed for e-learning? What makes an e-learning technology effective under what circumstances? Which processes can better aid in the selection and use of these technologies? What are the factors influencing the design and delivery of a rich and compelling e-learning experience? Why are so many existing courses "page-turners" and how can the learner experience be better incorporated into all phases of course design, development, and evaluation?
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Lots and lots of links
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This site is jam packed with "how to" articles, templates and calculators in the tool box, dozens of white papers, time saving book summaries and links to the best sites on the net.
e-Learning Basics for Newbies
Systematic Design for e-Learning
Adult Learning Theory
Usability & Interface Design
Blended Learning
Selling Internally for Support
The ROI of e-Learning
Case Studies: Great ROI
Marketing Internally to Learners
Reusable Learning Objects & SCORM Issues
Managing e-Learning
Miscellaneous
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Levels One, Two, Three, Four
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This forum is set aside for the discussion of the ROI, effectiveness, and business impact of e-learning.
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HBX On-Demand Web Analytics from WebSideStory gives online marketers actionable insight to optimize their entire customer life cycle. HBX makes it simple to improve your marketing ROI, sales and revenue and increase customer satisfaction.
* Campaign Analytics * E-Commerce Analysis * Active Viewing Browser Plugin * Advanced Visitor Segmentation * Detailed Content Analysis * Web Site Navigation Analysis * Internal Search Tracking * Executive Dashboards * Powerful Custom Reports * Cross-Channel Integration
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So you've built yourself an intranet, and stocked it with useful information. But is anyone actually reading it?
To successfully run and grow your intranet, you should be asking questions such as:
* How heavily used is the intranet?
* Is the usage growing or falling?
* What are the most popular pages?
* There is important information on the intranet. Is it being read?
* Can users make sense of the intranet?
* Is the intranet navigation working?
* Has recent training and marketing increased intranet usage?
* When during the day is the intranet used?
* How much load is the intranet placing on the network?
* What pages are generating the most network traffic?
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