Get a better understanding of Anderson's Value of Learning model, which outlines a three-stage learning evaluation cycle that’s meant to be applied at the organization level, rather than for specific learning interventions.
What’s the problem?
According to Brandon Hall’s Learning & Development Benchmarking study, 73% of organizations have learning strategies that are highly aligned to business goals. Oftentimes, the expectations for training programs do not align with business goals.
Suppose a manufacturing company knows they have limits with the output and quality of their products. If the training department creates a program to increase the productivity of their sales team, the training program might actually hurt the business if it increases sales. Customers would be left waiting as production levels struggled to keep up. Training was not delivered where it was needed—in manufacturing productivity.
What’s the model?
The Value of Learning model emphasizes the importance of aligning the learning function with the organization’s strategic priorities. It focuses on evaluation of learning strategy, rather than individual programs. This model provides a three-stage cycle to address the evaluation and value challenge:
Determine current alignment against strategic priorities.
Use a range of methods to assess and evaluate the contribution of learning.
Establish the most relevant approaches for your organization. What measures should I use?
Depending on your stakeholders’ values, Anderson’s model recommends evaluating different categories of measure. These categories are outlined in the following table: