711 - The Real ROI: How Business Leaders Evaluate Learning Investments
Following the learning process, training practitioners have one objective: demonstrating that their efforts deliver business value. You may fear the moment business leaders question how your work delivers value to the organization. However, a program's return on investment (ROI) may be affected by how your leaders conduct an ROI evaluation. The most accurate ROI is discerned by differentiating between expenses and investment, as well as evaluating the cash-flow impact on major business initiatives and the cost impact within the evaluation of breakeven analysis. In this session, we will discuss how to demonstrate your training initiative's value using fundamental business and financial rules that leaders learn and apply within an operational context.
In this session, you will discover how their business and operational leaders actually evaluate the value and viability of allocating money to a variety of support investments, such as learning and elearning requirements. You will first learn how to differentiate between a training expense and a learning investment and why the two are valued differently. You will then discover the impact tangible learning investment, such as learning technologies, have on the financial results of the initiative they are asked to address. You will see that operational leaders value learning and it is not solely dependent on the financial outcomes as many learning practitioners continue to believe. Finally, you will learn about the qualitative criteria leaders address and the common questions leaders will ask learning practitioners to answer to allow them to make more informed decisions regarding learning initiatives and ensuring learning delivers performance value.
In this session, you will learn:
- To define how operational leaders see training
- To explore how leaders define investment
- To evaluate a learning initiative's financial impact
- To identify a learning initiative's qualitative expectations
Developers, managers, senior leaders, project managers
If available, attendees may use a calculator function to address cost-volume-profit calculation. Evaluate the capital expenditure evaluation applying a net present value calculation.