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Learning Analytics

Measurement Innovations to Support Employee Development

Utilize organizational data to make better decisions about managing the learning and development of your workforce.
EAN: 9780749476304
Edition: 1
Published:
Paperback
Format: 235x155
256 pages

About the book

Faced with organizations that are more dispersed, a workforce that is more diverse and the pressure to reduce costs, CEOs and CFOs are increasingly asking what the return on investment is from training and development programmes. Learning Analytics provides a framework for understanding how to work with learning analytics at an advanced level. It focuses on the questions that training evaluation is intended to answer: is training effective and how can it be improved? It discusses the field of learning analytics, outlining how and why analytics can be useful, and takes the reader through examples of approaches to answering these questions and looks at the valuable role that technology has to play. Even where technological solutions are employed, the HR or learning and development practitioner needs to understand what questions they should be asking of their data to ensure alignment between training and business needs.

Learning Analytics enables both senior L&D and HR professionals as well as CEOs and CFOs to see the transformational power that effective analytics has for building a learning organization, and the impacts that this has on performance, talent management, and competitive advantage. It helps learning and development professionals to make the business case for their activities, demonstrating what is truly adding value and where budgets should be spent, and to deliver a credible service to their business by providing metrics based on which sound business decisions can be made.

About the authors

John R. Mattox II

John R. Mattox II is a senior measurement consultant with the Corporate Executive Board (CEB) and helps clients develop measurement strategies and measure the impact of training on critical business measures. Prior to this, John was director of research at KnowledgeAdvisors and led training evaluation teams at KPMG, PwC and Arthur Andersen.

More about John R. Mattox II

Mark Van Buren

Mark Van Buren is the HR Research Leader at CEB, where he runs projects for its Talent Management Labs. He has worked with hundreds of organizations to respond to a clear shift in employee preferences for learning and an increase in employee-driven, technology-enabled development. Prior to joining CEB in 2002, Mark directed research and benchmarking on L&D trends at the American Society for Training and Development (now ATD).

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Jean Martin

Jean Martin is executive director of CEB. As CEB's talent solutions architect, she leads its insight and product development in talent management. Jean regularly presents to executive teams including Bombardier, Intel, Cisco, BBVA and Eskrom, among others. Her work has appeared in publications such as Harvard Business Review, the Economist, Fortune, The Wall Street Journal, Bloomberg and Forbes.

More about Jean Martin

John, Jean and Mark start where others stop. The point is that analytics is more than just ROI calculations. Three key points are: first, the game belongs to prediction. You can't change the past, but you can learn how to apply it in predictive methods. Second, data integration generates leverage....Third, it's all about application. We can't just dump findings on management. We have to be partners in using the outcomes to run the organizations more effectively. John and company do a great job of leading the reader through these points.

Dr Jac Fitz-enz, author and founder of the Saratoga Institute