1
Evaluating Training ROI with
Learning Intelligence
by Mark Place
with Kurt Crisman, John Zonneveld
Training is a critical component in any
organization’s strategy for innovation
and/or continuous improvement. For
example, corporate health and safety
programs train personnel in the hope
that they will reduce workplace ac-
cidents, whether mandated by OSHA
regulations or by the company. Yet,
training is an area where the actual
return-on-investment (ROI) is uncer-
tain.
Is the training program effective?
How can the program be im-
proved?
Did the program achieve the de-
sired results at the lowest possible
cost?
Given the large U.S. expenditure in
training, it is important to develop
tools that will help companies answer
these questions and improve the mea-
surement of training effectiveness.
These tools need to provide both a
methodology to measure, evaluate,
and continuously improve training, as
well as the organizational and techni-
cal infrastructure (systems) to imple-
ment the methodology.
Measuring Organizational
Results
Training ROI calculation requires the
measurement of organizational re-
sults. Those results may be directly
related to training operations, such as
course enrollments and completions,
assessment scores, and the results of
feedback forms and surveys. Other
results may be tied to performance
data on an individual, department,
or business unit level. Unless training
program exists simply for the sake of
training, measurements should in-
clude non-training performance data.
Selected metrics, such as sales, cus-
© Latitude Consulting Group 888-577-2797 www.latitudecg.com
EXECUTIVE SUMMARY
Training ROI calculation requires the measurement of organizational results. Unless training pro-
grams exist simply for the sake of training, measurements should include non-training perfor-
mance data. When evaluating training impact on individual behavior and business results, data
collection requirements extend beyond course delivery. Individual performance data e