This question, present every time we start a training and development program for staff, haunts us without being able to give an evident satisfactory answer despite the efforts and resources that we dedicate each year to seminars, workshops and conferences.
In recent years, tools have been developed and implemented to measure the impact of training and verify the return on investment.
Some of these instruments measure the improvement in job performance and develop models that allow establishing the learning curve in each of the participants in the training activities.
Other models measure the closing of the gap between the competencies expected by the organization and the 'potential' in the candidates who participate in training and coach programs aimed at behavioral learning.
On the other hand, and I believe I am not mistaken, the great expectation of those who have the responsibility of managing the training processes is to be able to measure the results of development and training interventions in tangible economic results: more income, more clients and greater positioning in the market.
However, I think it is important to be clear about the difference between productivity and competitiveness to ask ourselves if it is possible to guarantee the commercial and financial results of the organization from the training interventions.
It is of great impact to measure training and its results, but in terms of improved productivity and in terms of competent people and teams that guarantee a product or service according to customer expectations.
Tying the impact of training to corporate results is still a chimera, since it is ignoring the natural forces of the market, currency fluctuation, competitor decisions and many other factors for which the intention is not designed. of staff training.
It is true that the results are often quite disappointing and even frustrating, especially when considering the resources devoted to increasing teamwork, negotiation skills, communication and other issues related to the major concerns of the organization.
For this reason, by embracing a training and development program that promises measurable and observable results, we are skeptical that it is possible and are confident that this time things will be different.
I think we can expect a lot from training as long as it is understood as a support to the development of corporate strategy and we are aware of its scope and also its limitations.
