Assignment 2.

1: Learning Effectiveness Measurement: A New Approach for Measuring

and Managing Learning to Achieve Business Results
Summary
From the article, it is clear that many organizations do not know the impact in terms of
demonstrable results of the learning and the training they conduct. The author therefore discussed
some of the barriers that hinder HRD measurement including the retrospective tendency, confusion
on what constitutes learning effectiveness, low expectations and inability to identify meaningful
organizational measures. An approach that was used to address those challenges at IBM using an
LEM with five phases namely predictive, baseline, formative, in-process and retrospective
measurement is discussed. The definitions of these phases are outlined and the important points
clearly highlighted.
Critique
One thing that stood out on predictive measurement is the use of qualitative causal chains which
traces impacts of learning through a chain of causes and effects diagrammatically (Spitzer D. R,
2005). Their importance clearly comes out and this is quite insightful. An example of a causal
chain incorporating business results, organizational and team or individual performance indicators,
behaviors, skills and knowledge is demonstrated. This gave a deeper understanding on the role of
causal chains. An Example of a LEM conducted at IBM is outlined and the measurement data
through the five phases is outlined in a table. The article reinforced my understanding on the
impactful contribution of training to an organization for instance by increasing the productivity of
employees (Mulang, 2015).
Application
The numerous advantages gained by using the LEM approach brought out in the article, puts me
in a position to advise organizations in adopting this approach for measuring their learning
effectiveness, business value and risk of investment. These advantages include encouraging high
organizational expectations, ensures use of relevant learning logic, measures financial and non-
financial outcomes using qualitative and quantitative methods and it is unlikely to be misused for
justification purposes (Spitzer D. R, 2005).
Further Research
An important issue that requires further research is finding ways of helping HRD practitioners
using LEM to build the much needed new working relationships and partnerships.
References
Mulang A (2015), The Importance of Training for Human Resource Development in Organization;
Journal of PA and Governance, Vol. 5, No. 1.
Spitzer Dean R (2005), Learning Effectiveness Measurement: A New Approach for Measuring and
Managing Learning to Achieve Business Results; Advances in Developing Human
Resources, Vol. 7. No. 1, 55-70.