Your level 1 & 2 results have been great but how are things going in the real world, in the workplace, and away from the formal learning?


In article 6 we set up our monitoring systems early in the design phase knowing that we needed to monitor on-the-job behaviour and the short- and medium term metrics that would tell us the learning was having an impact on performance and results, we are looking for the connections. We did this by partnering with the organisation so that they wanted to be part of the monitoring and the metrics we collect already had credibility with them. We’ve now started to roll out the learning and the early observations of behaviour change and the resulting metrics are coming in. Hmm interesting results, in some areas we are seeing some really positive results but in others we’re not getting what we expected, the dial isn’t moving, what’s going on? Well, the good news is that we know this, we know that the results are mixed, our monitoring is working. But what to do? Well, this depends on the relationships and partnerships we’ve built with the organisation because somehow, we have to find out what’s really happening in the workplace, why it’s working in some areas and not in others. What you will find is that it is most likely to be the support and accountability package that’s working or not. There are many reasons this could be due to, ranging from process issues, leadership issues, cultural issues, lack of personal accountability and the list goes on, but we must find out. If things are working, great, we need to understand what’s driving the outcomes, personal determination, great leadership, good systems of accountability, which things are working? We can use these to talk of best practice and use them in future. If things are not working, what can we do to adjust the program? What support can we provide? Who can help change the situation? Which allies can we use to help get the program back on track? The adjustment depends on the findings, but once we know we need to use our stakeholders once again at both strategic and tactical level to get things back on track and moving in the right direction.

This section of the model, monitor and adjust, is key to the overall success of our programs. To do well in this area relies on us as learning and performance professionals building strong relationships and partnerships with our organisations at both strategic and tactical levels so that we have earned their trust and they believe we are truly there to help them get the results they seek. If we can do this then our love affair has moved from one with just  learning to one with learning, performance and results within our organisations.

For more information and any help with implementing an evaluation framework please reach out to us.

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