Question: I’m a training manager who is trying to show management the impact of our function. It’s an uphill battle because training is not seen as very important by many of the managers, especially those at the top. Any suggestions for how I can advance my cause?
Answer: In my experience, this is an all too common occurrence. Training is seen as a drag on the bottom line, not a driver of business results. Historically, the kinds of metrics that have been used (i.e., training dollars spent, number of programs offered, number of attendees served, etc.) have not really done much to counter that perspective. In light of this, what is needed is a reframing of the role of training within the larger business context.
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