The following Case Studies outline some of the ways we work with our clients.
Case Study – Measuring the ROI from Training – Beyond the Happy Sheet!
This major organisation in the pharmaceutical industry has been running a one day management coaching workshop which has been attended by over 100 Key Account Managers (KAMs) over the past two years.
One of the challenges was the attendance of this workshop and taking KAMs off the road for a day who are under increasing pressure to achieve KPIs. It was therefore important to demonstrate the financial value and impact of this workshop to justify the benefits of attending not only to the KAMs but also to the business.
We agreed to conduct a small feasibility study using our ‘proof’ evaluation methodology on the workshop in order to give an indication of both the quantitative and qualitative returns which could be expected. This information would then allow them to make key decisions, based on the return on their investment, such as:
- Should they continue to run the workshop?
- Are the right people attending the training?
- What is the expected financial ROI and does it matter?
- How does the workshop add value to the business?
- What impact does it have on the people?
- Could the workshop be improved to deliver a greater return?
The ‘proof’ process involved gathering key information including direct and indirect costs, efficiencies and hard and soft measures such as behavioural change from 3 key areas of the business:
Organisation: Establishing the business drivers for the workshop and how it aligned with the business plan and strategy.
Processes: Looking at the internal training processes from inception through to review and follow-up. What metrics were in place to measure the effectiveness of the training and also how the learning was embedded on an on-going basis.
People: What impact did the training have on behaviour, activity and subsequent results.
Impact/Results: As a consequence of conducting the feasibility study, gathering evidence and analysing the data we were able to demonstrate the following:
- A specific ROI figure and comparison against best practice so a judgement could be made regarding potential adaptions or changes in order to increase the ROI.
- A specific financial uplift in sales which had been achieved due to direct application of the sales process outlined in the workshop.
- The valuation of ‘soft’ factors, including optimism and confidence.
- Longitudinal factors were identified including those areas which would generate continuing ROI and those where the impacts would decrease over time.
- Specific examples of good practice so that these can be reinforced in future and applied to other courses.
- Specific improvement points which would generate increased ROI – these included the process of embedding learning and the quantity of materials delivered by the training company.
- Improvements in both the sales and training processes were suggested as a result of the feedback.
- ‘Lessons learned’ were fed back and compared against best practice
“they took a holistic approach to conducting this study. They interviewed a significant number of workshop delegates and their managers to gather the information needed to provide a robust analysis. The analysis and subsequent recommendations have certainly proved useful in demonstrating the value of time and resource invested in these workshops”
Director of Training, Corporate Governance and EU Compliance
Case Study – The Power of ‘No’
We were tasked with creating a ‘Learning Bootcamp’ for a Digital Media organisation. Following some initial consultation, the whole approach was shelved as the concept and objectives were not robust enough to withstand professional external evaluation.
The decision to shelve the project by HR has been responsible to the saving of substantial sums of money and a loss of ‘face’ between functions in the organisation.
Case Study – Helping the Trainer
We were tasked by a training company to independently assess and verify the results they claimed from their training programmes. This was in order to demonstrate value in two areas: to resist the internal pressure to cut the programme and to help provide independent data for a subsequent re-tender process.
Immense kudos was gained from the end client at the initiative shown by the training company to subject themselves to this type of verification and we built processes with both parties to collect and analyse data. As a result of this, the end client now has new strategies to help them improve internal response rates for all their internal programmes.
The data clearly showed substantial returns, both in the results it generated as well as the shift in culture it had helped support.
The training company now proudly publicises its spectacular return on investment triumph on its website as well as having a regular review process to ensure it’s systems and processes are constantly delivering value.
ps – They won their tender…!
Despite their success, we worked closely with the training company to robustly challenge their design and ensure that even greater and more transparent results were created.
More details are available – contact us to see how these results can add value to your organisation
A Global Automotive Brand approached us to create an assessment method to allow us to independently assess the potential of the key people and teams within the dealer network.
We have been working with Group Retail Development for over 3 years providing an independent assessment of the human capital risks of both well-established under-performing and potential new operators. Our input helps them to ‘de-risk’ their decision making process and financial investment when they are considering whether existing operators have the potential to address their issues, get the business back on track and achieve revenue expectations. And, if new operators have what it takes to grow a successful retail business.
Specifically, we use a proven methodology with each individual; profiling their current capability; mapping this against role and business requirements; assessing growth potential against the business strategy; and establishing human risks to success. We then provide independent guidance to the key decision makers.
As a result of our recommendations and contribution to the decision making process they have been able to:
• Decide if a new operator is the ‘right fit’ for the dealership and whether they have the potential to succeed.
• Help and support several franchisees that have clearly shown they have the potential to succeed, re-align with the brand and get back on track, with clear development plans for the people involved.
• Implement major changes such as restructuring the franchise and identifying and addressing management issues in order to warrant on-going financial investment and confidence that results will be achieved.
“The recommendations and guidance have been invaluable and without their input we would not have been able to make well informed decisions regarding the potential of either existing or new operators”
Head of Group Risk Management
Working with a Global Brand headquartered in the UK, we were tasked with creating and delivering a UK Management programme for all managers, fitting the programme against global competencies and within an assessment and accreditation process. The modularised approached allowed training to be tailored for each learner with the content regularly reviewed to ensure it meets the needs of the business as a whole.
Along with increased individual confidence and competence being raised a number of national and location specific results have been generated, including:
• The achievement of the national Customer Satisfaction targets and, subsequently, national business performance objectives
• A range of local outputs have been generated including changes in culture (raising the bar), fresh approaches to the assessment of people (improves recruitment outcomes) and dealing with people issues (improvements in process adherence and revenue generation); mitigation of people ‘risk’ factors (with a fall in legal losses); improvement in revenues or cost reduction as a result of course initiatives; changes in the perception of the role of managers.
As a result, the overall programme has created a substantial pool of developed and certificated managers whose results have had a tangible and independently verified positive impact on the business.