December 18, 2018

Corporate eLearning

eLearning ROI Case Study: How To Maximize Your Returns

How To Maximize ROI In Corporate Training: A Case Study

What Is ROI On Corporate Training, And Why Is This Measurement Critical Gor L&D Teams?

In general terms, ROI is the gain divided by the cost and in the context of corporate training, ROI is the gain on account of the impact of the training divided by the cost of the training.

While employees may not be interested in the training costs, the L&D teams need to justify the training budget spend and must be able to show demonstrable gains.

How Can They Showcase Improvement In Employee Performance, Gain Sought By Business, And - More Specifically - An Overall Gain That Justifies The Expense?

Over the last several years, at EI Design we have been working on creating a framework that can provide practical approaches to determine the ROI on corporate training.

While we use Kirkpatrick’s model of training evaluation and Kirkpatrick–Phillips evaluation model of training as the baseline, we have enhanced this further through a combination of practical approaches and tips highlighted in the eLearning ROI case study given below.

The featured eLearning ROI case study uses these cues and demonstrates how it can add value to a well-planned approach and help you enhance and maximize your ROI.

Do read my eBook to get a complete insight into these practical approaches and tips and the eLearning ROI case study.

eLearning ROI Case Study

Background

An organization adopts an enterprise CRM-based approach to move away from various Excel-based trackers that sales and marketing teams use.
The goal is to ensure that the adoption and implementation across all levels are completed in 3 months.
Post this, the entire tracking from the CEO to the sales/marketing executive must happen only through the CRM.

User Profiles

The sales and marketing teams are distributed across the country, and they report to regional managers.
There are multiple regional managers, and they all report to respective sales and marketing heads at the headquarters.
The sales and marketing heads report to the CEO.

Approach Taken

A common foundational program was designed and offered online.
Focused sessions were conducted by the implementation partner (to address role-specific nuances) in ILT mode at the headquarters and VILT mode in other locations.

Impact And Gaps

There was a mixed response, and the targeted goal was not met even after 6 months.
In fact, several sales and marketing teams went back to the older approach instead of adopting the CRM.

What Was Done To Improve The Situation And Meet The Goals?

We created a 5-step approach to mitigate the current challenges and re-align the project to success.

Step 1: Introduced Comprehensive Change Management Measures

Several support measures were implemented: These included newsletters and eMailers that provided the requisite clarity to the users on the mandate, goal, and how this will be achieved.

Additional pointers were provided on:

The gain for the users and the organization.
How the impact will be measured.

Step 2: Obtained Specific And Actionable Feedback From Users

Obtained user feedback on what is working and what is not.
Sought possible ideas from focus user groups to overcome challenges.
Closed the loop with the users by validating the proposed changes.

Step 3: Re-Examined And Enhanced The Learning And Training Strategy

We re-assessed the learning design solution.

Added learning aids that map to each role to support the primary training (ready reckoners, checklists, tips, and so on).
Continued the use of the blended approach, but converted the VILT session resources into online learning aids (accessible on mobile devices).

Created a single repository of all assets (tagged to each role) to offer personalized assets.

Step 4: Enhanced The Assessment Strategy

Added scenarios and challenges that map to the practical application of the learning.
Shared detailed feedback.
Identified remediation aids based on the performance of the users.

Step 5: Established Tangible, Measurable Goals (Included Success Factors And Measurement Criteria)

Specified quantitative measurement criteria to assess the impact. For instance,

A 100% conformance on usage across levels in the next 3 months or
A 10% improvement in tracking a lead to a marketing qualified lead and so on.

Result?

With these measures in place, the following gains were experienced by the users:

The users saw a relevant and personalized learning path that mapped to their roles.
The learning assets were designed not only to help them understand the CRM features but also apply this learning practically on the job.
The just-in-time learning aids helped them solve a problem or use a tip/ready reckoner exactly at the moment of their need without having to log in to the LMS and identify the right piece.
The revised assessments gave them clear insight on how to practically apply the learning. The detailed feedback provided clear cues on the gap they needed to fill.
Accessibility of all resources on their smartphones helped them learn, practice, and apply on the go.

The gains for the organization were:

A complete implementation of the CRM tool (within the revised timeline).
This resulted in improvements that the business had sought; an increase in deal closures (through a consistent tracking and ongoing analysis across regions).

You would note that the initial approach was not incorrect but there was a need to add the other measures to achieve the required impact. I hope this eLearning ROI case study gives you a good idea of how you can use my pointers practically and improve the ROI of your corporate training.

The task of determining the ROI of online training is a complex one. I am sure you will find the eLearning ROI case study particularly useful in enhancing the measures that can help you improve your ROI further.

If you have any specific queries, do contact me or leave a comment below.

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