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A newsletter providing you with information and insights
to help you meet your learning goals.
By ShaughnessyHowell
knowledge · focus · continuity
April 2007
In this issue: Learning and the Balanced Scorecard
When Robert S. Kaplan and David Norton introduced the balanced scorecard in 1992, they defined a way of measuring a company's activities in terms of its vision and strategies. In doing this, they introduced the need to focus not only on financial outcomes but also on the human issues that drive those outcomes. Since then, organizations have become a field of theory and research on the role of learning within the balanced scorecard framework.
The Challenge of Creating Learning Metrics
Organizations that focus on creating learning metrics are finding that this can be a challenging task. Especially if the metrics they want to use are those used by the executive team in the boardroom. It’s one thing to measure the results of training, it’s another thing altogether to measure how those results impact the corporation’s goals and objectives. As learning professionals are discovering, there are a few ways to tackle this challenge.
Whether or not an organization adopts the fundamentals of the balanced scorecard, everyone benefits from taking a more strategic approach to learning. The key to being more strategic in your learning decisions is to ask the right questions. Here are some questions that will help you align learning to business objectives, create learning metrics and focus your learning investments on what matters most.
How we can help:
The ShaughnessyHowell Team can:
» Work with your executive team to align leaning with your organizational objectives.
» Work with your human resources team to facilitate the creation of learning metrics.
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