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Defining the Business Outcome

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Defining the Business Outcome

The first D1 in the 6Ds dimension is to define the business outcomes. Any learning initiative is to first understand the business outcome before commencing the training. The importance of training to managers is to improve the performance of its workers and to be competitive. The training that will not improve the performance will not worth the management to invest in training. The concept of planning has been crucial in defining business outcomes (DI). D1 involves the four questions; what are the business needs will be met, what will participants do after training, who will confirm the changes and what are specific criteria of success?. In a nutshell, D1 seeks to answer the goals of the business, the behavior of participants after training, measures to analyze the effects of training, and the results of training (Lee & Pershing, 2002).

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Goals: What business needs have to be met?

 

Behaviors: What Will the Participants do after training?

The participants are expected to change their behavior after training. Those who participated are expected to improve their performance or do their jobs in a more effective manner. If the training does not increase performance, it means the training was ineffective and the learning initiative failed to establish the business goals. The objective of learning is to improve results; the management should provide an appropriate environment to assist employees effectively in applying their training.  The learning initiative can understand participants by asking their leaders critical questions, such as “Did participants behave differently or better after training?”. The trainer may make follow up by conducting some interviews or observations to understand whether the training leads to increased performance.

Measures: Who Can Confirm the Changes?

The third question is a discussion to determine to establish a dialogue to verify whether or not the learning initiative produced the desired results. The client is the one to measure the success of training and not the training department. The management needs to assess whether the training met the expected needs of the business or it met partially. The client is required to dictate the method of measurement of success. However, it is upon the management to define the right time to measure success. The conversation between the client and the training department should be in the form of brainstorming. The training department may ask the leading questions such as, did the training met the business requirements? Are there observable changes after training?. Answers to the questions will provide the training department with knowledge of the success of the learning initiative. The training department should suggest possible ways to measure the outcome. Besides, it is upon the management to decide the most suitable method to measure the outcome. If the training had an impact on improving employee’s performance and met the business needs, it will be regarded as successful.

Results: What are the Specific Criteria of Success?

The fourth question of a planning wheel seeks to determine the specific results. The training department after analyzing the possible outcomes of measurement as suggested in question three above, the training department needs to agree on what specific outcome will be measured to consider the learning initiative was successful (Abomeh & Peace, 2015).  The client should define the conditions of success to consider the training program to be successful. For example, the client may consider an increase in sales revenue to be a success, whereas the client may be considering low employee attrition. The management will choose an outcome that they believe to more relevant, reliable and trustworthy, which met the goals of the organization. Having a specific target for the result helps the training to improve their learning experience and enhances the credibility of the training department.

Conclusion

The training department should first define business outcomes before commencing their training. The business should first identify their needs, secondly the impacts on the participants, thirdly the verification of results and lastly, the specific criteria of success. The company should have an end goal for training. The participants should improve their performance or work using better methods. The client defines possible measures of outcomes. The training department should have a specific measure to evaluate its success. After the planning wheel, the training department should follow up on the impacts of training and possibly include other client’s expectations in their next training.

  Remember! This is just a sample.

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