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Leadership development can be successful at all levels from one program.
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To look for non-planned results during and after the program.
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Focusing on the needs assessment to establish the concrete objective of the training: take a step back.
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Data drives senior leader endorsement of training adoption.
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Developing a pilot with a control group to be able to document results.
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Information about PEAK.
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Pre-assessment and post-assessment is very important when it comes to evaluating levels of knowledge and skills.
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Importance of business-targeted training; need to tie training to merit increases;
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When planning a program, in the beginning stages think about what you want to measure first.
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Assessments
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Learned you need to access the needs before you train.
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Group meetings to discuss goals in company and self, and Airport about projects to make services better.
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Use a pilot group/control group for measurement.
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Return on expectation: apply it.
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Importance of ID-ing your metrics BEFORE starting your program.
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Pilot training can provide valuable information to justify training roll-out.
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The need to align L&D programs to specific organizational goals and to measure for impact on the business.
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Providing leadership development courses in a cohort format and meeting once a month.
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Possibly leveraging external coaches for leadership development.
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Processes for developing long-term training.
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Put one leadership development goal in their performance appraisals.
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When people ask for “training,” they don’t know what they need. Your job is to help them determine that.
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Finding ways to do ROI.
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Use errors to show ROI.
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Decide on the best training approaches for what is being taught and for the learners.
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Assess and identify measurements in advance.
