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* 1. L&D can count on top management support and ownership of L&D strategies and -processes and there is top management commitment to L&D as an investment and not as a cost item

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* 2. Your organization has a Strategic Learning and Development conceptual model as the blueprint and utilizes a Strategic Learning and Development Scorecard as the evaluation tool of L&D impact and performance.

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* 3. Your organization has cultivated, nurtured and sustained High Impact Learning Organization (HILO) and High Performing Organization (HIPO) sub-cultures.

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* 4. Your organization's Performance Management System (PMS) is the bedrock of the Training Needs Analysis (TNA) process, by accurately and objectively generating 70% of training needs, through identifying performance gaps.

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* 5. Your organization's can bank on the integrity and credibility of the Skills Auditing process as the secondary source (20%) of Training Needs Analysis , by objectively and accurately generating skills gaps.

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* 6. Your organization can bank on the integrity and credibility of the Job Analysis process as the tertiary source (10%) of Training Needs Analysis, by objectively and accurately generating the change in the anatomy of job/task requirements.

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* 7. The L&D professional community has a vibrant measurement culture; evidence-based L&D philosophy, data-driven decision-making and harness predictive and prescriptive L&D analytics.

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* 8. There is a spirit of collaboration between L&D professional community and line management i.e. there's a shared responsibility for calculating and measuring Training ROI. L&D professionals don't manage this process as an isolated, desk top exercise and they actively engage and consult with line managers in measuring the transfer of skills/learning and the benefits of training.

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* 9. Your organization has crafted an Integrated Training Evaluation Framework and related toolkit and methodology, diagnosing, measuring and evaluating the value of training at level 1: reaction; level 2: learning and level 3: transfer of learning and performance and behavioural change post-training.

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* 10. Your organization has crafted an Integrated Training Evaluation Framework and related toolkit and methodology, diagnosing, measuring and evaluating the value of training at level 4: business results/impact; level 5: Training ROI and level 6: wider contribution (internally e.g. employment mobility and career fluidity and externally e.g. corporate social responsibility/investment).

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