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Evaluating the impact of interventions - such as training and coaching - is now firmly on the agendas of our client organisations – and this, at the highest level.
- What is the ROI (return on investment) of interventions such as training and coaching?
- Are there more cost-efficient learning methods than training or coaching – methods which deliver the same or even higher, impact on our business?
- Can we justify additional budget for human capital development?
- How can we isolate the impact of training and coaching interventions from other factors?
- Can we afford to downsize our programmes, or indeed cut them altogether?
- How can we ensure that in setting expectations, we are objective, realistic, precise, and prepared for lateral benefits?
Most experts agree that the costs of solid and reliable impact measurement greatly exceed the training and coaching budgets. They also agree that subjective indicators continue to evade the efforts of researchers.
To use a simple metaphor: in the time before results tables were published, how did your parents choose your school?
Krauthammer proposes a cost-effective, practical, comprehensive and solid solution to impact measurement.
This provides our clients, and ourselves, with detailed and transparent management information concerning the impact of interventions.
Features and benefits of how Krauthammer measures the impact of interventions:
- Deliverables on 3 levels
After an intake and scan of the context and the actual situation of individuals and teams, objectives will be set in an initial workshop.
What impact should the programme have on
- the environment - clients, shareholders, vendors, other teams, society?
- us - team/organisation/culture?
- me - individual impact?
- Phased delivery of results
Measuring progress against objectives
- Measurement ‘currency’ defined and agreed upfront
As an integral part of the preparation phase of a programme, we will agree with a client team on the ‘measurement currency’.
In most cases, a quick assessment of current performance will be carried out.
A minimum fixed set of metrics will be used in order to enable benchmarking with other companies and to feed the operational excellence standards set by Krauthammer.
New currency can be added to the set of metrics.
Measurement currencies – some examples
Quantified ‘mechanics’
Time gain per project
Increase of revenue, profit per employee
Level of cost saving
Time gain x average hourly fee per participantQuantified ‘organics’
‘Employee retention rate’
‘Great place to work’
‘Vitality factor’
Employee satisfaction
Client satisfaction
Complaint levels
Cultural anchoring
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