At its annual conference in February, Training Magazine announced its 125 Top Training Organizations (see the list here: http://tinyurl.com/443rvbz ). As a regular feature, the magazine then asks its winners to share their success strategies.

First Horizon National (a banking institution) has an incredible process for identifying and justifying learning needs that align with the organization’s business goals. Their process involves learning managers and business executives working together during a yearly Training Summit.  The process is very well thought out and you can read more about it here: http://tinyurl.com/3qfckmx

What we like about their decision making process is the thought that goes in to how the success of a training offering will be evaluated.  We highly recommend reading the whole article, it is very thought provoking, but here is some information on their evaluation standards that you can use immediately: 

How will we prove the learning is successful?- 

What behaviors do we intend to see changed?- 

What business metrics can we track to prove the training was    successful?- 

Retention/ turnover-  New employee referrals / recruitment / internal promotions /  diversity-  Quality improvement-  Production / output-  Loss prevention / risk management - Building relationships / customer loyalty / market share-  Innovation-  Revenue / sales-  Safety / health-  Product development-Employee engagement / satisfaction

How are these business metrics currently tracked?

How can we prove improvement?

Is there a certain percentage improvement we expect?

Every organization can seek improvement in the areas listed above. This list is a great conversation piece the next time you are asked to provide training to a business unit.  Because the next logical question is (and First Horizon National uses this as an evaluation measure as well): What are the consequences of not doing the training at all?