We are now doing a full circle. We started to identify PEOPLE and pre-define the PURPOSE. We then made conscious choices about the PRINCIPLES, PROCESS and PLATFORMS. Now we are back to PEOPLE and PURPOSE in order to assess the IMPACT.
This means going back to the pre-defined PURPOSE to measure, track and report on what did you and each target group within the PEOPLE ecosystem:
- ACHIEVE = assess the results
- DO = assess the behaviours
- LEARN = assess knowledge, skills and attitudes
This is all about data, which is a word everyone uses and only legendary leaders are mindful enough to always clearly pre-define, communicate AND enable their people to achieve.
Typically the workstreams of data analytics, on the one hand, and, on the other hand, equipping the PEOPLE with the critical behaviours to drive these data points are NOT aligned.
They are working in silos. Reflect on your organization and the alignment in this area.
From insights to actions. That is why we insist the data points should be pre-defined, and ideally even co-created by those actually doing the work aligned to the bigger shared PURPOSE.
Then relevant data points, metrics or indicators are collectively measured, reported and finally the leaders and teams turn this data into insights by finding the patterns.
These patterns thereafter are the basis for deciding on the actions (which are the behaviours).
Levels of assessment. I discovered the pattern of ACHIEVE-DO-LEARN while working on large transformation strategies. I subsequently found that it matched fully to the commonly used Kirkpatrick Model of Assessment.
The model assesses organizational learning at 4 levels:
- Level 4 being the assessment of impact on the results
- Level 3 means assessing the impact on behaviours
- Level 2 being testing of the knowledge as we did at school
- Level 1 refers to getting the feedback from the Learners on the learning experience itself; and in our case on the learning culture and whether the 5P enablers are in place
Leading indicators as levers for the lagging indicators. I learned about the interplay between the lagging indicators as the final outcomes AND the leading indicators.
The leading indicators are the levers that drive the final outcomes. This is an important first principle to acknowledge and to create practices and mechanisms to tightly link the 2 metrics.
In other words, the behaviors (DO) are the leading indicators and the results (ACHIEVE) are the lagging indicators per target group.
Tracking the leading indicators. Based on the patterns uncovered through the assessment, decisions can then be made as the entire learning framework is targeted to drive the critical few behaviors for you and each target group.
For example a call center team found that the team that improved their call opening had better results than teams that focused on improving their behaviors throughout their calls.
If the behaviors are very explicitly pre-defined, we have made use of a traffic light scoring which helps to create a visual dashboard and reference point.
Each individual and team’s behaviors are listed and rated using green when they are doing the behaviors as stated.
Marked as orange when there is a need to improve. Red when the behaviors are not being demonstrated at all.
Assessing the IMPACT of your learning, change and enablement efforts is such an important component to ensure the learning delivers relevant value to the people and organizations involved.
Furthermore showcasing the data and insights related to the journey and the resulting IMPACT at each stage, serves to inspire yourself and others.
It is also serves as a feedback loop to the next cycle or wave of learning to be iterative. Knowing the positive and negative patterns of why, what, how, where and the resulting impact of the learning on the people and organization’s performance is critical.
In addition, it is possible to make tangible other metrics such as level of engagement, alignment and empowerment in innovating and shaping the future.
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