It appears to me you are both simply bitter and looking for a bar brawl.

My new friends in Training tell me that there is NOT a quality issue with Training, it is a Measurement problem. You see, the Training is actually quite good, however, the department’s ability to Measure the impact of Training on the business is very difficult. Don’t you know.

I asked, “Can’t you just do pre- and post- measurement and look for incremental improvement? Why is that so hard?” Well, I was scolded for that idea, you see, there are so many issues that are “out of Training’s control” when it comes to job performance. For example, what if the worker is “sad” for some reason after taking the course (perhaps because of taking the course)? This worker’s performance may be depressed even though the worker took a most excellent course. So you see? There is so much out of Training’s control.

Sure, they could use a Performance-based approach, where the output of the Training was designed to be something Measurable, but that is a new idea and not widely accepted in the industry, it’s a whacko fringe kind of thing put forth by academics looking to sell books and consulting.

You see? Right.

On the topic of cross-silo education budgets (a Marketing person goes to a Customer Service conference, heaven forbid) I can’t tell you how many times I thought about this issue while I was at the Training conference. I have no good answers, I am sorry to say. In a world where it is known that as much as 50% of Training is wasted, but the measurement of success in Training is the volume of course hours taught, I simply shake my head. And I thought Marketing was busted. Yet these same Training folks bemoan the loss of their “seat at the table” in terms of high level representation and strategic contribution to the business.

I’m starting to wonder if *anybody* is sitting at that damn table. In fact, I’m starting to think the table doesn’t even have any chairs to sit in!

How did we get to this place? There has to be a way to fix this.

P.S. I was in an “advanced” session that was talking about “Productivity Dashboards” for Human Capital measurement.  The audience was fascinated by the idea of Revenue per Employee.  They’d never heard of it, but were advised that the “CEO looks at it” and they should track it.

Sigh.

p.s. As someone on the other side of the table from the training/learning professionals, I have another name for the training that goes unused and to waste: Crap learning. Training programs that aren’t needed, too basic, and/or poorly delivered. Hats off to the learning pros for putting an S in front of that. :)

Those who might have interests in this area, particularly relative to customer experience and performance measurement, should check out Dr. Peter Honebein:

http://www.doityourselfcustomers.com/index.htm

and Dr. Dean Spitzer:

http://www.transformingperformancemeasurement.com/

As far as the “analytical culture” thing, I’m workin’ on it, to be sure.  For example, both the folks above have behavioral models that work in their own spaces, but there is something larger out there, I’m thinkin’.  We’re right on the edge of figuring this out, but not quite there yet…

For example, here is what I want to know: How come it is OK to “fail” at hanging a picture the way I want it hung, and learn from that experience so that the second one I hang is just right?  How come it is OK to fail at playing a video game the first time, knowing that I learn from this failure and go on to do better the next time?  And given this, how come it is not OK to fail at any business task based on realistic metrics?  Why don’t I simply get the same feeling I get with hanging pictures or playing video games, that initial failure is simply a Learning Experience, and that I will do better next time?

Because in these first two examples I’m doing it on my own?  No business peanut gallery to insult me?  Perhaps.  But here’s the thing, failure in hanging pictures or playng a video game feels very natural to me; I expect it and I am Learning by making mistakes.  Is there any other way to Learn?  When you are a child, how do you Learn not to touch a hot burner on the stove?  Why people would insult me in a business setting for the same Learning behavior (seems to me) is at the root of the analytical culture question.

For example, what if I am researching new drugs in a big drug company.  I must get pretty used to failure.  I learn from that failure every time, apply this new knowledge, and go on to get it right.  That’s the way research works.  Is there something wrong with that?  Do I get punished for failure, do people ridicule me for failure?  No.  Failure is a Learning experience, and I might fail for 10 or 20 years before I get it right.

Further, I might never, ever succeed with my drug.  My research might be a complete failure, in terms of commercial success.  But in this context, I have created Learning that is valuable, I have provided a “base” that others can use to grow on, improve on, use to avoid failure.

And this work has no value?  Really?  C’mon, are you sure that Failure is not a Learning experience?

Why is there this double standard?  What is the actionable Root Cause of this?  How do we fix this?

As far as addressing the fear of analytics, well, that’s like trying to cure ‘math anxiety’–good luck with that and let us know what you come up with because I am sure it would help alot of marketers.

Glad you are blogging now, alway have a great newsletter filled with valuable stuff. Best Regards, Mary Kay Lofurno