Nick Bontis writes in reply to my post about measuring organisational
learning:
"...It is not necessary to measure OL behaviours or values that support OL
with GAAP (generally accepted accounting principles)."
Putting aside the fact that this statement reads to me like an assertion
rather than a well argued position Nick, I did not say it was "necessary"
to measure organisational learning by conventional accounting measures.
The gist of my post was in fact to avoid the either-or trap of "you must
measure" or "the is no point in measuring" LO and other organisational
development programs/philosophies. In summary, to use methods appropriate
to the task at hand.
I am fully aware of the value and validity of a whole range of modern
research techniques and have in my own writing tried to balance
"objective" and "subjective" (for a want of better terms) sources. (see
Tennant & Pogson, "Learning and Change in the Adult Years" 1995: Jossey
Bass, where data sources included everything from conventional IQ studies,
interviews and classroom reports by students to anthropological studies
and Eastern Wisdom!). Nick, I am also aware of your work in the area of
intellectual capital by the way.
Nevertheless, back to "the measure of not to measure" debate, I work in
the highly competitive industry sector (IT) and when my CEO asks for
reports on programs I can assure you he generally wants some well thought
out numbers as well as my gut-feel!
For example, we do annual anonymous staff feedback surveys results of
which are very publicly fed back to all staff, total up the number & kind
of learning/training courses staff do etc. as well as conventional ROI
calculations. We have just finished a 360 degree survey of all our sales
staff using a 70 point questionnaire developed by a clinical psychologist
which was sent to customers as well , a concept which is quite radical in
Australia! We do not use much in the way of "off-the-shelf" (ASTD
approved) questionnaires because as with many private sector firms we find
they are typically too general and not specific enough to our industry and
our strategy.
All these data help us to gain a snapshot of where learning is at, or are
used to enhance learning in the case of 360 data. I would like to think
we are not stuck with undo reliance on any form of reporting/measurement.
Philip Pogson
Training and Development Manager
SAS Institute Australia PTY LTD
--Philip Pogson <Philip_Pogson@oz.sas.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>