ICS Learn 5DBC Using information, metrics and developing business cases for L&D


Activity 1
Produce a written response in which you:
 Identify examples of metrics used to inform and measure L&D
 Evaluate a range of primary and secondary L&D data sources

Activity 2
Undertake research in an area of L&D and write a business report for stakeholders.
Within your report you should:
 Provide a short rationale for the area investigated
 Explain how you collected and analysed the data, justifying the approach adopted
 Draw conclusions and make recommendations based on the findings

 Summarise the limitations of your research


Table of Contents

Activity 1. 2

1.1 Examples of Metrics used to Inform and Measure L&D Performance. 2

1.2 Range of Primary and Secondary L&D Data Sources. 2

Activity 2. 4

Executive Summary. 5

1.0 Introduction. 6

1.1 Rationale of the Report 6

1.2 Research Aim.. 7

1.3 Research Objectives. 7

1.4 Key Stakeholders. 7

2.0 Literature Review.. 8

2.1 Concept of EPM Description. 8

2.1 EPM Systems Effectiveness in Organisations as part of L&D. 9

3.0 Research Methodology. 9

4.0 Analysis of Findings and Discussion. 10

4.1 EPM Strategies in Dale Carnegie institution and Impact on Retention and Motivation. 10

4.2 Strategies for EPM Implementation in Dale Carnegie institution. 11

5.0 Conclusions and Recommendations. 14

5.1 Conclusions. 14

5.2 Recommendations. 14

5.3 Report Limitations and Future Research Suggestions. 15

References. 17

Activity 1

1.1 Examples of Metrics used to Inform and Measure L&D Performance

L&D programs are used by organisations to understand their business needs and gain commercial awareness. In this case, according to CIPD (2018), the use of metrics in informing and measuring the L&D performance is essential as it ensures that all practices in the L&D are in alignment with organisation objectives. This is since the metrics can inform on the learning needs required in tandem with L&D strategy and influence of the L&D programs on supporting an overall organisation strategy. The different metrics that can be used in informing and measuring L&D include the following;

  • Training Spends-this is both financial and quantitative metric identified internally in a training department. In Dale Carnegie institution in Kuwait, the L&D department prioritize on maximizing on L&D opportunities while at the same time lowering the cost of training per employee. This is an indicator of increased efficiency in Dale Carnegie since they optimize resources and reduce costs.
  • Training recipients– this is a non-financial and qualitative metric based on the view that recipients of L&D are the best evaluators of an L&D initiative. Interviews could be applied after the training for establishing gains received to inform on future improvements (Pineda, 2010).
  • L&D Staff– Dale Carnegie institution, L&D staff includes quantitative and non-financial metric with their effectiveness being dependent on their skills, subject knowledge, organisation values, and ability to adhere to set guidelines (Hodge et al., 2016).
  • Trends in L&D– This is a qualitative and non-financial metric. In Dale Carnegie institution, it is dependent on the extent to which learning technologies are integrated into coaching and mentoring strategies. According to Martin (2010), trends can include on-the-job training and in-house development programs.

Others include skills attainment (qualitative and no-financial metric), skill workplace application (qualitative and financial metric), evaluation cost (quantitative and financial metric), skill workplace application (qualitative and financial metric), and meeting goals or targets (quantitative and financial metric).

1.2 Range of Primary and Secondary L&D Data Sources

Primary sources identify the practice of obtaining information or data directly from the source. CIPD (2016) identifies it as a process of supporting a defined hypothesis in an investigation to defend assumptions underpinning a particular study. The examples of primary data include a questionnaire on the effectiveness of an L&D practice, interview, or observation regarding employee performance and available L&D opportunities in an organisation such as Dale Carnegie institution. In primary data sources, the major concern includes trust of the source, accuracies, and applicability. The data also need to have been proofed by a series of other sources over time.

For secondary sources, they are sourced from third party sources. According to Reddy and Agrawal (2012), the secondary sources include already developed theory or a hypothesis being investigated. Secondary research is essential to identify and establish a research context, theories, and concepts. Examples of secondary sources include research journals, published books, internet sources, statistics in different subjects, and government sources. It is a necessity for secondary sources to be recent, trustable, and robust data. They must be ideal for a specific research issue, objective with high validity and reliability.

Activity 2

Selected L&D Topic: Role of Employee Performance Management (EPM) in Dale Carnegie institution Effectiveness in achieving their Set Objectives




Executive Summary

This business report has focused on evaluating the role of EPM in Dale Carnegie institution and how it influences the organization ability to achieve its objectives. This is an L&D initiative that involves planning, reporting, and using business information, enabling an entity to connect their strategy with planning and execution. To achieve the identified aim and objectives, quantitative data was obtained using a questionnaire. It is evident that as an aspect of L&D, the EPM has a positive implication in increasing the motivation level and retention in an entity. The findings in this report indicate that through the adoption of EPM, appropriate employee information and L&D strategies can be used. For the recommendations, the current rating system in establishing EPM in Dale Carnegie institution needs to be implemented. This recommendation would guide the improvement of getting feedback and priorities of the L&D. From the limitations encountered, a more extensive sample study can be used in the future.



1.0 Introduction

In the L&D area of HR, Employee Performance Management (EPM) represents a critical HR process. This is affirmed by Jaksic and Jaksic (2013) study that notes that EPM positively influences the level of employee performance with a positive implication on an entity’s success. However, many organisations are faced with a significant challenge in implementing EPM and ensuring that the process is in line with the L&D strategies.  This means that organisations are not able to leverage fully on EPM to succeed in increased profits and dominating their markets. A study by Audenaert et al. (2019) had noted that the L&D department that is often tasked with the implementation of EPM leads to challenges in the EPM implementation.  In such a case, an ineffective EPM system could harm an entity (Smither & London, 2012). Hence, it is essential to appropriately exploit knowledge on how to successfully implement the EPM to both the capability of supervisors and all factors that govern their commitment and motivation. It is in this case that the current report evaluates the EPM as L&D strategy effectiveness in Dale Carnegie institution in Kuwait to improve employee retention and motivation levels.

1.1 Rationale of the Report

………………………………….Please click the paypal icon below to receive this assessment in full for only $20