Ensuring the Return on Investment for Training Programs

2007 ◽  
Author(s):  
Tamir Aggour
Keyword(s):  
Return On Investment ◽  
Training Programs

Preparing the Right Physicians to be Exceptional Leaders in the 21st Century

2018 ◽  
pp. 56-70
Author(s):  
Kenneth R. Cohen ◽  
Kenneth Hanover
Keyword(s):  
Leadership Styles ◽  
Leadership Training ◽  
Return On Investment ◽  
Training Programs ◽  
Three Dimensional ◽  
Evidence Based ◽  
Alternative Strategies ◽  
Physician Leaders ◽  
The Right ◽  
Formal Leadership

This chapter describes evidence-based strategies found to most effectively maximize the Return On Investment (ROI) of physicians' formal leadership training programs. Recognizing that no two prospective physician leaders are exactly the same, formal leadership training programs cannot be most effective if these do not allow for organizational and situational differences as well as critical differences among physicians' demonstrated personalities and leadership styles. When selecting prospective physician leaders, the authors advocate for an individualized process which requires “Diagnosis Before Treatment,” “Three Dimensional Screening,” and the application of “More Effective Alternative Strategies” in order to avoid committing the “12 Deadly Sins.”

scholarly journals Calculating the Economic Viability of Corporate Trainings (Traditional & eLearning) using Benefit-Cost Ratio (BCR) and Return On Investment (ROI)

2019 ◽  
Vol 12 (1) ◽  
pp. 41
Author(s):  
Srichand Devarakonda
Keyword(s):  
Test Scores ◽  
Return On Investment ◽  
Training Programs ◽  
Cost Benefit Analysis ◽  
Corporate Training ◽  
Cost Benefit ◽  
Cost Ratio ◽  
Benefit Cost Ratio ◽  
Training Costs ◽  
Sales Employees

<p>The intent of this paper is fourfold: (a) to document chronologically the history of corporate training; (b) to discuss the importance of corporate training highlighting the reasons why eLearning is gaining traction; (c) to report the results of a research study conducted with 85 sales employees in a U.S.-based organization; and (d) to calculate the return on investment (ROI) for the training costs incurred by the company and validate if the training was economically viable. Forty-two employees received the Traditional mode of training and the remaining 43 received the eLearning mode. The researcher made several comparisons. First, pre-training test scores were compared to post-training test scores to determine differences between training modes (Traditional or eLearning). Second, post-training test scores of Traditional vs. eLearning mode were compared to determine differences between the modes of training. Third, pre-training sales numbers were compared to post-training sales numbers to determine differences between training modes (Traditional or eLearning). Finally, post-training sales numbers of Traditional vs. eLearning mode were compared to determine differences between training modes. Previous researchers have compared pre- and posttest scores. Some have documented the cost-benefit analysis of training programs and described the ROI percentage achieved from training. However, previous researchers have not detailed the exact dollar value of the benefits achieved from training programs, discussed actual sales numbers, or discussed actual revenue data to show how these were used for tangible ROI in dollar value. To the author’s knowledge, this will be the first peer-reviewed study to document, describe, and calculate the aforementioned details.</p>

Training's Impact on Time-to-Proficiency for New Bankers in a Financial Services Organization

2016 ◽  
pp. 169-185
Author(s):  
Kevin S. Thompson
Keyword(s):  
Performance Measurement ◽  
Financial Services ◽  
Return On Investment ◽  
Training Programs ◽  
Financial Analysis ◽  
Training Costs ◽  
Financial Perspective ◽  
Evaluation Of Training ◽  
Concept Theory ◽  
And Training

The evaluation of training investments from a financial perspective is of interest to practitioners, however little support exists to guide the work. Specifically analyzing the return on investment (ROI) of training programs is discussed often, but practiced rarely. This chapter addresses training ROI through concept, theory, and examples. Concept and theory is explored via strategy, financial analysis, and training perspectives. A comprehensive financial services example explains how ROI performance measurement parameters are established and how related training costs are determined to support ROI calculation. The aim of the chapter is to arm training practitioners with the knowledge and framework needed to perform ROI analysis on investments in training.

Making a Business Case for the Human Factors Programs in Aviation Maintenance

2000 ◽  
Vol 44 (22) ◽  
pp. 767-770 ◽  
Author(s):  
Manoj S. Patankar ◽  
James C. Taylor
Keyword(s):  
Human Factors ◽  
Airline Industry ◽  
Return On Investment ◽  
Training Programs ◽  
Business Plan ◽  
Business Case ◽  
Financial Success ◽  
Aviation Maintenance ◽  
Maintenance Personnel

A growing challenge to the developers of human factors training programs today is that of financial justification. Most aviation maintenance personnel in the airline industry are aware of human factors issues; however, supervisors and managers continue to be challenged to make a business case for their human factors programs. This paper presents a model for the development of an integrated human factors business plan with return-on-investment calculations. Organizations that have already conducted the training, will find the return-on-investment calculations useful to measure the financial success of their training efforts.

Evaluación de adiestramiento de recursos humanos: empresas de manufactura en Puerto Rico

Oikos ◽  
2015 ◽  
Vol 14 (30) ◽  
pp. 63
Author(s):  
Zaida I. Berdecía Cruz
Keyword(s):  
Puerto Rico ◽  
Human Resource Development ◽  
Human Resource ◽  
Return On Investment ◽  
Training Programs ◽  
Evaluation Model ◽  
Training Evaluation ◽  
Resource Development ◽  
Manufacturing Companies ◽  
Recursos Humanos

RESUMENConsiderando que el aprendizaje continuo es una de las fuentes principales de ventaja competitiva, la evaluación y retorno de la inversión de los programas de adiestramiento y desarrollo de recursos humanos cobra mayor importancia en la planificación estratégica de negocios de hoy día. El objetivo de este artículo es explorar las prácticas y usos de la evaluación en los programas de adiestramientos y desarrollo de recursos humanos, y presentar los resultados de un estudio empírico en las empresas del sector de la manufactura en Puerto Rico, basado en el modelo de evaluación de Donald Kirkpatrick, y ampliado por Jack Phillips.Palabras clave: adiestramiento, evaluación de adiestramiento, modelo de evaluación de Kirkpatrick, retorno de la inversión (ROI).Human resource training evaluation: manufacturing companies in Puerto RicoABSTRACTConsidering that continuous learning is a major source of competitive advantage, evaluation and return on investment of training programs and human resource development becomes more important in today business strategic planning. The objective of this paper is to explore the practices and uses of evaluation in training programs and human resource development, and present the results of an empirical study in manufacturing companies in Puerto Rico, based on the Donald Kirkpatrick and Jack Phillips evaluation models.Keywords: training, training evaluation, Kirkpatrick’s evaluation model, return on investment (ROI).

Expansion of Surgical Graduate Medical Education Training Programs: A Return on Investment Analysis

2021 ◽  
Vol 258 ◽  
pp. 278-282
Author(s):  
Claire I. Lauer ◽  
Mohsen M. Shabahang ◽  
Daniel Hendricks ◽  
Kyle Mundy ◽  
Sarah Hayek ◽  
...  
Keyword(s):  
Medical Education ◽  
Graduate Medical Education ◽  
Return On Investment ◽  
Training Programs ◽  
Investment Analysis ◽  
Graduate Medical ◽  
Education Training
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