This article builds on L&D is not about training courses, it’s about improving workplace performance
In the L&D business, evaluation is the step in the process that gets done least well.
It is the poor relation, the neglected tail-end-Charlie at the end of the cycle that feels more like a box-ticky obligation than a critical cog in the machine.
I think this is dangerous.
If we are unable to provide a professional set of results to justify the investment made in our services, we are doomed to be stuck on the periphery.
This leads to what Charles Jennings calls the “Conspiracy of convenience” where everyone is happy that the training happened and the ragtag of MI measures and happy sheet smiley faces confirm that the box was ticked properly.
As a socially-awkward INTP, I am never quite sure when I am being super clever and when I am being hyperbolic, so please tell me to calm down if this is over the top, but I believe that showing senior leaders a jumble of unimportant graphs and expecting a pat on the head is infantilising the profession, reinforcing the idea that we are not central to the organisation’s success.