Index

Action Learning, 50

Audit, learning and development, 53–55

energy transformation value evaluation case study, 56–57

harmonious community outcomes case study, 58–59

intervention value evaluation, 55–56

learning experience delivery, value of, 57–58

Bertalanffy, Von, 27

Best-fit learning and development, 11

Best-practice learning and development, 12

BPR. See Business process re-engineering (BPR)

Business case

for learning and development, 41–43

sections in, 43–45

summary, 45

Business problem or opportunity, section in business case, 43

Business process re-engineering (BPR), 47

Comprehensive evaluation, 25

Context, 8

Contingency model, 11

Cost to acquire customer variable, 63

Creative adaptation, 33

Creativity and innovation, 51–52

Culture mapping collection methods, 37

Customer retention rate variable, 63

Development needs analysis (DNA)

creating advantage from, 38

diagnostic data collection methods, 36–37

diagnostic team, 37–38

dialogic data collection methods, 35–36

identifying needs, 34–35

learning organization, 28–29

organizational balance

elements of, 32–33

model of, 30–31

systematic approach to learning and development, 30

systems theory, 27–28

Vanguard Method, 29–30

Diagnostic data collection methods, 36–37

Dialogic data collection methods, 35–36

DNA. See Development needs analysis (DNA)

Documentation collection methods, 37

Energy transformation, 33

value evaluation, case study, 56–57

Environmental analysis, section in business case, 44

Evaluation, 15–17, 21–22

begin with end in mind, 22–23

definition of, 1–2

typologies of, 24–26

Ex-Ante evaluation, 25

Executive summary, section in business case, 43

Explicit knowledge, 51

Fear of numbers, overcoming, 3–4

Field visits collection methods, 36

Focus groups collection methods, 36

Formative evaluation, 25

Garavan’s model (2007), 8–9

Graffiti board collection methods, 37

Group Dynamics, 48

Hard data types, 34

Harmonious community outcomes case study, 58–59

Heart felt communication, 70

HRD. See Human resource development (HRD)

Human resource development (HRD), 8

Impact evaluation, 25

Individual self-renewal, 49–50

Interdependence of fate, 48–49

Internal context, 8

Interventions

designing, 17

implementing, 17

value evaluation, 55–56

Interviews collection methods, 36

Job value and uniqueness, 8

Knowledge management (KM), 51

LDC. See Learning and development cycle (LDC)

Leaders, 32

Learning and development

audit, 53–55

energy transformation value evaluation case study, 56–57

harmonious community outcomes case study, 58–59

intervention value evaluation, 55–56

learning experience delivery, value of, 57–58

best-fit, 11

best-practice, 12

budget allocation, 7–8

business case for. See Business case, for learning and development

challenging attitudes to, 67–68

proactive advocacy, creation of, 69–71

stakeholder management, 69

success to evaluate, 68–69

developing strategic fit, 9–11

Garavan’s model (2007), 8–9

growth of strategic, 5–6

importance of, 6–7

measuring impact of, 24

outcome evaluation of, 58

Peterson model, 9

systematic approach to, 30

theories underpinning, 11

Learning and development cycle (LDC)

evaluation, 15–17, 21–22

begin with end in mind, 22–23

typologies of, 24–26

four-step model, 15

identifying, 17

intervention

designing, 17

implementing, 17

organizational attitudes to, 18–19

Learning experience delivery, value of, 57–58

Learning organization, 28–29

Learning practitioner

in designing interventions, 49

financial outcome and advantage variables, 62–64

learning and development audit requires, 55–56

task of, 42

Lewin, Kurt, 48

Market data types, 35

Metaevaluation evaluation, 25

Net Promoter Score, 57

Observation collection methods, 36

Online information collection methods, 37

Options, section in business case, 44–45

Organizational balance

elements of, 32–33

model of, 30–31

Organizational cycling, 33

Organizational husbandry, 61–62

Organizational purpose, 32

Outcomes evaluation, 25

PDP. See Personal development plan (PDP)

People-centered ecosystem, 30–31

People metrics, example of, 23

Performance enquiry collection methods, 36

Performance metrics, example of, 23

Personal development plan (PDP), 50

Personal interaction, 70

Peterson model, 9

Power data types, 35

Practice data types, 35

Proactive advocacy, creation of, 69–71

Problem analysis, section in business case, 44

Process improvement variable, 63

Productivity variable, 63

Professional expectations, 8

Proficiency data types, 34

Questionnaries collection methods, 37

Recommended option, section in business case, 44–45

Return on expectation (ROE), 24, 64

Return on investment (ROI), 1, 18–19, 24

as evaluation method, 2

financial outcome and advantage variables, 62–64

importance of, 2–3

organizational husbandry, 61–62

purpose of calculating, 61

reporting results, 65

return on expectation, 64

Revenue renewal rate variable, 63

Robust business case, 42

Sales performance variable, 63

Senge, Peter, 28

Social Construction Theory, 48

Soft data types, 34

Stakeholder data types, 35

Stakeholder management, 69

Storyboarding collection methods, 37

Storytelling collection methods, 36

Strategic management, 5–6

important element of, 10

Summative evaluation, 25

Sustainable organizational

Action Learning, 50

creativity and innovation, 51–52

design elements for, 47

improving through human processes, 48–49

individual self-renewal, 49–50

knowledge management, 51

Systems theory, 27–28

Tacit knowledge, 51

Talents, 32

Theory driven evaluation, 25

Total quality management (TQM), 47

TQM. See Total quality management (TQM)

Value equation, 55–56

Vanguard Method, 29–30

Vitality data types, 34

Whole system collection methods, 36