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dc.contributor.authorMerila, Alysse
dc.contributor.authorWoo, Ryan
dc.date.accessioned2020-11-17T15:58:46Z
dc.date.available2020-11-17T15:58:46Z
dc.date.issued2019-10-01
dc.identifier.other16772455
dc.identifier.urihttps://hdl.handle.net/1813/74569
dc.description.abstract[Excerpt] Leadership is vital to a company’s bottom line, yet only 41% of C-suite leaders believe that their organizations’ leadership development programs (LDP) are of high or very high quality. However, only 18% of companies are gathering relevant business impact metrics, key determinants for measuring a program’s effectiveness and ROI. Many organizations focus on the Kirkpatrick model--reaction, learning, behavior, and results--to evaluate learning, it is critical to extend this framework to include return-on-investment. This focus on operational and strategic metrics that will drive results for the business and individual to accurately measure LDPs spanning the entry and executive levels to focus on relevant indicators.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: Copyright held by the authors.
dc.subjectHuman Resource
dc.subjectHR
dc.subjectfuture of work
dc.subjectlearning
dc.subjectculture
dc.subjectdigital
dc.subjectlearning and development
dc.subjectL&D
dc.subjectlearner motivation
dc.subjectmotivation
dc.subjectreturn on investment
dc.subjectROI
dc.subjectleadership development
dc.titleWhat Should be in Place to Assess the Effectiveness or Return on Investment of a Company's Leadership Development Programs?
dc.typearticle
dc.description.legacydownloadsWhat_Should_be_in_Place_to_Assess_Effectiveness_of_Leadership_Development_Programs.pdf: 39 downloads, before Oct. 1, 2020.
local.authorAffiliationMerila, Alysse: Cornell University
local.authorAffiliationWoo, Ryan: Cornell University


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