Dear, How can we measure the success of leadership development? Any suggestions/comments Please?
From Saudi Arabia
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9From Saudi Arabia
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Dear Mr. Najamsj,
A leader is a dealer in hope! Measuring development is not always business or organizational-related. Personal and professional behavior also scrutinizes the outline concepts of successful leadership development. Results are simple when we look into the aspect of a leader who overlooks taking risks, creating an assertive culture, providing guidance on personality development, encouraging integrity, wisdom, time, and most importantly, honesty among the group.
To nurture as a proven leader, it takes years together. How would you measure such leadership development in a limited time?
Views of other mentors/seniors are anticipated. Thanks!
From India, Visakhapatnam
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A leader is a dealer in hope! Measuring development is not always business or organizational-related. Personal and professional behavior also scrutinizes the outline concepts of successful leadership development. Results are simple when we look into the aspect of a leader who overlooks taking risks, creating an assertive culture, providing guidance on personality development, encouraging integrity, wisdom, time, and most importantly, honesty among the group.
To nurture as a proven leader, it takes years together. How would you measure such leadership development in a limited time?
Views of other mentors/seniors are anticipated. Thanks!
From India, Visakhapatnam
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Thank you, Sharmila. I agree with your comments, but here in our company, we send our section heads, managers, GMs, etc., for leadership courses. Once the course is over, there is no looking back. Our top executives have asked us to design some sort of strategy to measure to some extent. I hope we can come up with something tangible.
Regards,
From Saudi Arabia
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Regards,
From Saudi Arabia
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Are the strategies for measuring their performance, success, and failure in team building effective on goals? Analyzing and improving effectiveness in products versus services need to be considered.
Please clarify with your top executive on what scores need to be determined for the instructional strategy's effectiveness. This clarification will provide a better understanding of tangible outcomes.
I look forward to hearing from you soon.
From India, Visakhapatnam
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Please clarify with your top executive on what scores need to be determined for the instructional strategy's effectiveness. This clarification will provide a better understanding of tangible outcomes.
I look forward to hearing from you soon.
From India, Visakhapatnam
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It is admirable that your organization has decided to measure training effectiveness. Without sounding like training jargon, a simple way to measure training effectiveness, in my view, may consist of the following steps:
1) Training should be measured in terms of behavior, perceptions, and attitude of the employees trained. For this, you need to record their views & attitude with reference to factors/variables you are looking to improve. You can collect feedback about this and their behavior before training from the personnel records with you or you may adopt any feasible method to collect it so that you can perceive the change if any and set out to measure it.
2) After training, you need to collect feedback again about these parameters and see whether there is any change in their perception, attitudes, and behavior. For example, see whether they stopped complaining about staff now or if they are more able to gel with them now, etc. However, such feedback should not be collected immediately after training as no change takes place immediately after training.
3) You can record if there is a reduction in costs in the job which the employee is doing or in the department which the employee is heading.
4) You can record whether there is any reduction in the number of complaints of all sorts from the department or against the department either from internal customers or external customers.
5) You can measure effectiveness in terms of maintenance of records and registers in the department with the help of audit or inspection reports, post-training.
6) You can measure whether there is any reduction in the time lag between an order for supply and delivery.
7) You can also measure whether there is any change brought about in the workflow chain in the department to expedite delivery of service. For example, you can get an idea about this from the reduction of overtime, etc.
My views are only suggestive and simple, devoid of jargon and technicalities. However, you need to identify the parameters for each department or employee with reference to his job profile and goals and the training for which he has been sent, and develop metrics and rating scales, etc., to measure the effectiveness.
B. Saikumar
HR & Labor Law Advisor
Mumbai
From India, Mumbai
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1) Training should be measured in terms of behavior, perceptions, and attitude of the employees trained. For this, you need to record their views & attitude with reference to factors/variables you are looking to improve. You can collect feedback about this and their behavior before training from the personnel records with you or you may adopt any feasible method to collect it so that you can perceive the change if any and set out to measure it.
2) After training, you need to collect feedback again about these parameters and see whether there is any change in their perception, attitudes, and behavior. For example, see whether they stopped complaining about staff now or if they are more able to gel with them now, etc. However, such feedback should not be collected immediately after training as no change takes place immediately after training.
3) You can record if there is a reduction in costs in the job which the employee is doing or in the department which the employee is heading.
4) You can record whether there is any reduction in the number of complaints of all sorts from the department or against the department either from internal customers or external customers.
5) You can measure effectiveness in terms of maintenance of records and registers in the department with the help of audit or inspection reports, post-training.
6) You can measure whether there is any reduction in the time lag between an order for supply and delivery.
7) You can also measure whether there is any change brought about in the workflow chain in the department to expedite delivery of service. For example, you can get an idea about this from the reduction of overtime, etc.
My views are only suggestive and simple, devoid of jargon and technicalities. However, you need to identify the parameters for each department or employee with reference to his job profile and goals and the training for which he has been sent, and develop metrics and rating scales, etc., to measure the effectiveness.
B. Saikumar
HR & Labor Law Advisor
Mumbai
From India, Mumbai
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Hi Sharmila, Probably our management wants to measure overall performance of leadership. Nothing specific.
From Saudi Arabia
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From Saudi Arabia
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Dear Najam,
Your post is more than a week old now. None of the training professionals has come forward to give a reply to your post. Rather, those who are not into training have given their replies. I had been waiting for the week to check the number of replies. Your last interaction was on 4th April and nothing thereafter.
Had there been a post on the requirement for a leadership trainer, there would have been a slew of replies boasting of training achievements. When it comes to solving queries, hardly anyone comes forward. The example well illustrates who needs to be taken seriously.
Which is the training agency that provides leadership training to your staff? Rather than raising a query at this public forum, why did you not approach them? Ideally, they should be solving your query.
Now coming to answering your query. Measuring the effectiveness of leadership is on two counts. At the operational level, it is an increase in operational efficiency. Be clear on how the department's performance can be improved by leadership training and then only go ahead with the training.
If you train your senior management professionals on leadership, then overall business performance has to be measured. Therefore, at the enterprise level, there are five measures, namely PBP, IRR, ARR, NPV (these are the techniques of Capital Budgeting) and ROCE. The last one is the most important.
Thanks,
Dinesh V Divekar
From India, Bangalore
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Your post is more than a week old now. None of the training professionals has come forward to give a reply to your post. Rather, those who are not into training have given their replies. I had been waiting for the week to check the number of replies. Your last interaction was on 4th April and nothing thereafter.
Had there been a post on the requirement for a leadership trainer, there would have been a slew of replies boasting of training achievements. When it comes to solving queries, hardly anyone comes forward. The example well illustrates who needs to be taken seriously.
Which is the training agency that provides leadership training to your staff? Rather than raising a query at this public forum, why did you not approach them? Ideally, they should be solving your query.
Now coming to answering your query. Measuring the effectiveness of leadership is on two counts. At the operational level, it is an increase in operational efficiency. Be clear on how the department's performance can be improved by leadership training and then only go ahead with the training.
If you train your senior management professionals on leadership, then overall business performance has to be measured. Therefore, at the enterprise level, there are five measures, namely PBP, IRR, ARR, NPV (these are the techniques of Capital Budgeting) and ROCE. The last one is the most important.
Thanks,
Dinesh V Divekar
From India, Bangalore
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I am not a trainer in this field. However, I have conducted Author Workshops and seminars on Research Methodology. The effectiveness of Author Workshops can be measured by measuring the papers published before and after the persons attend the workshop. Similarly, the effectiveness of attending the Research Methodology seminars can be measured by the marks that students get after attending compared to what they achieved before. Similar logic applies to any training. No doubt some metrics require a longer time period to show any change.
There are two reasons why some do not respond to such queries. One, the bloggers do not give enough information at the outset and raise vague questions without describing the real situation. Two, they consider answering in general terms a waste of their time. I appreciate the contributions by Saikumar and Dinesh V. Divekar, who go out of their way to clarify things.
From United Kingdom
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There are two reasons why some do not respond to such queries. One, the bloggers do not give enough information at the outset and raise vague questions without describing the real situation. Two, they consider answering in general terms a waste of their time. I appreciate the contributions by Saikumar and Dinesh V. Divekar, who go out of their way to clarify things.
From United Kingdom
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Hello Najamsj,
I am not sure if you are still looking for inputs from members for your query - suggest responding to the responses of Dinesh & Simhan [like Dinesh mentioned it's over a week now].
With regard to your remarks on Sharmila's comments ['Probably our management wants to measure the overall performance of leadership. Nothing specific'], it seems there is a drift in thought process vis-a-vis your management. When one isn't even clear on 'what' or rather the goalpost, how would he/she/they be able to go about achieving/reaching it, let alone bring about 'success'? Can't help but add: 'whatever it means to your management'?
B. Saikumar has mentioned a very valid aspect in his Point (1) - "......For this, you need to record their views & attitude with reference to factors/variables you are looking for improvement. You can collect feedback about this and their behavior before training from the personnel records with you, or you may adopt any feasible method to collect it so that you can perceive the change if any and set out to measure it...", though I wouldn't really depend on the personal records to begin the task.
If your management is serious about enhancing/improving the leadership skills of senior managers, then the ball ought to start rolling with them - meaning they should collect data, analyze the strengths & weaknesses/limitations of each manager, and then decide which leadership training course each one needs to be sponsored for. That would automatically give you some verifiable/tangible benchmarks on which to measure the effects of the training on performance.
To explain, let me share a situation I noticed early on in my career. Our Division Head [I was just a Trainee then] was known for his very rude, rough & rash behavior with everyone who had to interact with him - including many managers & senior managers - so much so that his nickname was "Sher Singh" ... guess you can imagine the rest. But what carried the day for him was his excellent technical competence.
We noticed that he was absent for over 2-3 weeks once & were told that he was in some training program. When he returned, we were in for a big shock [for the better] - the change in his interactions, including with junior staff, was distinctly perceptible. It was a total contrast to his earlier 'avatar', so to say.
We checked out & were told that his training was in an IIM [Indian Institute of Management] focusing just on his people-handling skills, which was the result of some corporate-level checks on his overall leadership skills.
Correlating with your situation, I guess you don't even need elaborate measurement techniques/methods to evaluate the success of such programs/courses - since the 'taste of the pudding would be in the eating', so to say. Hope you get the point.
What would be critical is to focus on the right aspect of the overall leadership profile of the concerned manager that needs correction/enhancement - before he/she is sent for any training - and the institution where he/she is sent for the training. I may also add another point/aspect: the individual concerned should be willing to change for the better, which involves an amount of acceptance that his/her attitude has been noticed [some may not be willing to do so, given the 'ego' factor].
All the Best.
Rgds,
TS
From India, Hyderabad
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I am not sure if you are still looking for inputs from members for your query - suggest responding to the responses of Dinesh & Simhan [like Dinesh mentioned it's over a week now].
With regard to your remarks on Sharmila's comments ['Probably our management wants to measure the overall performance of leadership. Nothing specific'], it seems there is a drift in thought process vis-a-vis your management. When one isn't even clear on 'what' or rather the goalpost, how would he/she/they be able to go about achieving/reaching it, let alone bring about 'success'? Can't help but add: 'whatever it means to your management'?
B. Saikumar has mentioned a very valid aspect in his Point (1) - "......For this, you need to record their views & attitude with reference to factors/variables you are looking for improvement. You can collect feedback about this and their behavior before training from the personnel records with you, or you may adopt any feasible method to collect it so that you can perceive the change if any and set out to measure it...", though I wouldn't really depend on the personal records to begin the task.
If your management is serious about enhancing/improving the leadership skills of senior managers, then the ball ought to start rolling with them - meaning they should collect data, analyze the strengths & weaknesses/limitations of each manager, and then decide which leadership training course each one needs to be sponsored for. That would automatically give you some verifiable/tangible benchmarks on which to measure the effects of the training on performance.
To explain, let me share a situation I noticed early on in my career. Our Division Head [I was just a Trainee then] was known for his very rude, rough & rash behavior with everyone who had to interact with him - including many managers & senior managers - so much so that his nickname was "Sher Singh" ... guess you can imagine the rest. But what carried the day for him was his excellent technical competence.
We noticed that he was absent for over 2-3 weeks once & were told that he was in some training program. When he returned, we were in for a big shock [for the better] - the change in his interactions, including with junior staff, was distinctly perceptible. It was a total contrast to his earlier 'avatar', so to say.
We checked out & were told that his training was in an IIM [Indian Institute of Management] focusing just on his people-handling skills, which was the result of some corporate-level checks on his overall leadership skills.
Correlating with your situation, I guess you don't even need elaborate measurement techniques/methods to evaluate the success of such programs/courses - since the 'taste of the pudding would be in the eating', so to say. Hope you get the point.
What would be critical is to focus on the right aspect of the overall leadership profile of the concerned manager that needs correction/enhancement - before he/she is sent for any training - and the institution where he/she is sent for the training. I may also add another point/aspect: the individual concerned should be willing to change for the better, which involves an amount of acceptance that his/her attitude has been noticed [some may not be willing to do so, given the 'ego' factor].
All the Best.
Rgds,
TS
From India, Hyderabad
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Hi Dinesh,
You are very much correct. It seems we don't have enough professionals on this forum. Leadership training is conducted by our corporate, but measuring effectiveness comes from our top executive management. Here, we want to measure overall performance and nothing specific.
Anyway, thanks.
Regards,
From Saudi Arabia
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You are very much correct. It seems we don't have enough professionals on this forum. Leadership training is conducted by our corporate, but measuring effectiveness comes from our top executive management. Here, we want to measure overall performance and nothing specific.
Anyway, thanks.
Regards,
From Saudi Arabia
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