How often do you rely on your gut instinct to make decisions? You know, that feeling deep down inside tells you something is right or wrong. Should you go on a second date? Will driving a different rush-hour route get you to your destination faster? Is leftover sushi from three days ago going to make you sick? You get the gist.
While my examples are meant to be funny and trivial, we often rely on our gut to make hard and fast business decisions throughout the day. This could be why so many of us are interested in taking care of our gut health by consuming supplements that contain postbiotics, prebiotics, and probiotics.
Jokes apart, you can probably look back at a time in your career when you’ve made a decision based purely on gut instinct. These simple yet important decisions can have profound results.
Learning leaders make some of the most important decisions influencing the continuing education and development of their internal workforce and external partners, resellers, and customers day in and day out. The power is in their hands to deliver learning programs that develop and sharpen people’s knowledge and skills. At some point, you’ve probably had to decide about the future of your learning programs based on your instinct.
Should those decisions always be based on your gut instinct, which can sway based on context and background knowledge? What about the facts?
Human instinct is a powerful tool, don’t get me wrong, but decisions backed by data are often better. This is why startups are so data-driven these days. They want to build on all the existing information instead of fumbling in the dark like the people before them. For example, legal startups find consulting services through back-office support organizations. Similarly, tech startups take consulting from data analysis services, and so on.
We live in a digital world with endless information at our fingertips. Organizations collect and analyze astronomical information daily, including learning data. So why are we not using it?
Measuring and analyzing learning data is becoming increasingly important for organizations, but they still struggle to make sense of all that information. This is why organizations look to use mix model marketing, which helps to evaluate the effect of various marketing tactics on sales and then forecast the impact it might have in the future.
Finding meaningful insights from the data you track—and turning those insights into action—is far more difficult than it seems. According to Bersin, “More than 95% of organizations feel the real need and urgency to demonstrate the impact of the bottom-line value of training; however, less than 5% feel confident in their ability to measure and report on the very same business impact.”
When done right, collecting, measuring, and analyzing learning data gives learning leaders the ability to make swift and strategic decisions that directly influence the business’s growth and success. When done wrong, the process results in a business so overwhelmed by data that it can’t map to performance and business outcomes.
One of the biggest challenges of learning measurement and analytics isn’t collecting data; it’s collecting the right data and making that information actionable.
Most organizations can track and report on the basics—the cost or ROI of training, learner satisfaction, user engagement, enrollment statistics, learner demographics, and time spent learning. However, what leaders really care about is how learning influences and improves job performance and, in turn, the overall performance of the business.