The ROI fieldbook: Strategies for implementing ROI in HR and training by Patti Pulliam Phillips,CPT, Jack J. Phillips,Ron Drew Stone,and Holly Burkett,CPT

Patti Pulliam Phillips, CPT, PhD, CEO of the ROI Institute, Inc., consults with U.S. and international organizations on implementing the ROI Methodology. Jack J. Phillips, PhD, a world‐renowned expert on measurement and evaluation, developed the ROI Methodology; his expertise in measurement and evaluation comes from nearly 30 years of experience. Ron Drew Stone is an author, international consultant, and authority on improving and measuring performance improvement interventions. Holly Burkett, CPT, MA, SPHR, principal of Evaluation Works, has more than 20 years' experience assisting in the design and measurement of performance improvement initiatives. The ROI Fieldbook: Strategies for Implementing ROI in HR and Training (ISBN: 978‐0‐7506‐7622‐9) is published by Elsevier Butterworth‐Heinemann (price: $44.95; paperback with a CD). This publisher may be reached online at http://www.elsevier.com.     

Distinguishing ROI myths from reality

Use of the return‐on‐investment (ROI) methodology to show the value of performance improvement projects has spread over the past decade. Some perceive ROI as inappropriate for human performance improvement, while others see it as the ticket to additional funding and executive support. This article explores ROI trends and answers the most common questions about it.     

Show me the money: The use of ROI in performance improvement,part 1

This first of a two‐part series presents the evolution of value, moving from activity‐focused value to the ultimate value, return on investment (ROI). This feature clearly shows that the ROI methodology is not only appropriate for the performance improvement field, but is designed with a variety of performance improvement solutions in mind. The next article in this series will describe issues and challenges that those using this methodology face, along with a brief case study.     

Determining the business impact of knowledge management

This case study describes an evaluation of business impact and return on investment (ROI) for the Knowledge Exchange, a knowledge management (KM) system within Accenture. The evaluation used a continuous measurement design to allow impact and ROI to be tracked across time and groups. The results demonstrated a significant positive impact on productivity, based largely on the effect on time savings realized by leveraging a useful KM system across a large population of employees.     

Positioning the learning asset portfolio as a key component in an organization's enterprise risk management strategy

This article presents a process for valuing a portfolio of learning assets used by line executives across industries to value traditional business assets. Embedded within the context of enterprise risk management, this strategic asset allocation process is presented step by step, providing readers the operational considerations to implement this program within their organization to enhance performance improvement. At the individual initiative level, readers will recognize elements used in developing retrospective return on investments (ROIs) for learning programs.     

Five Years after Implementation: The Role of the District in Maintaining an Ongoing School Improvement Process

The longitudinal study reported here provides insight into the role of the school district in implementing and maintaining the essential elements of a nine‐year statewide improvement project called SPUR five years after the termination of state funding and external support. Key to the conceptualization of SPUR were findings from the comprehensive Rand Study (McLaughlin & Marsh, 1978) on successful change efforts emphasizing the importance of implementing an ongoing improvement process. On‐site visits to six districts and a follow‐up survey of all 66 participating school districts were used to determine maintenance of the process, factors facilitating/impeding maintenance, and long‐term benefits. Results suggest that SPUR represents a viable improvement process that can be implemented and maintained in districts and schools with positive outcomes. Individual and organizational efficacy as well as an increased capacity for change and innovation were found to be directly related to the level of district maintenance and support.     

An Exploratory Study of the Relationship between Knowledge Management and Performance Professionals

The transition of the workforce from brawn‐power to brain‐power has prompted organizations to fixate on the knowledge created by employees, managers and customers. Knowledge Management (KM) involves recognizing, documenting, and distributing the explicit and tacit knowledge resident in an organization. Although extracting, packaging, and distributing information is not new ground for human resources and training professionals, this preliminary study pursued the authors' curiosity regarding how far beyond job aids and documentation, precursors to KM, the profession has come. This initial study investigated the knowledge management practices reported by volunteer respondents and assessed readiness for knowledge management by teasing out evidence of the systems and goals associated with KM. Additionally, we sought to understand the roles professionals reported themselves to be playing in KM, with particular interest in the thought leadership provided by consulting firms and the implications of organizational culture and information technology.     

Virtual learning environments: three implementation perspectives

Universities worldwide offer web‐based courses distributed by virtual learning environments (VLEs). A common theoretical framework for implementing VLEs is the pedagogical perspective of instructional design. In this paper, three perspectives of implementation from information systems implementation research and organization theory are presented: implementation as technology acceptance, implementation as diffusion of innovations and implementation as a learning process. These perspectives focus on the VLE as an information system within an organization, the university. The models reviewed offer an important complementary perspective to the pedagogical view of instructional design. The three implementation perspectives are compared and a conclusion is made concerning their implications of successful use and implementation of VLEs.     

Human Performance Technology and Knowledge Management: A Case Study

ABSTRACT As organizations respond to competitive environments and strive to enhance performance, knowledge management (KM) has increasingly become a strategic activity. A KM strategy entails consciously helping people share and put knowledge into action. A key challenge is how to develop and implement KM solutions that provide performance support to knowledge workers and seamlessly integrate KM into business processes. We propose that human performance technology (HPT) provides a systematic framework to help guide KM initiatives. Specifically, HPT provides a holistic view of a knowledge worker's performance environment by considering the complex interdependencies between the organizational context, business processes, and individual performers. Via a case study, we describe and illustrate how HPT guided one organization in its journey to identify the content and structure to best support performance and manage knowledge in a core business process. Based on the case study, we offer lessons for other firms on how HPT can be used to guide KM initiatives.     

A General Framework for Performance Management Systems: Structure,Design, and Analysis

Employees may spend their time on the job behaving in a variety of ways. The purpose of a well‐designed performance management system should be to channel and motivate employees to concentrate their energies on value‐added performance. The extent to which an organization achieves this outcome depends upon the design and structure of its performance management system. The basic framework of any performance management system as presented here involves four levels of operations, policies, and practices: (1) executive leadership; (2) the infrastructure of strategy, measurement and control, and work process; (3) human resource policies and practices in attracting, hiring, developing, and compensating employees; and (4) workplace working conditions shaped and driven by the practices of managers and supervisors and the dynamics of the work group or team. The issues that performance improvement specialists need to consider in analyzing an organization's performance management system are noted.     

建立企业层次国有资产管理模式刍议

对建立企业层次国有资产管理模式,该文从三个方面进行了探讨：在理顺企业国有资产管理机构与企业财务会计机构,企业国有资产管理机构与政府层次、中间层次国有资产管理机构的关系的基础上;根据企业实际情况设置集中式或分散式的管理组织方式;在企业国有资产管理机构中,配备适当数量政治上和业务上合格的国有资产管理人员;制定和执行《国有资产法》、国有资产管理法规和企业国有资产管理制度三个层次的国有资产管理规范和制度。     

A comprehensive performance analysis and improvement method

Performance analysis and improvement are critical skills for the performance technologist. A comprehensive approach to these tasks, which includes techniques from industrial and organizational psychology, industrial engineering, and organizational behavior management, is described. The approach comprises four steps: (1) conducting an organization‐wide survey to identify general improvement areas, (2) objectively pinpointing performance improvement potentials, (3) systematically identifying performance constraints, and (4) selecting or designing an improvement technique. Survey results for 63 organizations are presented and the effect of management practices on management span of control are examined. Eighteen performance constraints are organized into a decision tree that is used to select 1 of 27 improvement techniques. The results of this approach to performance analysis and improvement are described for 58 improvement projects in a medium‐sized bank.     

A Classroom Exercise to Examine the Trade‐off between Mission Capacity and Life Cycle Cost

This article presents a classroom exercise, centered on a simulation that has been used for 4 years in an MBA program to help students develop an understanding of the trade‐offs involved in managing capital assets in the public sector. Though often ignored in business schools, mission is a key criterion that must be considered when managing such assets, and acts as a surrogate for profit. The case presents a rich environment in which the impact of cost reductions (or additional investments) on mission can be quantified, and trade‐offs can be assessed and discussed. It gives students a chance to develop creative ideas for process improvement, and provides sufficient data for them to analyze the impact of their suggestions in a rigorous way.     

中国非经营性国有资产管理体制创新研究

中国国有资产分为经营性和非经营性国有资产两类。现行的国有资产管理体制着重实施主体的调整,淡化产权主体的明确,侧重实物量的管理,忽视价值量的监管。因此,有必要对非经营性国有资产管理体制进行改革创新,完善公共服务供应体制,制定并强力执行公共服务资产需求标准,改革非经营性国有资产使用效能评价方法,规范事业单位组织制度。     

基于HPT的教师工作绩效管理系统设计

基于人类绩效技术的基本原则和 ISPI的 HPT过程模型,结合学校组织和教师工作的特性,从三个主要环节上进行教师绩效管理流程的系统设计：建立整合学校组织目标和教师个人发展目标的绩效目标体系;实施从传统的教学型培训转向非教学型绩效支持的绩效辅导与改进策略;采取多层次评估方法对绩效改进效果进行评估与反馈。学校绩效人员将 HPT理念和操作模型引入到学校教师管理领域具有重要价值,但也可能面临一些局限和困难。     

钱生钱!

我们绝大部分人都同意一件事情——我们喜欢金钱。但是你对金钱的喜欢之情足够到让你创立一份事业么?.财富通常被人忽视,主要在于人们不能真正了     

Competency‐Based Evaluation: A Paradigm Change

Most training units fail to evaluate training effectiveness in terms of return on investment (ROI). In this article the argument is made that this is a result of using an inadequate evaluation paradigm. The author suggests a paradigm that is based upon a common cost‐benefit framework. As such, the alternative paradigm a) will be more understood and accepted by other managers in the organization, b) will enable the evaluation of the full scope of training activities all within one framework including effectiveness, cost, quality and efficiency‐related activities. In order to measure effectiveness we have to broaden the definition of the term performance improvement. The definition should relate also to the cost of behavioral change. In addition, we have to differentiate between evaluations of training effectiveness and consulting effectiveness. These two changes will enable us to link directly, training activities to performance improvement. Training results will improve human capital and could be measured in ROI terms.     

完善国有资产管理体制问题研究

国有资产管理体制是关于国有资产管理机构设置、管理权限划分和确定调控管理方式等方面的制度体系。文章分析了我国国有资产管理体制的演变历程,对新型国有资产管理体制进行了认真思考和分析,在借鉴国外成功的国有资产管理经验的同时,对进一步完善我国的国有资产管理体制提出了意见和建议。     

知识管理评价文献综评

作为知识管理的重要组成部分,知识管理评价旨在帮助企业找出提高企业绩效的关键因素并及时采取有效措施,提升知识管理的能力与水平。本文通过对国内外知识管理评价相关文献的整理,比较系统地对知识管理的评价的文献进行了综评,反映了知识管理评价的趋势和研究这一问题的目的及意义。