But that doesn’t mean all learning is always good for organisations. This is basic economics. Organisations have scarce resources, and need to make difficult decisions about what to spend their money on – what activities will add most value?
Ignoring this basic economic principle is the reason why expenditure on training is often wasted. I’m reminded of the marketing manager who knows half of his advertising budget is wasted – he just doesn’t know which half. Organisations often undertake training as little more than a matter of faith – they know it ought to be good for them, but they’re not sure exactly why, or to what extent. This means the organisation can’t tell whether they’re best spending money on training, or better spending it on something else that might impact more on performance and results.
This is one of the reasons why Dr Alasdair Rutherford and I set up Airthrey, the learning evaluation solutions business, two years ago. We wanted to help organisations work out whether training is working for them, and what parts of their training budget might be wasted. Thus the message not to waste money on training, but to find ways to measure (or otherwise accurately judge) the contribution training makes, and so target scarce resources for training more effectively.
Airthrey’s flagship programme, Learning Evaluation Action Development (LEAD), is a means for organisations to work this out, using the best techniques available, with support from their peers, with the best resources on the subject, and with tuition from Alasdair and me. It’s not another training course, but a form of supported consultancy, by the participating HR/L&D professionals themselves. It works really well, and I commend it to you.