What's the ROI on learning?

What’s the ROI on learning?

Written by Warwick Andrews

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15 October 2020

I’m always curious to know the ‘value’ of learning. More specifically, the ‘value’ to a business when it invests in developing its people. In terms of context, I’m thinking less about technical knowledge and skills, and more about the ‘softer skills’ – people’s behaviours, their personal qualities and ‘how’ they do things.

Organisations of all sizes commonly talk about their teams working in silos, and/or, not working effectively cross-department. Probably the most common ‘request’ for support is to improve communication throughout the business. Businesses are often looking for quick solutions – the ‘fix it’ workshop or ‘company day’. These are great to do and can have a positive impact yet do they become a part of the evolving culture within an organisation, or is it a short-term ‘hit’?

Programmes of learning (think numerous interventions over a period of time) have a greater potential to have a longer-lasting impact for the people involved, and for the organisation making the investment.

A principle I still believe is relevant yet forgotten in the people development context, is that learning is continual. It’s not a transaction and everything is fixed. The development of people requires regular ‘touchpoints’ to revisit and reflect on the application of any learning; to provide those opportunities to monitor progress – where you are, where you’ve been and where you’re going … and what you’ve learnt on the way.

What do I think is the value?

Reflecting on my own practice, and the various opportunities I have delivered in a variety of formal, informal, experiential and vocational settings, I’d observe that these would be my ‘top 3’ returns:

An improved awareness of ‘self’ – people learning about how they react in situations, what their common or default behaviours are, and learning how they like to do things. In itself, this greater self-awareness can help an individual perform better.
A better understanding of others – as humans we tend to gravitate towards people we ‘click’ with, who have common interests and/or who we get on with. Yet not everyone we engage with in the workplace is like you. Having an appreciation of ‘what makes people tick’ can build better and more productive relationships.
A greater sense of purpose – … or at least, what to focus on. The majority of people who I have worked with are “very busy”. Bespoke and applied learning opportunities, focussed on the people in front of you, can help provide some clarity and rationalise that ‘very busy’ schedule.

So I return to my starting point. What’s the value to the employer, and the employee?

Can the value of investing in your people be quantified or is this an intangible value?

As an employer, what do you want in return for investing in your people?

As an employee, what would be a good outcome for you?

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