“Behind the challenge of measuring the effectiveness of e-learning, the entire company strategy”

Digital learning aims to transmit knowledge. Its effectiveness therefore lies in the skills acquired, the talents developed... but also in the performance gain for the company. But how to quantify these benefits?

Many digital training players are asking this question. But less than 10%(1) would be able to demonstrate the concrete impact of e-learning on business! This figure is all the more surprising as one third of HR managers make digital learning their priority(2).

It is necessary to identify KPIs oriented towards business

The answer to the performance monitoring dilemma is a global vision and definition of indicators (KPIs). Not only related to training, but business oriented. Because the impact of digital training must be global on the company, its activities, its interactions and its organization. KPIs focused solely on training. Defiled by business and trades indicators, transform training into a cost centre, with no possibility of return on investment!

According to the e-learning training, impact can be measured through a wide variety of indicators.

• Indicators related to the performance of the customer relationship. – Sales growth, customer satisfaction score, better use of a product or service by the customer...
• Indicators associated with compliance and risk management. Such as legal costs, accidents at work or training time for new regulations.
• The implementation of new internal and sustainable practices, as evidenced by indicators such as the cost of replacing skills, time spent on training in use, etc.
• Team onboarding times. – A Learning Engagement Platform that can quickly establish a real training reflex among employees. They can train on content always up to date, interact with an expert via the platform if needed...

KPIs must be identified prior to training

The training actors to highlight the full potential of learning, focusing on KPIs in line with the company’s strategy. Customer relationship is at the heart of its priorities? The evolution of the Net Promoter Score (NPS), following relevant training, is an indicator that will be recognized by decision-makers.

Of course, using custom KPIs means defining them in advance. By associating them with the training strategy and objectives. An assurance of alignment with the company’s priorities and integration of training at the heart of its strategy.

Finally, beyond the short or medium term impact of an e-learning programme. The training manager must be able to take a longer-term view. Training is also a tool for retaining talent, developing employees and building their professional career. And therefore a tool that promotes the commitment and involvement of employees.

A key argument for the company, whereas a study by Mazars Consulting estimates the cost of team disengagement at more than 12,000 euros per year and per employee!

The e-Learning designer, partner more than provider

It is obvious that the question of measuring the effectiveness of an e-learning project must be addressed well in advance of its design. With its partner, the designer and/or provider of e-learning solutions, the company must discuss its objectives, strategy and priorities. The objective is clear: to define precisely the company’s strategy, which must be supported by training.

This is how the training solution can be designed to meet expectations, and the most relevant indicators will be identified. In other words, the company’s e-learning partner is not the training partner but the company’s partner, its activities and ambitions.

Yann Teyssier, CEO of ITycom

1. Forbes Council Figure, 2017
2. Gartner, Reimagine HR CHRO, 2018

Everyone agrees on the need to measure the effectiveness of e-learning. And most trainers are faced with the difficulty of the exercise, struggling to prove performance. And if the solution was to take a step back and adopt a more global vision. By putting e-learning in its place, that is to say at the heart of the company’s strategy? This is the conviction of Yann Teyssier, CEO of ITycom.