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How this unique system compares with competing models and theories.

The ROI Methodology had its beginnings in the early 70s when the first ROI study was conducted to evaluate a cooperative education program at Lockheed Martin. The study was developed at the request of executives and the first study translated into funding, improvement, and support for the program. From this first study, the model was refined over a period of years, presented at conferences throughout the 1970s and 80s. The first book describing the methodology was published in 1983 (Handbook of Training Evaluation and Measurement Methods, published by Gulf Publishing). This book was the first book on training evaluation in the USA. Since then, over 50 other books have been published to evaluate learning and development, including Don Kirkpatrick's book, which was published in 1994. The uniqueness of the development of this process is that it was published early and offered to others to continue to use and refine. At the same time the developer, Dr. Jack Phillips, continued to make improvements and adjustments along the way.

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In today's highly competitive business environments, it is vital that companies have well-trained staff. Any business, regardless of its size is only as strong as its weakest link. It is, therefore important that all members of staff have similar levels of ability and experience.

corporate-trainingTo achieve these high-level skill sets, many companies invest in dedicated training courses to offer continual development to all of their key personnel. In fact, for many employees, good training courses are valued as highly as actual job benefits packages. For Registered Training Organisations (RTOs) maintaining relevance of its staff's skill sets, specially trainers and assessors, gets to the next level as currency incorporates a new dimension to continual development.

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What's the ROI on ROI?

When an organization implements of the ROI Methodology, the concern about the value or payoff of this approach becomes an issue. This process, when used properly, a function from activity-based to results-based. The activity-based approach focuses on developing programs, counting people involved, and reporting data about activities. The results-based approach requires that programs begin with the end in mind with very specific business measures. It also involves a continuous focus on results throughout the process and creating expectations from all involved to deliver the results. These results include data that are CEO and CFO-friendly.

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