recent global survey
, yet it also found that L&D is having a strong impact in certain organisations.
To that end, L&D Professional
has spoken to four L&D practitioners about how they are seeing results from their successful L&D strategies.
Firstly, Tammy Ryder, general manager of people at Minor DKL Food Group, has been pleased with their results after a major overhaul of their L&D strategy 18 months ago which broadened what their e-learning offering could deliver and increased the depth of its content.
“The feedback from our franchisees and in particular our team members has been fantastic,” Ryder said.
Three of the measures which Ryder uses include the quantity of training rates, staff retention and store sales.
“We have seen our training rates increase which is also rolled into our store performance, so as those training rates have come up, we have seen store performance improve,” she said.
“We have also seen staff retention improve so it’s a proven correlation between those things.”
Meanwhile, Alla Keogh, head of people and performance at MYOB has seen an 18 point increase on the L&D driver in their recent engagement survey.
“We have also found that innovation has had a significant uplift in our organisation and I would say that we are well on way to having a genuine culture of learning which we believe ultimately will be one of our biggest assets and sources of our competitive advantage,” she said.
Moreover, Wayne Gobert, head of people and culture at Assetlink said that one of the ways his company measures success is by the number of employment relation cases that escalates.
“One reason we can be comfortable is that we are not having industrial problems,” he said.
“We also have satisfaction surveys so we ask our people how satisfied are you with training? For example, at our last survey we did we had a satisfaction training of around 85%. That’s good and that keeps us encouraged.”
Gobert also points out that they are operating in a challenging environment.
“We have generally low levels of literacy and computer literacy and multiple languages, and then our people are dispersed 24/7 over 1,100 sites so for us we are pretty happy with what we get,” Gobert said.
“We are seeing satisfaction in probably one of the toughest environments you could work in.”
Finally, one way Cathy Doyle, chief people officer at MacDonald’s measures performance is by getting feedback from managers that staff are on track with what they are doing.
Additionally, in 2013 McDonalds commissioned independent research around training within Australia particularly. The results found that 84% of people in recruitment looked favourably on candidates with McDonalds experience because of their training and development.
“That was a great benchmark for us to go back to the business and licensee to say not only are we building great leaders for our business but we’re also building great competency in the Australian workforce,” Doyle said.
Furthermore, external traineeships are externally recognised which means you have got to demonstrate a certain level of aptitude and competency to get that accreditation, she said. Consequently, they measure the number of completion rates on that.
Also, 65% of the employees who get the traineeship go on to management positions within the business. McDonald’s have got an internal aim to build that up to 85% so that they can continue to build management capability at the company.
The effectiveness of L&D may have been questioned in a