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Few organizations have a well-thought-out measurement and reporting strategy. Dave Vance and Peggy Parskey have written two books to demystify the process and provide practical, down-to-earth guidance for L&D practitioners.

Measurement Demystified Field Guide: Q&A With Peggy Parskey and David Vance

Measurement Demystified: Q&A With Dave Vance and Peggy Parskey

Peggy Parskey has more than 25 years of experience in driving strategic change to improve organizational and individual performance. She draws upon varied disciplines, including change management, human performance improvement, and project management to set program goals, define success measures, and develop tactical plans. Her focus and passion over the past several years has been in the field of measurement and evaluation. In her role with KnowledgeAdvisors, she guides organizations in developing measurement strategies, aligning learning metrics with organizational goals, integrating evaluation into business and learning processes, conducting training business impact studies, and implementing executive reporting systems and processes. In addition, she is the assistant director of the Center for Talent Reporting, which was launched in October 2012. In this role, she is responsible for the credentialing of talent practitioners in the execution of talent development reporting principles within their organizations or with clients. She has also authored several articles and whitepapers on measurement and management of change. She is certified in management of change methodologies. She holds a BS in mathematics from Simmons College and master’s degrees from the University of Chicago in statistics and business administration.

Peggy Parskey

Get the A-to-Z Resource on Training Evaluation Fully revised and updated, ATD’s Handbook for Measuring and Evaluating Training is the comprehensive go-to reference for talent development professionals in need of immediate measurement and evaluation (M&E) guidance. Edited by M&E powerhouse Patti Phillips, with contributions from 30 expert practitioners, this handbook provides an essential roadmap to developing effective processes to prove the value and impact of your learning and development programs.Training measurement and evaluation is one of the top frustrations of a talent development professional's job. At first glance, it appears to be a drain on precious time and resources, yet it is a critical function for understanding the results and proving the value of L&D programs. If not conducted properly, it can yield questionable results, lack of accountability, and stakeholder skepticism. All to say, TD professionals must have a solid foundation in measurement and evaluation to do their jobs effectively.With this handbook, you’ll feel confident each time you face an M&E challenge, from planning the evaluation and collecting and analyzing data to optimizing results and making evaluation efforts work in your organization. You will use the data to improve your training programs and meet the standards your organization strives for.The updated edition includes new chapters on how to tell the evaluation story to business leaders, visualize data in reports, and leverage artificial intelligence smartly as well as refreshed chapters on all the M&E fundamentals. Rich in real-life application, it offers practitioner tips, knowledge checks, and support resources and references. Your advisors along the way are an impressive array of experts from the field, each chosen for their knowledge, experience, and actual results in specific areas.Whether you’re a trainer, manager, professor, or student of training evaluation, this handbook has been designed to meet your needs. 

ATD’s Handbook for Measuring and Evaluating Training, 2nd Edition

Volume 4 of Train the Trainer, Measurement and Evaluation: Demonstrate Your Program’s Impact and Value, features essential new issues, along with evergreen material from TD at Work’s most popular issues.

Train the Trainer, Second Edition, Volume 4: Measurement and Evaluation: Demonstrate Your Program’s Impact and Value

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Case Study: It’s Bigger Than Big Data

Learn the principles of measurement, analytics, and reporting, and practice what you learn through the companion volumes Measurement Demystified and Measurement Demystified Field Guide, by Peggy Parskey and David Vance.

Measurement Demystified Bundle

Maximize the Value of Learning Analytics

July 2022 - TD Magazine

Measure the effectiveness, efficiency, and impact of your change transformation.

Demonstrate the Effect of Change Efforts

Measurement Demystified: Creating Your L&D Measurement, Analytics, and Reporting Strategy was the culmination of 10 years of work to bring standard measurement principles and reporting to human capital processes. We formed the Center for Talent Reporting (CTR) in the fall of 2012 with the mission to promote the adoption of those standards, known as Talent Development Reporting principals (TDRp), across talent functions. In 2013, we launched a two-day workshop to build measurement skills for talent practitioners and, over the next five years, conducted 22 workshops and trained more than 300 students.Before each workshop, we asked participants to assess the measurement maturity of their organization. Here is what we found:68 percent agreed that talent reporting was critical to senior business leaders.54 percent indicated that they had a defined process to align the learning organization’s priorities to business requirements.So far, so good.As we interacted with our students, however, we observed some concerning patterns. First, our students used the same words and terms that we did but meant different things. Business alignment at one firm was a robust process to identify business needs and translate them into strategic learning solutions. At another firm, business alignment was a process of mapping existing L&D solutions to business goals and declaring that L&D was aligned. We realized that L&D functions defined alignment to mean whatever they wanted it to.The second pattern was that despite L&D expressing a desire to “sit at the grown-ups table,” L&D was, in most cases, still operating with minimal accountability. Goal setting for those key performance measures was not the norm. (In our survey, just 34 percent said they set goals for efficiency, effectiveness, and outcome measures.)A third pattern was that L&D organizations did not appear to value standard and repeatable practices, measures, or methods to manage operations (only 26 percent indicated that they had such practices). Rather, each organization reinvented the wheel, using variations of the Kirkpatrick or Phillips methodologies for effectiveness measures, but they struggled to demonstrate business impact or how to integrate activity measures into the mix.Finally, despite low scores on several dimensions of our assessment, we later realized that survey respondents had unwittingly inflated their organization’s capability. During this five-year period, CTR certified a handful of practitioners in TDRp. These dedicated professionals committed to apply the practices and demonstrate adoption in their own organization. In our concluding meeting for certification, we asked candidates to assess their organization’s current measurement maturity. In all cases, their scores were lower than they had originally reported. Their organization had not lost ground in the intervening period. Rather, candidates admitted that their original scores suffered from the “I didn’t know what I didn’t know” syndrome. For example, until they learned what an actual business alignment process looked like, how were they to know that they weren’t doing it optimally?Our experiences over those five years reinforced the need, not only for continued training of L&D professionals, but also for a resource that they could use to guide them in their measurement journey. We felt that Measurement Demystified would meet an important, unfilled need in the L&D profession: a comprehensive and holistic introduction to the topics of measurement, analytics, and reporting. We authored the book to provide the foundation, framework, and language for L&D professionals to gain a basic understanding of these areas and then apply that knowledge to create their own measurement and reporting strategy. We also developed the book as a reference and performance support tool, including 120 learning measures, definitions, and formulas, as well as usage recommendations.After Measurement Demystified hit the bookstores, we reinvented our workshop as a six-module virtual program following the outline of the book. We modified our case study, incorporated knowledge checks, discussions, and Q&A. Homework encouraged students to apply the concepts to their own organization and share their insights with the group. In teaching the refreshed program, we observed that even the most committed practitioners still struggled with some key concepts.For example, TDRp provides guidance on how to select program measures. We advise L&D practitioners first to segment their learning solutions into strategic and non-strategic programs. Both types of programs should include efficiency (activity) measures and effectiveness (quality) measures to mitigate unintended consequences.However, strategic programs should also include measures to assess the business outcome the program is designed to impact. While this seemed simple enough, students were uncertain which programs were strategic. If their organization lacked an upfront business alignment process, there were no signals to indicate which programs were strategic. While students understood the concept in theory and tried to apply it, when the L&D function lacked a disciplined alignment process, practitioners found it difficult to implement TDRp as designed. We asked ourselves, How can we enable L&D professionals to build skills—particularly in L&D functions that are new to being managed like a business?When we developed the Measurement Demystified Field Guide, we committed to addressing this problem by:1. Acknowledging that advancing measurement maturity is a change effort requiring commitment and discipline.As with any change effort, leaders first must understand and describe the current state of measurement and reporting in their organization. Do they mostly monitor results with little oversight, goal setting, and action planning? Or is the organization more sophisticated in its measurement practices, and instead needs to expand what it measures and enhance the quality of and approach to reporting? Gaining an unvarnished view of the current capabilities and gaps is a critical first step in the journey.2. Recognizing that every organization has a different capacity and timeline for change. Once organizations know where they are, then must decide how far they want to go and at what speed.We concluded that a maturity model would help L&D professionals gauge the capacity of their organization to advance its measurement maturity. If the organization was immature, we recommended that L&D focus on getting its own house in order and gradually engage the business in its planning, prioritization, and reporting processes. A more mature organization could leap ahead, standardize its current practices, and then move to more advanced processes such as collaborating with business-goal owners to agree on the isolated impact of training on a specific business initiative.The Measurement Demystified Field Guide helps readers assess their organization’s maturity and serves as the bridge between the current state and where the organization aspires to go. It walks readers through the process step by step with opportunities to examine the practices of their own organization through inventories, interviews, and reflection exercises. While each volume of Measurement Demystified stands alone, together they address many of the challenges we have encountered over the past ten years and should enable organizations to embrace measurement and its ability to improve the operations of the L&D function.

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