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 Client organizations understandably want to know if the money they are
spending on developing their managers is money well spent. They want to have
some idea of what return they are getting on their investment.
It is a reasonable attitude, and in the design of its programs,
LIM
measures the results of a program on the personal, team, business and
organization level, and gauges the return on the company’s investment of time,
human resources and money.
LIM utilizes three types of methods for establishing the effectiveness
of the programs: Instruments, Qualitative Research, and Results of Project
Proposals.
Instruments:
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a 360°
feedback instrument to gauge the extent of changed behaviors, skill
improvement, and shift in attitudes over time;
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a High Performing Team Instrument designed together by the Learning Coach
and by the teams in question, and based on the desired feedback on role,
behavior, responsibility performance, and skill sets;
Qualitative Research:
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Researchers in
LIM’s assessment arm,
ARL Inquiry, conduct in-depth
evaluations on behalf of clients to measure the impact of a program. The
evaluations report changes resulting from the program, analysis of factors
affecting the transfer of the learning from the program to the manager’s daily
activities, and impact studies on organizational change as a result of the
program.
Results of Project Proposals:
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All ARL programs use actual business problems as the vehicle for learning,
which means that in addition to the development of the managers, the
organization receives a proposal for solving a problem or generating revenues.
The large majority of recommendations result in cost savings, additional
income from new business ideas, or new ways to maintain the company’s
competitive position in the market.
Measuring the Results
Leaders
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60% of the graduates of a
LIM Leadership Development Program in one
company received international assignments within one year after graduation.
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After participating in one of
LIM’s Leadership Development Programs
in another company, 4 participants who were planning on leaving the company
decided not to leave. The reason: they discovered that the company was truly
interested in what they thought; it wasn’t a matter of money; it was a matter
of feeling valued.
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One graduate of a leadership development program received feedback from
his direct reports, supervisor, colleagues, secretary and wife that he was a
much better listener and as a consequence a better manager, colleague, boss
and husband.
Teams
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Across one global company, 160 people received in-depth training on
leading and working in high-performance teams. This group now works in or
leads cross-functional task forces and teams on a regular basis.
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Executive team members from another organization have demonstrated
effective listening, feedback, planning, meeting management, decision-making,
conflict resolution and problem-solving skills. As a result, they have set the
internal standard for teamwork.
Organization
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One company spent millions of dollars on a re-engineering effort with a
big, external consulting firm and received a plan that had little ownership
from within the organization. Using the ARL process,
LIM helped the
implementation teams take control and meet deadlines, all at a fraction of the
cost.
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Another
LIM client created a company-wide protocol for planning and
running meetings more efficiently. Morale improved, better decisions were
made, and the company saved time and money.
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One project team in a leadership program was asked to find synergies from
a recent merger. Instead the team came back to its client, the CEO, with a
plan to reorganize the company so that finding synergies was a natural
organization consequence. The CEO followed their recommendation; the company
was re-organized and the expected synergies appeared and were captured. This
was a major strategic breakthrough for the company.
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A pharmaceutical company, using
LIM’s support, re-designed its
organization effectiveness and training and development units so that they
were better aligned with the business.
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One company received the Optima Award from Workforce Magazine for
Competitive Advantage due to its Leadership Development Programs that gathered
people from different companies, areas and functions to work on common
projects as part of its merger integration strategy.
Business
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One food products organization saved $3 million in raw material costs
during the first year as a result of one team 's recommendations.
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A global truck company team designed an innovative parts distribution
system for their operation in Poland, saving a year's production time and
earning an estimated $7 million.
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A food-processing client wanted to find a better way to service its
customers while lowering logistics and freight costs. The solution resulted in
logistics and freight costs that are the most cost-effective in the industry
and provide savings of $1.5 million annually.
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A bank identified internal and external success factors and a
corresponding plan to bridge the gap between the investment and commercial
banking divisions.
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