Anderson’s Value of Learning Model was published in 2006 by the Chartered Institute of Personnel and Development. While not having the publicity of the Kirkpatrick Training and Evaluation Model, it boasts the perks of recency in an industry saturated with failed trainings. Here’s how it works:
In three stages, Anderson’s Value of Learning Model seeks to conquer the Evaluation Challenge and the Value Challenge which are the two main struggles faced by organizations. Organizations report that “they struggle to do evaluations well,” and “require evidence showing the value of learning and training.” In other words, they want to know that their training works, but struggle to find the evidence. Here are the three stages that Anderson’s Value of Learning Model uses to accomplish these two tasks.
Determine current alignment against strategic priorities. This stage asks an important question: Is our training in line with our strategy? If a company’s goal is to drive sales, do the trainings accent that?
Use a range of methods to assess and evaluate the contribution of learning. This stage “outlines four areas of evaluation,” - Return on Investment Measures (Cost of learning programs vs. bottom line), Return on Expectation Measures (has the expectation of your training been met?), Benchmark and Capacity Measures (how are we doing relative to other organizations?), and Learning Function Measures (how efficient is the program in your business?).
Establish the most relevant approaches for your organization.
Similar to the Kirkpatrick model, the most difficult challenge is data collection to determine where an organization falls in each of the three stages. When we ask organizations how they collect needed data, we hear, “It’s difficult.” Anderson’s Value of Learning Model is a wonderful model. If you solve the data collection issue, the model becomes much more useful. See how Sprezie can help your organization effortlessly get the data required to use Anderson’s model.