A learning measurement culture includes the values, beliefs and behaviors from the top down in an L&D organization that is rooted in using measurement and data to drive decisions.
A measurement culture needs to have the following elements in order for the organization to embrace it.
-- Believe and Value Measurement
-- Take Your Stance on Measurement
-- Lose the Fear of Measurement
-- Remove Barriers to Change
-- Build Recognition and Rewards
Believe and Value Measurement - This starts with a vision of the benefits in using measurement. Focus on two primary benefits: 1) showcasing value and 2) continuous improvement. Measurement does both of these if you do it right. In addition, leadership must champion the measurement culture.
Take Your Stance of Measurement - There are three paths to take here: ad-hoc, precision or evidence. The ad-hoc path says measurement really doesn’t matter. You will make decisions and show learning value by looking at who yells the loudest or bangs their fist the hardest. The precision path says you have to be perfect and precise with your measurement models and techniques, otherwise they shouldn't be used at all. This means your measurement culture will become a project of one-off research initiatives that will have statistically strong findings but will not easily replicate. Lastly, the evidence path focuses on roughly reasonable data. Your team can gather evidence of value, impact and improvement opportunities, but it need not be perfect or causal when reasonable and correlative is okay. We suggest the evidence path.
Lose the Fear of Measurement - A measurement culture loses the fear of measurement by being transparent with themselves and with their stakeholders. This means clearly setting expectations as to what measurement will and won't do. For example, a reasonable measurement exercise will show evidence of impact, but it won’t be perfect or causal. It is looking to identify improvement opportunities quickly so adjustments can be made, as opposed to waiting on precise data and missing a chance to adjust in an agile way. Being overt and clear about your stance on measurement, as well as its benefits and flaws, is a transparent way to tear down fears.
Remove Barriers to Change - To remove barriers to change, the organization should 1) have a team leader communicate a compelling and articulate case for a measurement culture, 2) allow all impacted team members the opportunity to share their feedback, ideas and concerns, 3) allow all impacted team members resources to adjust to the change (i.e. improving data literacy by attending a measurement workshop), and 4) keeping things simple by ensuring the team has the resources and processes to implement and sustain a measurement culture.
Build Recognition and Rewards - First, recognition and rewards need not (and likely should not) be tied to salary or compensation. What it could be is the team leader recognizing a team member at the next team meeting for their use of measurement in their daily work. There might be a ‘best use of measurement’ example on a monthly basis which may be rewarded with a lunch or recognition email from the team lead. These forms of gratitude for embracing the measurement culture are very meaningful to individuals and go a long way in ensuring daily behaviors reflect the culture that has been created.
If you apply the above you will have created a learning measurement culture. Download the measurement culture whitepaper for more information on building and sustaining a measurement culture.
The Performitiv Team