Providing demonstrable return-on-investment for organisational learning and training

Purpose – The aim of this paper is to present a holistic approach to training, that clearly demonstrates cost savings with improved effectiveness and efficiencies that are aligned to business objectives. Design/methodology/approach – Extending Kirkpatrick’s evaluation framework with Phillips’s return-on-investment (ROI) concepts, the paper conveys a number of successes; including trainee satisfaction and the capturing of improved knowledge and skills. Findings – The paper includes case studies of how, and to what extent this knowledge has been applied with examples of resulting efficiency savings. The paper shows that there is growing agreement that one of the primary drivers, if not the key driver of long-term organisational effectiveness, is the ability of an organisation to learn effectively. The methodology requires some additional assessment and course preparation to establish a basis from which to demonstrate learning effectiveness. The financial benefits of the applied learning are far greater than the additional preparatory costs. Practical implications – Learning organisations that anticipate, react to change and learn, are likely to maintain a competitive advantage. These organisations are constantly looking for more effective and efficient ways of training. Paradoxically, other organisations will often slash training budgets in times of hardship, as training departments are unable to demonstrate the effectiveness of their programmes. Originality/value – The paper presents a practical example of how training should be applied to truly demonstrate its value in the workplace

Achieving business excellence in software quality management

Many companies have had difficulties in achieving success with software process improvement initiatives or have had adverse experiences in implementing quality systems. With a plethora of standards available and the numerous frameworks to apply best practice, none appears to act as a panacea to guarantee fulfilment or realise a true Return-on-Investment. This paper proposes a holistic approach to software process improvement, describing a range of supporting tools and methods highlighting a true understanding of the customer base and associated cultures. The research aim was to develop and evaluate a demonstrably effective and efficient software quality management methodology suitable for a technical company. To be effective the methodology must deliver real process improvement conformance to the best practice quality standards. To be efficient the methodology must deliver a real Return-on-Investment. A range of case studies are described including audits, self-assessment, training, system design, marketing, and the people skills associated with a consultation process are all examined in detail. Each case study provided a further opportunity to measure and analyse the success or otherwise of that method for further refinement. The research methodology has demonstrated its success as the data collected during these case studies show that steady improvement in implementing the software quality system has occurred year on year. This success has been validated by third party ISO 9001 assessments and has led to an enhancement in reputation. The approach has overcome cultural resistance and changed working practices. With a philosophy of customer care, consultation, and active engagement, practitioners adopt best-practice quality management principles. The cost effectiveness of this methodology means its adoption could be considered by any organisation whether large or small

An analysis of software quality management at AWE plc.

A detailed question set is required to test and measure the true extent that a software quality management system is adopted and implemented across a large company like AWE plc. The analysis of the gathered data reveals specific topics of weakness that can also reflect the cultural acceptance or resistance that management groups have towards the adoption of quality systems. Having identified detailed problems and barriers, effective strategies and programmes can be deployed to improve the level of implementation and, therefore, the effectiveness of a software quality management system. This paper presents the question set used and the subsequent results obtained from the implementation assessment for 55 software systems at AWE plc. The data is collated into management groups and the associated cultures discussed. The topics of weakness are highlighted together with the very specific actions that are least undertaken. A range of improvement actions is also presented

The effectiveness of training in reducing email defects

Previous research has shown that there are many defects associated with email use within the workplace. This paper describes the effectiveness of email training in enabling employees to write better emails. Employees were asked to evaluate the emails they received from specified senders before and after the senders had received training. These emails were marked against a set of ten criteria that covered different aspects of email, including whether the email had a suitable subject line, whether it was relevant and if it was easy to read. By comparing the results before and after the training it is possible to see how effective the training has been and which areas of email use benefited the most from the training. The results show that some of the email defects are more receptive to training than others. The data also shows the relationships between the evaluation criteria used. This is important because it shows how some of the problems with email are related; similarly it shows how an improvement in one area is likely to lead to an improvement in another. This paper highlights some of the problem areas often associated with email and shows the effect of training in reducing these email defects

Email training significantly reduces email defects

Organisations are now becoming aware of the problems associated with email use and are keen to reduce these defects. These email defects relate to the ineffective way that email is used within organisations, and are not only limited to the volume of email that is sent and received, but also the quality of the email content. Email defects lead to inefficiencies within the workplace as employees spend more time dealing with email rather than doing other aspects of their job. This paper firstly examines how email is used within a large organisation and highlights the defects associated with email. The initial results show that these defects affect some groups of employees more than others. The paper also reports on the effectiveness of email training in reducing the defects associated with email use. The results show that some of these defects are related and that training can significantly reduce some of the email defects and improve the way people write emails

Measuring electronic communication defects and their impact at 3M

Although email is frequently often thought of as a quick and efficient form of communication, often little thought is given to how email affects the employee. This paper has made steps towards gaining a better understanding of email communication and how it can be used more effectively in an organisation. The results obtained from this study can also provide the basis for communication usage policies and training, which could then reduce wasted time and improve employee productivity. It has also shown both the value of obtaining metrics and the difficulties involved. The paper highlights some of the problems, and some of the issues that need to be addressed with email communication within a large organisation

A simple approach to improving email communication: going back to basics

Email communication is becoming a burden for many employees and the way email is handled is far from efficient [5]. Employees are overwhelmed by the volume [4], lose important items [6], and feel pressured to respond quickly (often within seconds [3]). The major research in this field is trying to solve these problems by designing and building better email systems through understanding email usage [5]. Although these systems will probably improve email communication, would going back to basics provide, at worst, an interim solution