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Measuring the Long-Term Impact of L&D Initiatives on Business Performance

Clarity Consultants

This article provides a comprehensive framework for measuring the long-term impact of L&D initiatives and tracking the ROI of learning programs over extended periods, complete with real-world success stories and actionable metrics. Productivity metrics: Assess changes in output per employee or team efficiency.

Metrics 147
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A Better Metric for the Value of a Worker Training Program

Harvard Business

These metrics are useful but miss the big picture, in part because they mistake a program’s cost for its value. We developed a new metric — cost per employed day (CPED) over the first six months — that we believe better defines how well employment programs work. Many measure cost per student. Think about it.

Metrics 132
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Optimizing Portfolio Profit through DIPP-guided Resource Allocation

Epicflow

Stephen has introduced innovative methods and metrics to the project management discipline and has taught project management at universities and for organizations worldwide, including Siemens, Ford, Qatar Telecom, and the US Air Force. To have real integration to support decision-making, we need a single metric that works for all parameters.

Resources 130
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Bank Valuation: Understanding Key Ratios and Metrics

Tom Spencer

In this article, we will explore the importance of profitability ratios and valuation metrics that are crucial when analyzing banks. There are seven key profitability ratios and two valuation metrics that it is important to understand. It is not a useful metric for comparing different business lines.

Metrics 88
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How U.S. Health Care Got Safer by Focusing on the Patient Experience

Harvard Business

The financial health of the organization was the most important metric for management and governance to follow. For every comparison, the clinical quality performance was better in the hospitals with the better patient experience performance. There is good news for chief financial officers, too, in these analyses. What is driving what?

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Is Corporate Short-Termism Really a Problem? The Jury’s Still Out

Harvard Business

The observation that many “unicorn” companies with no profits — and sometimes no revenues or even fully developed products — get valued so highly makes me skeptical of the idea that the capital market is systematically myopic. McKinsey tries to address this issue by doing comparisons within industries.

McKinsey 116
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Measuring Your Employees’ Invisible Forms of Influence

Harvard Business

New workplace metrics are needed to help leaders get a more complete picture of this. For comparison, the employee sample identified as low performers had an average network size of 20. Second, high-potential individuals in the go-to-market group spent 34% more time with product and engineering groups than the team average.