Features

Published March 2010

Verifying Virtual Value

Eric Davidove and Craig Mindrum

Learning via social networks and other Web 2.0 tools is anything but formal. Yet, when it comes to measuring its value, a structured approach should still apply. How can learning leaders assess whether the benefits live up to the hype?

Networked learning — namely, the use of social media in the workplace — has taken on a kind of religious fervor among learning practitioners during the past couple years. And not without good reason: It often creates more powerful and enduring learning experiences; it helps people establish and leverage social connections to accelerate the distribution and sharing of experiences, content and guidance; and it allows learners to be more productive, learn faster and work smarter.

At this time, however, the enthusiasm for networked learning isn’t necessarily shared by everyone. This creates a gap between believers and nonbelievers — or, perhaps more accurately, between believers and those who still need some convincing.

On one side of the fence are those who have witnessed the transformative power of networked learning — its ability to enable faster and better knowledge sharing and more effective decision making and problem solving, as well as a substantial reduction in error rates and learning costs. On the other side of the fence are those looking for a clear business case and return on investment (ROI) — some assurance that it definitively impacts the business.

Is a formal ROI necessary? Let’s face it: No learning organization has an unlimited budget. Networked learning initiatives are competing for the same scarce resources. So being able to articulate and measure the value of networked learning serves at least three purposes:

1. It establishes a sharp focus on the most important value targets.

2. It provides more credibility and respect for networked learning initiatives.

3. It creates a baseline of results and the means to determine how to improve the networked learning solution over time.

The key to determining the business value of networked learning, however, is a more expansive view of the kinds of outcomes delivered. Traditional training analyses, such as Kirkpatrick’s four levels of evaluation, were designed to assess solutions that are delivered in a linear manner. Since networked or collaborative learning solutions are informal, integrated with the workflow and driven by the learners, these traditional assessments will not work.

Instead, one has to look at higher and broader areas of value, and there are three key ones: financial, individual performance and group performance.

First-Level Outcomes: Cost Savings

Networked learning can reduce development and delivery costs, as well as streamline processes.

“Learning experiences that are intended for the external marketplace require a tremendous upfront investment. Social or networked learning, if it’s using existing social media, doesn’t have that big expense upfront,” said Karie Willyerd, chief learning officer of Sun Microsystems. “In fact, one could well argue that the cost of doing a difficult return on investment analysis may be equal to the cost of just putting the social networking platform in place.”

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Jeanne C. Meister and Karie Willyerd

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Executive Search

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