Ajay Pangarkar and Teresa Kirkwood are pioneers in the dynamic field of Learning and Development, their latest offering, Learning Metrics, is a vital resource aimed at aligning L&D with core business objectives.
Learning Metrics builds on their previous work, The Trainer’s Balanced Scorecard, and presents a practical guide for learning practitioners to demonstrate the value of their efforts in operational terms.
The inception of Learning Metrics traces back over two decades when Pangarkar and Kirkwood embarked on a mission to illustrate the tangible value of learning through operational and strategic outcomes. Their vision was to create a practical tool for learning practitioners, enabling them to reconcile the accountability of learning activities with the need to deliver effective results that resonate with operational leaders.
Pangarkar shares a pivotal moment from his career that shaped his approach to L&D. As a departmental manager in a Fortune 500 company during the early '90s, he experienced firsthand the inefficacy of traditional training methods that did not translate into improved performance. This led to a realization of the lack of accountability in training activities, prompting a shift towards more strategic and relevant learning interventions.
“Simply, there was no accountability for HR training activities and management was more concerned with economies of scale, or as we know it, butts in seats.”
One of the most misunderstood aspects of L&D, according to Pangarkar and Kirkwood, is the excessive focus on learning itself rather than its application in improving job performance and managing change. Both learning practitioners and operational leaders often overlook the strategic implications of learning efforts on organizational performance.
“When leadership grasp the relevance of integrative and culturally aligned learning, the results speak for themselves.”
What sets Learning Metrics apart from other L&D books is its business-centric perspective. It views learning through the lens of operational leaders, emphasizing that learning and development must contribute to the primary, profit-focused operations of an organization. This approach positions L&D as a critical business function, essential for delivering tangible business results. Refreshingly, Pangarkar and Kirkwood do not claim a miracle cure for businesses and Pangarkar states, “As a FCPA, I must uphold a code of conduct and public trust. So, where others with misleading methodologies can do exactly that without consequence, I can’t.”
Pangarkar and Kirkwood highlight companies like Toyota, Starbucks, and Apple as exemplars of successful L&D practices. These companies integrate learning into their culture, continually adapting and improving their training methods to meet strategic objectives and enhance performance. They are keen to acknowledge that smaller companies often recognize the value of learning and employee knowledge, it is often these elements driving their innovation and growth because of their limited access to the resources their larger counterparts have.
“Every successful company has a well-defined mission, vision, and values. With this, they then successfully operationalize the objectives so everyone in the organization knows what they must do in their roles to ensure the organization achieves the mission.”
The challenge for Pangarkar and Kirkwood was to present sophisticated business and financial concepts in a manner accessible to those without a background in these areas. They adopted a straightforward, jargon-free style to ensure the content was digestible and relevant to learning practitioners.
To stay updated with the latest trends and research, Pangarkar and Kirkwood emphasize a continuous learning mindset, exploring a variety of sources and applying critical thinking to assess the validity and value of emerging trends. Areas like data analytics and artificial intelligence are highlighted as critical for the future of L&D. They also recognize that loving their jobs also helps with their professional obligation to continue to develop.
“We live by one saying that inspires us to continually learn and that is, “if you’re living life on the edge, you’re taking up too much space”.”
Learning Metrics is designed for all learning practitioners, from those involved in designing training programs to operational leaders responsible for implementing them. The book aims to bridge the gap between these groups, fostering a better understanding of how learning can drive organizational success.
Pangarkar believes that L&D needs to pay more attention to mitigating risk, managing change, and improving performance. He stresses the importance of understanding the interdependencies of these elements and focusing on delivering value that aligns with organizational goals. Pangarkar and Kirkwood acknowledge AI as a game changer across business areas and think that L&D practitioners should use this innovation to focus on delivering higher value for their organizations.
Looking forward, Pangarkar and Kirkwood are exploring the possibility of addressing the needs of young professionals entering the workforce in their next book, tentatively titled: Be Better: Don’t Be the Best, Just Be Better Than the Rest. Their aim is to shift the focus from being the best to being better than average, which they believe is more achievable and equally rewarding.
The success of Learning Metrics will be measured not by sales alone but by its impact on practitioners’ ability to enhance their approach to learning responsibilities. Positive feedback from readers who have applied the concepts to improve their operations will be the true testament to the book’s value.
Through Learning Metrics, Ajay Pangarkar and Teresa Kirkwood continue to challenge and redefine the boundaries of L&D, making a compelling case for its strategic importance in modern business.
Learning Metrics is available from Kogan Page.
