Maximizing Learning ROI: How American Express Creates an Effective Leadership Development Climate
By
Paul Leone, Ph.D.
Manager of Assessment & Evaluation, American Express
Madelyn Marino
Manager of Learning & Development, American Express
Richard Richards
Director of Design, The Ariel Group
Executive Summary
In this paper, we look at the positive impact of creating an effective leadership development climate at American Express, by examining the Level 3 and 4 survey results of a series of Executive Presence programs delivered by The Ariel Group in 2005.
Kirkpatrick’s four level model for evaluating training and learning is arguably the most widely used approach in the training and development world today. Yet, in a September 2006 survey of nearly 250 organizations(1), The MASIE Center determined that almost 80% of the organizations surveyed seldom or never measured results at Level 4, Business Impact or Results.
Despite the growing pressure on training to deliver tangible and measurable impact, Level 3 and 4 results can be difficult, complex and time-consuming to determine—not a project for the faint-of-heart!
However, American Express has made the measurement of Level 3 and 4 results the hallmark of their training process.
In this study, the results were conclusive: there is significantly improved learning transfer and a higher return on investment where there is an effective leadership development climate, i.e. support and follow-up from direct managers for an employee to practice and incorporate newly learned behaviors and skills into their work life.
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(1) Learning Consortium Metrics Benchmarking Survey, September 2006, The MASIE Center, NY
Prepared for The Ariel Group’s Client Conference 2006 Copyright © 2006 The Ariel Group and American Express
