Measuring the impact of Business Development Training
We can say two things about the measurement of Business Development training:
- It is difficult
- It is essential
It is also important to recognise that what we are seeking to demonstrate is the difference between the situation before and after the training. We will not always be able to prove empirically that the change has taken place because of the training. We can demonstrate what has changed after the training.
Why should we measure the effect of training?
- To support implementation and ensure sustained deployment
- To ensure return on investment and make the business case
- To constantly improve the training and ensure durability
What should we measure?
The classic measurement approach (primarily developed by Professor Donald Kirkpatrick), looks at four levels of evaluation;
- Reaction to the training
Often using end of course evaluations and surveys - Evidence of skills learned
Learning can be defined as the extent to which participants change attitudes, improve knowledge and/or increase skill as a result of attending the program - Evidence of a change in behavior
The training itself will only be one of the drivers for this change. As Kirkpatrick points out there needs to be 4 conditions for a change in behavior- The person must want to change
- They must know what to do and how to do it
- They must work in the right climate
- They must be rewarded for changing
- The effect on results
While most organisations measure at level 1, fewer measure at 2 and 3 and only a small minority measure at 4.
How and when should we measure?
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When? |
What? |
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At planning stage |
Measure current alignment of skills and business goals/strategy |
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Before training |
Measure participants’ expectations, confidence and view of own capabilities |
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During training |
Understanding |
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During training |
Ability and commitment to apply |
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End of training |
Opinion of training and commitment to apply |
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Plus one week |
Opinion of training and commitment to apply |
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Plus one week |
Change in understanding |
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Plus one-three months |
Change in activity (quantity, direction and quality) |
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Plus three-six months (depending on buying cycles) |
Result |
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Plus six-twelve months |
Change in competence |
Measuring Return on Investment
Here are some useful indicators to measure changes in behaviour and changes in results.
This list is not exhaustive but reflects KPIs we have used with clients. Clearly it will be important to select the most appropriate KPIs for the specific situation. Select the most appropriate measures for you by looking for the measures that are relatively easy to make and which will be the most useful.
Level 4. Results
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KPI |
Value? |
Easy? |
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Share of wallet |
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No. of deals |
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Average deal value ( spit by new business / existing customer) |
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Actual against forecast |
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Income |
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Margin |
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No of new clients |
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Rebuy rate |
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Growth rate per account |
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Rate of in-sell against target and stage goals |
Level 3. Behaviours
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Activities |
Value? |
Easy? |
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No. of customer visits (per week/month) |
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No. of proposals |
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No. of referrals/introductions |
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No. of opportunities into pipeline |
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% of time spent in direct selling activity |
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Time spent actively managing social selling |
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Concentration of Focus |
Value? |
Easy? |
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Balance of activity between prospects and clients |
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Use of selection criteria to ensure prospects fit strategy |
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Use of GO/ NO-GO points to ensure opportunities fit strategy and tactics |
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Number of contacts in each client/prospect |
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Balance of time split between different buyer types/points of contact |
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Balance of activity across segments (vertical markets, customer size etc.) |
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Balance of time between pro-active and reactive customer work |
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Effectiveness |
Value? |
Easy? |
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Conversion ratios at different points in the sales process |
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Pre call/meeting/pitch preparation (time spent or % prepared for, use of meeting planner) |
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Clear call objectives set (main and fall-back) |
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Quality of approach (phone, e-mail etc) |
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Entry behavior |
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Positioning statements – yourself, your company, your products |
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Running the first 5 minutes |
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Creating openness |
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Asking questions to get to the customer’s real requirements |
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Listening |
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Summarising |
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Structuring the meeting and controlling the flow |
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Forming a value-added solution |
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Presenting the solution to individuals and groups |
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Handling price challenges |
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Handling objections |
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Reading adapting to different personality types |
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Gaining commitment |
Conclusion
Measurement of Business Development training is difficult but it’s important. If you’d like to look further into measuring the impact of Business Development training please contact us
