Pasos a seguir para aplicar ROI

relacionado a la capacitación
Información tomada de (Thopson, n.d.):
The standard formula for computing your ROI for training is ROI (percentage) = ((Monetary
benefits – Training Costs)/Training Costs) x 100. ROI may also be measured in terms of decreased
per-item product cost or time.
1. Choose discrete items to measure

Based on what type of training is being offered and what areas of your business it is
designed to impact. If the training is intended to teach a new, faster process to make
widgets, for example, your baseline criteria to measure against are how long it takes the
average employee to make one widget and at what cost.

2. Measure how long it takes the average employee to make the widgets before the
training.

If the average number of widgets produced per employee is 60 per 40-hour, five-day work
week, the employee averages 12 per day, or 1.5 widgets per hour.

3. Calculate the company's pre-training, per-widget production cost.

It costs the company $180 per week per employee for all costs, including wages, materials,
equipment, facilities, distribution and overhead. The employee makes 60 widgets each
week, so each widget costs the company $3 to make. The same 60 widgets are sold for $4
apiece, for a profit of $1 each, or $60 per week. Over the course of a 50-week work year,
assuming the standard two weeks of vacation time, the employee makes enough widgets to
earn the company $3,000 in profits.

4. Provide the process improvement training to the employees

At a cost of $1,000 per employee, for this example. If the training is successful, you should
expect to see a greater number of widgets produced per employee, per hour.

5. Measure the amount of time it takes the employees to do a task after the have
completed the training program

If the employee now makes 80 widgets each week, or 16 widgets per day, the average
number of widgets produced per employee is now two per hour. This reflects a 25 percent
increase in per-hour production by the employee following the training -- a clear
improvement.

6. Calculate the new per-widget production cost.

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 Since receiving the training, each employee is now averaging two widgets per hour. The
weekly per-employee operating costs are the same -- $180 per week -- but the employee is
now producing 80 widgets each week, so the cost per widget drops to $2.25. The widgets
are still sold for $4, but since the production cost has dropped, the per-widget profit is now
$1.75. So the employee is now producing a profit for the company of $140 per week, for a
total profit of $7,000 per year -- another clear increase.

7. Figure out the net benefit to your company

In this example, the benefit is the increased profit produced for the company by the
employee over a year. Before training, the annual profit produced was $3,000 per
employee, based on 3,000 widgets a year making $1 profit each. The employee now makes
4,000 widgets each year, at a per-widget profit of $1.75, so the total annual profit from that
employee's widget production is $7,000. The increased profit is $4,000.

8. Calculate the ROI for that employee's training, using the standard formula.

Use the net benefit -- increased profit -- and training costs noted above. In this example,
ROI (percentage) = (($4,000 - 1,000)/1,000) x 100, or (3,000/1,000) x 100, or 3 x 100, for a
percentage return on investment of 300. This training can thereby be shown to have been
effective and worthwhile, since you are getting a return of $3 for every $1 spent on training.

Método mixto; variantes cualitativas útiles para la

medición cuantitativa del ROI

Extractos y adaptaciones tomadas de (Bashrum, 2012):

Start Early, Calculate Continuously

Although it is possible to calculate ROI after the fact, it is not advisable. One of the core
benefits of ROI is the opportunity to make adjustments to the training program along the
way. Suppose, for example, that after two years of running a program the ROI comes up
negative. That's two years where costs exceeded value—not a helpful analysis when it
comes to justifying the program. ROI should be viewed as a real-time process. By
calculating ROI continuously, program benefits are always known. If the number is
trending toward the red, the root cause can quickly be identified and action can be taken.

There are two ways to calculate ROI: measure actions or measure opinions. While
measuring what people do is better than measuring what they think, this is not practical for
most training programs. A survey approach to ROI can be effective and efficient; good
survey methodology is the key.

Three prerequisite measures are critical lead-ins to showing ROI: learning effectiveness,
job impact, and business results. These are important not because they are required for
the math (only job impact is needed), but because they provide quantitative proof to support
the final conclusion. Training effectiveness supports job impact, which supports business
results, which leads to positive ROI.

 Learning effectiveness Typically ask the student to what extent they experienced
gains in knowledge and skills as a result of the course. This is often done on a

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 Likert scale with quality measures. Responses go from the categories of “totally
disagree” to “Totally agree”.

 Job impact measures Also ask students about their ability to apply learning on the
job and to what extent the training has improved their work effectiveness. Seek to
understand how quickly students are able to apply new knowledge and skills, and to
what extent the training contributed to increased job performance and productivity.
Job impact is best measured in a post-event survey 30 to 90 days after the class, not
from the course evaluation. The following measures are from the ESI survey and
demonstrate how job impact measures are typically expressed.

-Sixty days after the class, 70 percent of the learners responded positively when
asked whether they were able to successfully apply the knowledge and skills
they learned to their jobs.

-Eighty percent said they had used the knowledge and skills they learned within
six weeks, and an additional 18 percent reported that they plan to use it in the
near future.

-Sixty days after the training, 66 percent of the learners reported that the
training had contributed to a significant improvement in their job performance.

-On average, learners reported a 9 percent improvement directly tied to the

training investment.

-The really critical measure here is the last one, percent performance
improvement directly resulting from the training. The percent increase in
performance is critical to the ROI calculation, which cannot be calculated
without it.

 Business results Quantitative evidence must be provided to show specifically

where and by how much. To accomplish this, ask questions related to specific
desired outcomes and by measuring the extent to which the training impacted each.

When surveying opinions, you need as many different perspectives as possible to validate
the data. If possible, include the student's manager or colleagues in the evaluation process to
enhance the credibility of the ROI number.

So what if the ROI is negative or just not what it should be? Typically, this occurs for any
combination of the following reasons:

 The content is not relevant for the audience

 The content is not delivered well
 Adoption of the content is not supported by the organization

As students tend to be pretty vocal when they have to endure misaligned material or bad
instruction, the course evaluations should point out these deficiencies pretty quickly.
Adoption, however, is harder to detect because it takes place after the learning event where
learning providers have less visibility.

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 If everything else is in line, focus efforts on adoption. The data shows that manager
involvement and good post support are critical to adoption.

Bibliografía

Bashrum, M. (2012). Keep your training program funded: 10 steps to training ROI. The
Public Manager, 20–24. Retrieved from https://www.td.org/magazines/the-public-
manager/keep-your-training-program-funded-10-steps-to-training-roi
Thopson, M. (n.d.). How to Calculate ROI For a Small Business | Bplans. Retrieved March
31, 2020, from https://smallbusiness.chron.com/calculate-roi-training-40331.html

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