Linking training to business goals through the use of a training impact map

Abstract

This study examines the challenge of transitioning from a traditional training department to a performance improvement function. Research of the current literature suggests that in order for Training and Development departments to succeed in directly meeting organizations’ business goals, these departments must reinvent themselves to become internal performance consultants. This purpose of this study is to examine the benefits of using a Training Impact Map to identify the training needs of employees as well as the goals of the business units when contacted to provide a “training” solution by management at Company Q. Prior to this study, no formal training initiative existed at Company Q that linked training curriculum directly to strategic business objectives. The Training Impact Map model, developed by Brinkerhoff and Gill, visually demonstrates how one position in a company can directly impact a business outcome. The Training Impact Map is designed to analyze any position within a company and determine the critical performance behaviors needed to meet both business unit and company business goals. The end result of the study is that all key stakeholders can see the impact of each position’s critical performance behaviors has on the bottom line. Management better understands the benefit of taking a systems approach to identifying problems and solutions within the business units. The Training department is able to demonstrate their ability to perform as a strategic business partner with the business units, rather than a “shop” that only contained training solutions.