quote:

And why shouldn't someone be responsible for those results?

Well of course -- first and foremost, the employee. Training (skills/knowledge) addresses but one small fraction of the performance pie. And while the training department should be held responsible for supporting the needs of the learners (employees who need to address performance gaps or opportunities), they are not, by any remote stretch of the imagination nearly as important or pivotal as the employee him/herself, the employee's manager, the team in which the employee must function...etc.

Training should certainly be directly linked to performance that is directly linked to business goals, however that does not mean that training is accountable/responsible for the employee's ultimate behavior. You can lead a horse to water...

Dear Ian,
I answered one of your posts earlier. We use an ROI methodology at a hospital here in Central Florida. If you care to see it, I would be happy to send it to you.
Thanks.

Louis A. Quagliana
Munroe Regional Medical Center
louisquagliana@mrhs.org

Colleagues,

Perhaps, Jet Blue's predicament will serve as lesson to all the "concrete types".

Nero

I think you should read "Implementing Training Scorecards", published by ASTD. This book provides coherent concept and case studies (practical) about roi of training programs.