Learning and development specialists are well-known for gathering vast amounts of quantitative data related to various learning activities, such as the duration of learning sessions, attendance figures, and feedback collected from participants, as a means to showcase their achievements.
However, creating a significant impact necessitates adopting a strategic methodology and dedicating time to thoroughly evaluate and interpret this data. This can effectively illustrate the value learning adds to the business, thereby supporting decisions grounded in evidence.
Are you prepared to refine your learning approach and effectively respond to stakeholder inquiries such as, “How successful have you been?” or “What influence does learning have on our business operations?”
Deloitte Global’s A&A Learning Strategic Evolution
In 2023, Deloitte Global Audit & Assurance Learning underwent a significant shift in its operating model. Team roles evolved, demanding a greater focus on strategic planning and stakeholder management by leaders. This transition required moving away from traditional practices, aligning resources more effectively with strategic objectives to meet business goals.
The A&A Learning Strategic Enablement team took the lead in crafting a strategic plan designed to achieve targeted outcomes, fostering the growth and execution of the A&A business while enhancing the talent experience.
Created through an iterative process involving team interactions with stakeholders and business leaders, the strategic plan made use of Rich Horwath’s GOST Framework from his 2024 book, “Strategic, The Skill to Set Direction, Create Advantage and Achieve Executive Excellence.” This framework emphasizes the integration of Goals (G) with explicit Objectives (O), underpinned by Strategies (S) and Tactics (T) to implement the strategy. The team was introduced to this framework at the onset of their strategic planning journey and it was reinforced throughout the planning process as they collaboratively developed the strategy.
For Deloitte’s A&A Learning team, the overarching goals were the strategic ones set for the A&A Business up to FY 2027. By positioning them as a priority, team members could visualize their contribution to the business and seamlessly communicate with stakeholders, illustrating how learning initiatives facilitate their success.
Behind these business goals were dedicated learning Objectives aimed at revitalizing the learning experience, thereby impacting the talent experience, and addressing emerging business needs in Audit & Assurance. They also reflect the evolving needs of the team as an organization and their ability to prove learning’s impact on business outcomes.
Each Objective comprises several Strategies that broadly outline how teams will achieve them. Detailed project plans were drafted to provide teams with a roadmap to execute the corresponding Tactics effectively. This led to a common language surrounding strategic planning and execution within the team, enhancing their ability to convey the A&A Learning strategy to stakeholders.
Developing a Measurement Framework
An essential element of Deloitte A&A Learning’s strategic planning process was establishing a measurement framework reflective of not just ongoing curriculum evaluations but also tracking advancements within the strategic plan. Developing this framework involved reviewing pre-existing models familiar to Deloitte, including Kirkpatrick’s Model of Learning Evaluation, and conversing with stakeholders like the Deloitte Global A&A Learning Executive. This collaboration identified relevant metrics and practical use cases to effectively demonstrate the added value of learning. This focus on business-aligned use cases has been a unique differentiator, spotlighting the connection between learning, top-notch market quality, and a rewarding talent experience.
Within the plan, various key performance indicators and benchmarks were delineated, each crucial for narrating impactful stories while empowering the team to make data-driven decisions reflecting their triumphs and identifying areas for improvement. Selecting which metrics to apply and at what tier involved assessing business priorities, understanding data within learning’s reach, and conducting targeted sessions with strategic business and talent participants. Including stakeholders throughout allowed the team to transform metrics into phrases business leaders can relate to, boosting their ability to function as genuine partners alongside essential stakeholders.
The outcome is a set of five straightforward KPIs, targeting areas such as curriculum deployment aligning with evolving business needs or boosting modern learning hours to refine the talent experience. By embedding these KPIs, the team acknowledges each member’s role in executing the strategic plan.
Beyond KPIs, there are established curriculum benchmarks aiming to delve deeper into evaluating courses or programs via post-program surveys. These insights reveal how each learning asset performs by condensing survey inquiries to pivotal metrics, each paired with a success benchmark or associated risk. This leaner approach allows development teams to enhance their understanding of an asset’s success or growth avenues, strengthening stakeholder discussions. An evolving dashboard is set to streamline the metric analysis and reporting process.
Implementing the Strategy
Bringing these frameworks to life required a thoughtful journey, reformulating and upskilling to pivot from just presenting what work was done, to showcasing the intended business value and the required data to narrate that story effectively.
A framework that’s both comprehensible and strategically aligned helped focus on leveraging accurate data points, thus sharing useful insights and progress with stakeholders. For instance, quantifying modernized learning assets reflects strategic advancement, whereas insights into learners’ new skill acquisition showcase learning impact.
More than tracking strategic progress, using KPIs and learning benchmarks reinforces the team’s evidence-based decision-making capability. By setting targets, they identify where resources—time, talent, or budget—have the greatest impact and which positions necessitate additional attention. This efficiency translates into quicker lesson application from the current learning year, improving future program development. Ultimately, stakeholders gain consistent awareness of learning’s ongoing business impact, amplifying overall business value.
Deloitte’s intentional move towards strategic planning and measurement has profoundly increased their collaborative efficiency with stakeholders, demonstrating learning’s business impact. This progress involved careful iteration, attentive listening, and patience to develop. Leaders undertaking a similar strategic planning and measurement process can equip their learning and development teams for heightened business impact.
