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Measuring the impact of learning is one of the biggest challenges for learning organizations due to its intangible and hard to quantify nature. Regardless of the key performance indicators used to measure the impact of learning programs, it is essential to ensure they convey meaning and value.
A recent report by IBISWorld presents the top 5 and bottom 5 investment opportunity rankings to start up a business in Australia in 2011. The rankings are based on both historical records and predictions of five industry performance indicators.
A recent article published in the Victorian daily “The Age” by Royce Millar and Clay Lucas (2011) widely debates the first published performance results of METRO, the newest operator of Melbourne’s franchised rail system.
Individual performance management is perhaps the level with the longest evolution in history, as it mirrors the level of organizational maturity. Using KPIs at individual level requires a correlation with the organizational objectives and the functional responsibilities, while considering also the human factors implied.
Employee engagement has become in the recent years a hot topic. Although several scholars reported that it has rarely been studied in the academic literature and little scientific evidence is available about its antecedents and consequences (Saks, 2006; Robinson et al, 2004; Macey & Schneider, 2008), research initiatives in this area are on the rise (as illustrated by the number of journal published in the last few years).
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