ROI is generally based on two measurement components: quantitative and qualitative. Quantitative ROI is normally expressed as a quantity that is clearly measurable in dollars, time saved, headcount, improved margins, or other metrics that would stand up to scrutiny by a CFO. Qualitative ROI, on the other hand, relates more to benefits based on less measurable factors such as customer perception, effective leadership, and employee engagement or recruiting and retention success.

How do you convince the CFO that the ROI is truly generated by leadership development? The real difficulty, and hence the scarcity of research data, stems from the fact that organizations are not static but are extremely dynamic. For instance, if a newly trained manager takes over the production department, how can you prove that improved output of the employees in the department resulted from a leadership development program, new process or equipment, improved supplier quality or the new manager’s leadership? You probably can’t.

So, this is where common sense takes over. Can you reasonably expect that people who understand what their goals are, how they link to the big picture, how their performance will be measured, and the connection between leadership, performance and rewards will produce more? Obviously, the answer is “Of course.”

Financial measures are not effective measures you can put on a leadership course. What you can do is measure changes in behavior and attitude in the company over a period of time. The effectiveness of leadership training can be measured through a rolling employee survey. Ask employees how their managers are behaving. Are employees being thanked? Are they being given effective direction? Through this process the impact of leadership development can be measured.

Leadership training should not be given in isolation. The employees of the organization should know who is going through leadership development training or coaching and told how it should impact them. People tend to go away to a seminar and then come back and implement new ideas, which leave staff wondering what they are doing or worse yet provide “no” new leadership techniques or change in attitude or behavior.

Coach and author Roger Ingbretsen is a certified executive coach and organizational developer, providing organizational and career guidance to professionals, managers, supervisors and all individuals looking for “real world” career development and business information. His entrepreneurial approach will help you learn how to plan, lead and succeed in your career. Roger is the creator of the “Leadership Development Coaching Experience” and author of the personal development reference eBooks, “Plan Your Career Now: The Survival Guide for the American Workplace” and “Master Your Career: Proven Strategies for Career Success.” To know more and claim dozens of Rogers free articles go to http://www.ingbretsen.com or call 509 999 7008.

Author: Roger M Ingbretsen
Article Source: EzineArticles.com

Even in this tough job market the best new grads, particularly those in sought after disciplines, know what they are worth. They will be much more prepared than in the past to negotiate for the salary they think they deserve. This may have an impact on how you conduct an interview with them—particularly on the question of starting salary. Many career planning courses teach new graduates not to accept any offer of salary. They are taught that many hiring managers have a salary range in mind and they may start at the lower end to see if candidates will bite. When a prospective employer offers a lower salary than expected or asks them what type of salary they are looking for, many college grads are taught that Instead of saying “OK” to an offer, it may be beneficial to pause and say:

1. “HMMM…would you tell me more about my responsibilities in this role?
2. Exactly how will my performance be measured?
3. Will I be expected to work more than the stated 40 hours per week?
4. Would you please describe the various benefits you offer?
5. This way I can make a better and informed decision on the offer.”

They are also advised to keep in mind their commuting distance, cost of gas, expense reimbursement procedure, and talk about their past experiences and have ready a list of what they have to offer. They are told not to jump at the first offer and to be prepared and informed to discuss the salary offer. Unless the interviewer is similarly prepared he or she may be caught off guard.

So here is today’s Daily HR Tip for interviewing college grads:The college grad may have developed an absolute bottom-line acceptable number and say “I’m sorry, but this offer is much less than I expected” and push back on the initial salary offer. If this happens, be prepared with options: the best college grads will expect to be able to negotiate salary based on their perceived worth to the organization. Also expect them to make intelligent, well-informed salary statements and know if the salary range is within the market value for the profession in the geographic area. Good interviewers should be armed with this information too.

Myth #1- If I work hard and toe the company line, the organization will recognize my dedication and diligence and take care of my career planning for me.

We’d all like for this one to be true, but it’s just not the case. As we’ve examined in past HR tips (http://www.dailyhrtips.com/2009/03/31/hr-tip-career-development/), career development is only partially the responsibility of the organization. A tremendous amount of career development responsibility lies with the employee. So if you are looking to advance your career and be lavished with glory, take action and develop a well thought out career development plan.

Myth #2 – Career success is a matter of serendipity

Sure, there is always going to be some degree of chance involved in your career. But that can be said for any aspect of life. The truth is that the best way to explain our successes (or failures) is to look at the choices we make along the way. Planning and making conscious steps to improve you career (i.e. – getting additional education or shadowing an experienced manager) are the ways to get ahead. For more on this line of reasoning check out the books Talent is Overrated by Geoff Colvin and Outliers by Malcolm Gladwell.

Myth #3 – I’ve been a dedicated employee for 20 years and have tons of experience and education; surely I should be the next CEO

Now you’re seriously deluded! Regardless of how good you are, there is the possibility that you will not be promoted to the upper echelons of a Fortune 500 company. Heck I want to be the next Jack Welch, but it is doubtful General Electric will ever let me in the building. Do not be discouraged by this because the reality is, very few people are ever promoted to the upper echelons of a Fortune 500 company. Set your career standards high and work to achieve lofty goals, but remember, don’t set them so high that you’ll never achieve them.