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Tools

The following tools which are updated constantly are available for ROI experts. If you cannot find a matching tool for your needs please get in touch with the ROI-Institut.

ROI Studies

Every year 5000 ROI-Projects are conducted worldwide. 70 % of the Fortune 500 organisations have been trained in the ROI ProcessTM. For the following companies (sorted alphabetically) a result-orientated analysis or ROI study has been documented and published.

Customer / Company Branch Topic
AER Inc. Energy and Oil Quality Skill Needs Assessment
Americana Insurance Company Insurance Assessing the Training Needs of Supervisors-Turned-Team-Leaders
Amoco Corporation Oil Using Instrumentation to Manage the Business
Analog Devices Inc. Technology Six Levels of Training Evaluation: Improving Quality and Reducing Manufacturing Costs
Anderson Consulting Consulting, accountancy Integrating Evaluation Into the Training Process: Iterative Development Testing and Monitoring Training Impact
Anderson Consulting Consulting, accountancy From Puzzles to Prolems: Assessing the Value of Education in a Business Context With Concept Mapping and Pattern Matching
Apex Corporation IT Measuring ROI in an Advanced Sales Skills Program
Apple Computer IT Program Process Improvement Teams
Arthur Anderson Consulting, accountancy Drivers of Employee Satisfaction
Arthur Anderson Consulting, accountancy Managing the information of an Executive Development Program
Arthur Anderson and Company Consulting, accountancy Training's effects on tax consulting services
AT&T Universal Card Services Finance Team Leader Performance Analysis
Bell Atlantic Network Services Telecommunication Computer-Based Training for Maintenance Employees
Bell Atlantic Network Services Telecommunication Measuring Training Troughout the Bell Atlantic Organization
Big Apple Bank Bank, Finance Measuring the Impact of Sales Training
Bob's Construction Company Plant construction Consructing a Life While Building a Business
Canadian Valve Company Valve Manufacturing A Preprogram ROI for Maschine Operator Training
Caterpillar Inc. Plant construction Caterpillar University Dashboard: Measuring an Maximizing the Business Value of Learning
Causeway Cooperation Direct sale Total Quality Management Training for White-Collar Workers
CIGNA Corporation Insurance Assessing the Business Results of Management Development Using the Critical Outcome Technique
Coca Cola Beverage Using Action plans to measure return on investment
Commonwealth Edision Energy supplier Using ROI Forcasting to Develop a High-Impact, High-Value Training Curriculum
Conneticut Department of Labor Civil service A Training Tool To Promote Organizational Change
Consortium of Companies diverse Transforming Supervisiors into Innovative Team Leaders
Cracker Box Inc. Restaurant Performance Management Training
Dell Computer IT Implementing an ROI Measurment Process
Duke Energy Corporation Energy supplier An Evolution of Evaluation of Training and Education
Eastman Chemical Company Chemical (application of a color-control technology to plastic) Evaluation of Techniques for an Empowered Workforce
Electric Service Company Energiy supplier Enhancing Job Performance through Performance Analysis and Consulting
Exxon Oil Lessons learned With Application Evluation
Financial Management Finance Fish See the Water Last: Organization Effectivness Assessment
Financial Services Inc. Bank, Finance Turning down manager turnover
First Union National Bank Bank, Finance Partnering to Achieve Measurable Business Results in the New Economy
First Union National Bank Bank, Finance Training's Contribtion to a Major Change Initiative
First Union's Commercial College Bank, Finance The Results-Based Approach of Evaluating Learning
Focus Corporation IT ROI From Individualsized Training for Computer Manufacturing Employees
Formation in Metal Inc. Metal A Quality Sytems Needs Assessment
General Electric Aircraft Engines Plant construction An Action Research Approach
Global Automotive Corporation Automotive manufacturer How Much Is Performance Improvement Really Worth?
Global Technology Company Technology Evaluating Leadership Training for Newly Appointed People Managers
Global Telekommunications Firm Telecommunication Coaching Makes an Unexpected Difference
Grand Pharmaceuticals Pharmaceutical The Extrodinary Game: The Case for Extreme Team Coaching
Gutherie Healthcare System Health care The Role of ROI in a High-Performance Learning Organization
Health-care Clinic Health care Coaching Builds Strong Fundation for a Start-Up Health-Care Clinic
Healthcare Inc. Health care Preventing Sexual Harassment
Hewlett-Packard Company IT Mission Possible: Selling Complex Servoces Over the Phone
Illinova/Illinois Power Company Energy Builing Accountability Into Start-up University
Information Services Inc. Service Getting results with interpersonal skills training
Insurance Company America Insurance ROI Opportunities in Program Revision
International Oil Company Oil Customer service training
International Telekommunications Organization Telecommunication The Coaching Zone
Izhorsky Zavod Steel Developing Managers in the Former Soviet Union
Jeans Inc. Textile Using a Performance Analysis to Influence Employee Turnover
KBY Financal Services Finance How Sandy Got Her Groove Back
Kraft General Foods Food Assessing the Need for an Electronic Performance Support System
LensCrafters full-service optical retailing category Measuring the Impact of Leadership Training
Litton Guidance and Control Systems Avionics Self-Directed Workteams
Magnavox Electronics Systems Company Electric Three Rs in the workplace
Manufacturing Company Manufactures The Executive Coach as a Foreign Agent: How Stupied Questions Can Lead to Greatness
Maverick Inc. Academicals Safety Problems
McDonell Douglas Aerospace-East Aircraft Foreman Development Process: First-Line Floor Manager Training
Medical Assurance Health care Builing Evaluation Into External EducationServices
Mellear Corporation Telecommunication Learning Services: Implementing a Training Scorecard to Demonstrate Value
Metropolitan Health Maintenance Organization Health care Measuring the effects on an organization development program
Metropolitan Nonprofit Non-profit Coaching the CEO of a Nonprofit Organization
Miami VA Medical Center Medical Measuring Return on Investment for a Mandatory Training Program
Midwest Automotive Plant Automotive Unstructed versus Structed on the job
Midwest Banking Company Bank, Finance Measuring ROI in an established program
Multi-Marques Inc. Bakery The ROI of work process analysis
Nassau County Police Department Police Resiting Measurement: Evaluating Soft Skills Training for Senior Police Officer
National Laboratories Research Using AMIGOS to Improve Mentoring Relationships
National Nonprofit Organisation Non-profit The Power of Conversation: Changing a Company Culture One Executive at a Time
National Paper Company Paper Evaluation and Organisation Development Program
Nestlé Beverage Company Food Overcoming Resistance to a Successful Diversity Effort
Nextel Communications Telecommunication Using Training Scorecards to Prove That Training Pays
Nordisk Kellog Food Transfer of Training
Nortel (Northern Telecom) Telecommunication Implementing an Evaluation Strategy
Nortel (Northern Telecom) Telecommunication Measuring and Evaluating Training at the Technical Education Centers
Nortel Learning Institute Telecommunication Measuring the ROI for a Finance Course: An Evolution of Methods
Nortel Networks Telecommunication The ROI of Executive Coaching
North country Electric&Gas Electric and Gas Applied behaviour management training
Northeast Community College Academicals Assessing the performance Improvement Needs at aCommunity College
Nova State University University Nova Means New: One University's Evaluation for Reinvention
NYNEX Corporation Telecommunication An Information Technology Program Evaluation
Oregon Department of Transportation Civil Service Pride in Public of Transportation
Otto Engineering Manufacturer Measuring the Impact of basic Skills Training
Pennsylvania Community Colleges Education Workforce Education: A Staff Development Program
Penske Truck Leasing Company Automobile Leasing Interaktive Skills Training for Supervisors
Pitney Bowes Paper Workforce Transition Project
Promo Inc. IT (direct mail industry) The Dark Side of Organizations
Redwood Stone Products Company Raw materials Reinventing the HR Function
Reliance Electric Control Plant Plant construction A Work-Cuture Renaissance Through Effective Assessment
Retail Banking Bank, Finance If you Build it, They will come
Retail Merchandise Company Retail Measuring Return in Investment in Interactive Selling Skills
Saint Elizabeth Health Care Health care Confronting a Future Crisis
Slick Manufacturing Manufacturer Measuring ROI of Computer Training in a Small to Medium-Sized Enterprise
Speciality Chemical Unit Chemical Using Performance Analysis to Assess Future Technical Training Needs
Speedy Telecommunications Company Telecommunication Replication a Performance Management ROI Evaluation
Sprint Telecommunication Implementing Value Management: Return-on-Investment from Spirit University of Excellence
Steelcase Inc. Manufacturer Performance Analysis: Field Operations Management
Sun Microsystems Inc. Technology Measuring the Impact of Career Development on an Organization
Tech Corporation Technologie Hard- and Software The Competitive Weapon: Using ROI Measurement to Drive Results
Texas Instruments Electric A Survey of Supervisiors' and Manager' Perceptions of HRD Training Effectiveness
Texas Instruments Systems Group High-tech Manufacturer Measuring ROI for Negotiation Sales Training
The Phone Company (TPC) Case Telecommunication The Phone Company (TPC) Case
Toronto Dominion Bank Bank, Finance Implementing ROI: Creating a Stratigic Framework to Link Training to Business Results
Toyota Industries Corporation Automotive SQC (strengthening statistical quality control) Problem-Solving Training Program
Trilogy Scientific Research Coaching in a Clash of Culture
U.S. Goverment Civil Service Built-in Evaluation
Ultrasound Coronary Systems Inc. Medical Organizational Assessment and Development
Verizon Communications Telecommunication Measuring ROI for Telefonic Customer Service Skills
Verizon Communications Telecommunication The Internal Executive Coach: Coaching Through a Merger
Vision Telecom Telecommunication A Billing Organization Discovers New Ways of Doing Business
Yellow Freight System Logistics Performance Management Training

We are happy to provide further information about the case study of most interest to you.

Checklists

The checklists are being updated and augmented constantly (please note that the following checklists are available as download only in the German version, if you are interested in the English version – you find the according title in brackets - please contact us!).

Checklists and Forms for the ROI-Book

The following checklists and forms all derive from the German Version of the book “Return on Investment in Human Resource Development” by Jack J. Phillips and Frank C. Schirmer. Please note that the following checklists are available as download only in the German version, if you are interested in the English version – you find the according title in brackets- please contact us.

Learning Success Analysis

An effective HRD helps organisations to win customers and secure market shares. With the online Learning Success Analysis, a strengths and weaknesses profile of the HRD initiatives of your organisation can be established (24 questions).

"Your questionnaire is a very good tool, which considers both descriptive data as well as observational behaviour change. We can recommend it explicitly." Hubert Kapp, Head of Trainer management, E-Learning, BASF

More than 850 companies have already conducted the Learning Success Analysis.

The Learning Success Analysis was developed by Frank C. Schirmer and Jack J. Phillips, Ph. D. (Authors of the book Return on Investment in der Personalentwicklung, Springer 2005). It is the result of more than 20 years of experience in evaluation and based on the worldwide accepted „5 levels of evaluation“ standards by Kirkpatrick and Phillips

The questionnaire is divided up in 6 segments. For every level there are 4 questions. To answer all 24 questions you need about Tools10 minutes. Afterwards you receive via e-mail your individual input as well as a benchmark.

Please note the scale: from 1 (does not apply) to 6 (applies totally)

Note:When analysing your results you should consider that even "Best Practice"-Organizations experienced in the beginning gaps on level 3. Bur by implementing an optimized, systematic evaluation these organizations managed to closes these gaps level for level, to demonstrate success and receive the value HRD deserves.

Please complete all 24 questions otherwise the Learning Success Analysis can not be evaluated. Your data is of course treated confidential.



Level 1: Reaction, Satisfaction and planned actions of participants 1: does
not apply		 6: applies
totally
  1 2 3 4 5 6
01. At the end of each seminar the satisfaction and/or reactions of participants are established.
02. At the end of each seminar the participants plan actions to apply on the job.
03. Comments of participants are established concerning: Importance of training, relevance of content, new information in the seminar, use of material and program recommendation.
04. Barriers and benefits to implement content on the job are established.
Level 2: Learning 1: does
not apply		 6: applies
totally
  1 2 3 4 5 6
05. In every training initiative the learnt skills are established directly of the participants.
06. The program is optimised, if the participants do not reach the learning aims.
07. When establishing the learn success the participant can always identify his individual strengths and weaknesses.
08. The participant’s supervisor is integrated to establish the learn success.
Level 3: Application 1: does
not apply		 6: applies
totally
  1 2 3 4 5 6
09. To establish the learn success a variety of transfer strategies are used (e. g. action plans, performance contracting, observations on the job, focus groups), adjusted on the respective situation.
10. The relationship "supervisor, participant, learnt skills and workplace" is always considered.
11. Qualitative and quantitative data is always collected to measure behaviour change.
12. Barriers and benefits and their respective change is always analysed.
Isolating the effects of solution 1:does
not apply		 6: applies
totally
  1 2 3 4 5 6
13. The training effect and its accountability is established for every initiative which is supported by training.
14. To isolate the effects of training different methods depending on the situation are used (e.g. control group, Trend line analysis, forecasting methods, estimations etc.).
15. At least 2 different methods for the isolation are selected to secure the quality of the results.
16. To isolate the effects of training all other performance influencing variables are also captured (e.g. restructuring, marketing campaigns, external factors).
Level 4: Business Impact 1: does
not apply		 6: applies
totally
  1 2 3 4 5 6
17. The training initiatives are linked to key business figures (like CPI) and valued monetarily.
18. The business impact of changing performance indicators (e.g. productivity, time, costs, quality) are established.
19. Every time the actual financial benefit in Euro will be calculated and not for example the improvement of the turnover rate by X percent.
20. There is always are linkage between training program and one or more business goals.
Level 5: ROI (Return On Investment) 1: does
not apply		 6: applies
totally
  1 2 3 4 5 6
21. A ROI calculation is especially established for strategic important training initiatives.
22. Total costs (incl. participant’s salaries) are captured for all training initiatives.
23. Only data with monetarily values are considered for the ROI-calculation (e. g. 1.5 % less turnover rate is a total saving of 100.000 Euro). Intangibles are treated separately.
24. The established ROI value is compared to the former ROI forecast, to improve the forecast.

We also need the following details from you to provide you with your results benchmark:

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