Enterprise learning, measured properly

Corporate learning has a credibility problem of its own making. It reports attendance and calls it impact, maintains competency frameworks that nobody consults between appraisals, and struggles to answer the only question a sponsor really asks: is anybody better at their job than they were before. None of that is inevitable, and fixing it is less about new content than about what gets measured and who owns the vocabulary.

The writing here takes the operational view. How to build a competency model small enough that managers use it and specific enough to settle a staffing question. How to measure a programme when you cannot have a control group, and what you can honestly claim afterwards. What to do when the evidence says the training was fine and the environment blocked it — which is more often the case than the training industry finds comfortable.

On the product side, GaugeSkills for Enterprise covers assessment, gaps and development paths, skills gap analysis covers the distance between a role and the people in it, and upskilling and reskilling cover the two programmes that distance usually produces.