In the August 2007 issue of T&D, Lisa Bell, Manager of Holcim's North American Learning Center, describes the connection between effective internal training programs and increasing the "bench strength" in their organization. In response to an interview question, she said:
When we had our first initiative, we decided we would show value by the business results we set out to make a difference in. To do this, we’re using the success case methodology to measure results two months after training to see what people applied and what results they achieved related to the target that we set out to influence. And then, we provided the measures and the stories to the executives who sponsor the program.
Bell believes that to get support for leadership development programs, she needs to show the value of these programs to senior management. These executives want to see the measures and hear the stories. Bell is using the Success Case Evaluation Method
to generate this evidence. In effect, Holcim is taking a very systematic, evidence-based approach to development of its leaders. They start out with the "target" that they want to achieve and then decide on what measures and stories to gather and report. In the Covey sense, they begin with the end in mind, and then decide how best to demonstrate the link between leadership development programs and business results. These are the stories that their executives and program sponsors want to hear and these are the stories that will provide the most learning for the organization as a whole.