Putting a value on training

Based on the observation that few companies actually track the results of their training programs, this article analyzes more effective ways to measure the impact of training on operational performance.
It relies primarily on the detailed example of Boys & Girls Clubs of America, the largest NGO in the U.S., which conducted a large-scale program to develop the leadership skills of the presidents of the 1,100 clubs composing the association. It also shares a few ideas on transposing this approach to other organizations.