The Learning Performance Index

A Self-Assessment Tool for Organizations

An assessment tool designed to assist Canadian organizations:
• • to assess their performance in creating a culture that embraces continuous learning to engage in continuous improvement toward maximizing organizational and individual performance

What’s Inside
Introduction The Assessment Tool: Section 1 – Organizational Learning Evaluation Section 2 – Training Investment Evaluation Section 3 – Interpreting Your Results

Learning Dynamics. The selfassessment tool helps Canadian organizations to determine how they are performing as learning organizations and. What is the purpose of the self-assessment tool? The self-assessment tool is the first step in a process designed to help organizations assess and improve their performance in learning and development. Those organizations that take a leadership role in developing their capacities to learn are increasing their performance. Infrastructure. who will conduct a thorough assessment of your performance and provide detailed. These dimensions. The section “Interpreting Your Results. They are benefiting from improved attraction and retention of employees. Then add up your total score and refer to the assessment guide that follows to determine how your organization (department. helpful guidance on how to make improvements. etc. Culture. more importantly. and Training Investment. How do I complete the self-assessment tool? The tool measures organizational performance on five dimensions: Vision. based on solid research. 2 . to learn what steps are required to raise the bar on learning for their organization. make up the critical elements characteristic of a learning organization. Participation in the third-party assessment will provide access to independent and highly qualified experts in organizational learning. and overall improvements in operational performance.SECTION 1: INTRODUCTION Why do Canadian organizations need a learning assessment? Organizations that are deliberate and strategic in their approach to learning are increasingly recognizing the benefits in enhanced organizational effectiveness. can be used to begin the process of improvement.” which follows. Organizations wishing to engage in further improvements in learning are encouraged to participate in the more rigorous third-party assessment process. Please rate your organization on each statement in each of the five sections that follow.) rates in its performance as a learning organization. division. higher employee satisfaction.

VISION The extent to which learning is part of the vision of the organization 1 = strongly disagree 2 = disagree 3 = agree 4 = strongly agree Strongly disagree Strongly agree a) Senior management clearly communicates that learning is critical to organizational success. Circle the answers that best describe how your organization operates. and work groups.SECTION 2: ORGANIZATIONAL LEARNING EVALUATION Instructions Under the five sections that follow. Then add up your total score and refer to the assessment guide that follows in Section 2 to determine how your organization rates as a learning organization. Rating (circle one): 1. e) The organization builds an alignment of visions across 1 2 3 4 different levels. business units. please respond to each statement as it relates to your organization. c) Senior management clarifies the nature and levels of 1 2 3 4 knowledge that are most important to the organization. b) Senior management regularly communicates the 1 2 3 4 organization’s strategic direction and business goals. d) Senior management demonstrate support for learning by 1 2 3 4 serving as learning role models for the organization. f) 1 2 3 4 Managers and employees share a common vision of what their work should accomplish. 1 2 3 4 Total VISION Score (Add Circled Numbers) = 3 .

etc. e. databases of lessons learned. 1 2 3 4 g) The organization continues to develop new strategies for learning throughout the organization. help-line. skills. INFRASTRUCTURE The systems and procedures in place to support learning. directories of key people.Rating (circle one): 1 = strongly disagree 2 = disagree 3 = agree 4 = strongly agree Strongly disagree Strongly agree 2. bulletins. resources.. b) Learning and knowledge sharing is recognized and 1 2 3 4 rewarded through specific measures in the organization c) Important knowledge is formally captured and stored. f) 1 2 3 4 The organization prepares employees to undertake new work assignments by providing opportunities to enhance their knowledge.. funding. 1 2 3 4 Total INFRASTRUCTURE Score (Add Circled Numbers) = 4 .. d) Important knowledge is easily accessible to people who 1 2 3 4 need and use it. policies.g. help-line. systems. and abilities.g. directories of key people. 1 2 3 4 e. i) 1 2 3 4 Employee training is emphasized equally at all levels in the organization. a) The organization supports knowledge in concrete ways.g. e. technology. databases of lessons learned. bulletins. e) The organization provides opportunities for employees to 1 2 3 4 learn by working on challenging assignments. h) Employees are encouraged to continuously upgrade and 1 2 3 4 increase their knowledge and education level. etc.

Rating (circle one): 3. f) 1 2 3 4 The organization encourages people to view problems 1 in their work as opportunities to learn. d) The organization continually provides learning 1 2 3 4 opportunities to meet changing skill requirements. h) Senior managers in the organization actively support 1 2 3 4 change. CULTURE How the culture in your organization supports learning a) People feel free to challenge the way things are done 1 = strongly disagree 2 = disagree 3 = agree 4 = strongly agree Strongly disagree Strongly agree in the organization. e) The organization provides opportunities for 1 2 3 4 employees to communicate with other staff about successful programs or work activities in order to understand why they succeed. 2 3 4 g) Failures are constructively discussed in the organization. c) Risk taking is actively encouraged and supported in 1 2 3 4 the organization. i) 1 2 3 4 Managers in the organization frequently involve employees in important decisions. 1 2 3 4 Total CULTURE Score (Add Circled Numbers) = 5 . b) People are encouraged to share knowledge in the 1 2 3 4 organization.

f) Managers both support and take on the roles of coach. d) The organization monitors outside trends by looking at what others do. 1 = strongly disagree 2 = disagree 3 = agree 4 = strongly agree Strongly disagree Strongly agree a) Individuals are trained and coached to develop their capacity to learn. i) New work processes that may be useful to the organization as a whole are usually shared with all employees. LEARNING DYNAMICS The extent to which learning is at the core of how you operate. 2 3 4 1 2 3 4 1 2 3 4 Total LEARNING DYNAMICS Score (Add Circled Numbers) = 6 . it is easy to form informal groups to solve problems. b) Individuals and teams learn from reflection on their successes and failures.g.Rating (circle one): 4. c) Individuals and teams apply learning from their successes and failures to their future actions.” attending conferences and examining published research. and facilitator of learning. 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 g) The organization provides opportunities for people to learn by 1 doing.. mentor. h) In the organization. e) The organization actively seeks input from customers (both internal and external) to improve its products and services. by benchmarking “best practices. e.

please see Section 4: “Interpreting Your Results” 7 . seminars.SECTION 3: TRAINING INVESTMENT EVALUATION In this section. 5. does the policy articulate how many hours of training are allocated per employee? Yes 4 or No 1 c) What percentage of all employees are eligible to receive formal training? 100% 4 80%–99% 3 50%–79% 2 0%–49% 1 d) What was the average total number of days of formal training received by your employees last year? > 5 days 4–5 days 2–3 days 1–2 days 4 3 2 1 e) Does the organization offer any coaching or mentoring opportunities? Yes 4 f) or No 1 Does the organization enable employees to attend conferences. TRAINING INVESTMENT Scoring: Where Yes=4 and No=1. a) Does the organization have a policy on training? Yes 4 Yes 4 or or No 1 No 1 b) Over the past year. has your organization invested in employee training or learning? If yes. use the questions below to determine the extent to which your organization invests in tangible formal learning and training and development. or workshops? Yes 4 or No 1 Total TRAINING INVESTMENT Score (Add Numbers) = Total Score = (Add Vision + Infrastructure + Culture + Learning Dynamics + Training Investments Score) Note: To understand your strengths and areas for improvement. please circle the number next to your answer.

The first table provides an overall summary of your organization’s performance. It is followed by separate tables that interpret the scores for each individual component. Score of 120–143 Level 3 (Strong Level of Performance) The organization is on its way to becoming a high-performing learning organization. and transfer knowledge and modify its behaviour to reflect new knowledge and insights. The beginning of a systemic approach to becoming a learning organization may be underway. and transferring knowledge and at modifying its behaviour to reflect new knowledge and insights. but several key criteria are not addressed.SECTION 4: INTERPRETING YOUR RESULTS The following narrative explains how every indicator within each of the five components for the Self-Assessment Survey is evaluated. It is also intended to provide you with some guidelines for improvement. and transferring knowledge or for modifying its behaviour to reflect new knowledge and insights. A systemic approach is in place that is moderately responsive to both the multiple requirements of a learning organization and changing business needs. This is an organization skilled at creating. designed to make scoring relatively clear and simple. However. acquiring. continuous improvement and focus will be required to maintain this level of performance. However. 8 . Score of less than 96 Level 1 (Basic Level of Performance) Substantial effort is required to move the organization towards a learning organization. Most of the key requirements are not addressed. acquire. SUMMARY of RESULTS Total Score: Score of 144 or more Level 4 (High Level of Performance) The organization is a high-performing learning organization. No systemic approach is in place for creating. this is an organization that is generally reactive to most aspects of learning and development. This is an organization that is well on the way to understanding how to create. An effective systemic approach that is fully responsive to changing business needs is evident. acquiring. This is a progressive scale. Score of 96–119 Level 2 (Fundamental Level of Performance) The basic requirements for effective organizational learning are in place.

Major effort is required to ensure that learning is viewed and clearly communicated as an essential part of the organization’s success and employees understand how their development and learning are connected to the success of the organization. Score of 21 or less Level 1 (Basic Level of Performance) There is little/no evidence that a systemic approach to the basic purpose of this area is used. and employees have continuous learning and development opportunities. and employees are made aware of how their development and learning are connected to the success of the organization. 9 . Score of 13 or less Level 1 (Basic Level of Performance) There is little/no evidence that a systemic approach to the basic purpose of this area is used. Organizations at this level are generally reactive to problems rather than continuously striving for improvement. Score of 18–20 Level 3 (Strong Level of Performance) A systemic approach is in place that is moderately responsive to the multiple requirements in this area.Vision Score of 21 or more Level 4 (High Level of Performance) An effective systemic approach is in place that is fully responsive to the multiple requirements in this area. Score of 27–31 Level 3 (Strong Level of Performance) A systemic approach is in place that is moderately responsive to the multiple requirements in this area. More effort is required to ensure that learning is viewed and clearly communicated as an essential part of the organization’s success and employees understand how their development and learning are connected to the success of the organization. The organization supports learning in concrete ways. More effort is required to ensure that the organization supports learning in concrete ways and employees have continuous learning and development opportunities. Infrastructure Score of 32 or more Level 4 (High Level of Performance) An effective systemic approach is in place that is fully responsive to the multiple requirements in this area. Organizations at this level are generally reactive to problems rather than continuously striving for improvement. Score of 22–26 Level 2 (Fundamental Level of Performance) The beginning of a systemic approach to the basic purpose of this area is evident. Learning is viewed and clearly communicated as an essential part of the organization’s success. Substantial effort is required to ensure that learning is viewed and clearly communicated as an essential part of the organization’s success and employees understand how their development and learning are connected to the success of the organization. Major effort is required to ensure that the organization supports learning in concrete ways and employees have continuous learning and development opportunities. Substantial effort is required to ensure that the organization supports learning in concrete ways and employees have continuous learning and development opportunities. Score of 14–17 Level 2 (Fundamental Level of Performance) The beginning of a systemic approach to the basic purpose of this area is evident.

Continuous learning is not at the core of how staff operates. however. Continuous learning is at the core of how staff operates. effective systems and structures exist to ensure that knowledge is captured and managed and staff can easily find the information and knowledge required to operate. and independent and to feel free to challenge established ways of operating. Learning Dynamics Score of 32 or more Level 4 (High Level of Performance) An effective systemic approach is in place that is fully responsive to the multiple requirements in this area. More effort is required to ensure that continuous learning is at the core of how staff operates and practices are in place to support both informal and formal learning. Substantial effort is required. Major effort is required to ensure that continuous learning is at the core of how staff operates and practices are in place to support both formal and informal learning. Major effort is required to ensure that the organization encourages employees to be adaptable. curious. and independent and to feel free to challenge established ways of operating. More effort is required by the organization to encourage employees to be adaptable. Score of 27–31 Level 3 (Strong Level of Performance) A systemic approach is in place that is moderately responsive to the multiple requirements in this area. Organizations at this level are generally reactive to problems rather than continuously striving for improvement. Score of 21 or less Level 1 (Basic Level of Performance) There is little/no evidence that a systemic approach to the basic purpose of this area is used. In addition. and independent and to feel free to challenge established ways of operating. The organization encourages employees to be adaptable. curious.Culture Score of 32 or more Level 4 (High Level of Performance) An effective systemic approach is in place that is fully responsive to the multiple requirements in this area. and few practices (if any) exist to support continuous learning in either formal or informal settings. systems and structures do not exist to capture and manage knowledge. Score of 22–26 Level 2 (Fundamental Level of Performance) The beginning of a systemic approach to the basic purpose of this area is evident. Score of 22–26 Level 2 (Fundamental Level of Performance) The beginning of a systemic approach to the basic purpose of this area is evident. Substantial effort is required to ensure that the organization encourages employees to be adaptable. Score of 21 or less Level 1 (Basic Level of Performance) There is little/no evidence that a systemic approach to the basic purpose of this area is used. it may be difficult for staff to find this information. curious. curious. Organizations at this level are generally reactive to problems rather than continuously striving for improvement. and practices are in place to support both formal and informal learning. 10 . and independent and to feel free to challenge established ways of operating. Score of 27–31 Level 3 (Strong Level of Performance) A systemic approach is in place that is moderately responsive to the multiple requirements in this area. Basic systems and structures may exist to capture and manage knowledge. Systems and structures exist to ensure that knowledge is captured and managed and staff can generally find the information and knowledge required to operate. Generally.

More effort is required to ensure that training is viewed as a high priority and supported in concrete ways.The following table provides a detailed summary of performance regarding the extent to which your organization invests in tangible formal learning and training and development. Investment in training is not viewed as a high priority and is not supported in concrete ways. Training Investment: Score of 25 or more Level 4 (High Level of Performance) A solid approach is in place that is fully responsive to the multiple requirements in this area. Score of 17–20 Level 2 (Fundamental Level of Performance) The beginning of a systemic approach to the basic purpose of this area is evident. Score of 21–24 Level 3 (Strong Level of Performance) The approach is moderately responsive to the multiple requirements in this area. 11 . Major effort is required to ensure that training is viewed as a high priority and supported in concrete ways. Training is a high priority in this organization and is strongly supported in concrete ways. Organizations at this level are generally reactive to problems rather than continuously striving for improvement. Score of 16 or less Level 1 (Basic Level of Performance) There is little/no evidence that a systemic approach to the basic purpose of this area is used.