Patients being treated in hospitals, clinics and specialist facilities expect the highest possible standards of care from medical providers. As a global provider with a long-established reputation for clinical excellence, one healthcare company was spending hundreds of millions of pounds each year upskilling its staff and expanding its technology.
This investment supported a worldwide team of around 8,500 people, including doctors, nurses and a broad range of administrative and technical staff. The training needs of this workforce were varied and sometimes complex.
The ability to meticulously assess and improve learning programmes and staff knowledge across a network of hundreds of workplaces in different countries was a key part of the organization’s growth ambitions.
Transforming systems and creating a powerful healthcare learning ecosystem
Between 2015 and 2016, the healthcare company embarked upon a complete overhaul of its HR IT systems. It had been working with several different platforms, including an HR interface and middleware, all of which needed to be united in a best of breed Learning Management System (LMS) with a compliance focus.
Ongoing, rigorous auditing is a critical challenge for healthcare providers. Audits are carried out on a frequent basis to ensure that companies in the healthcare sector are fully compliant and provide a quality of care that meets industry standards at every level of their organization.
Norton Healthcare started as a modest, faith-based, largest integrated healthcare system in Kentucky with more than 14,000 employees at five hospitals, 13 Norton Immediate Care Centers and 90 physician practice locations. The organization has become a leading healthcare provider with some of the most advanced technologies and well-trained physicians, nurses and staff.
The Search for the Best Learning Management System
As Norton Healthcare’s training and compliance needs had long exceeded the capabilities of their existing Learning Management System (LMS), they embarked on an initiative to identify a new provider.
Trying to evaluate the impact that learning and development has on your people and ultimately, the business is not a new challenge. Learning should be a strategic investment that drives business performance and builds business capability. But knowing ‘how’ to achieve this measurement is not always easy.
There are different approaches to evaluation that I have explored with NetDimensions in our recent webinar and the accompanying paper. However, the time has come for us to move beyond just evaluating learning activity. At Fosway Group we often say that L&D has a habit of delivery. So to embrace impact as a central ethos, L&D needs to stop taking orders and just tracking completion rates, number of events run and happy sheets returned. Instead, we need to look at whether or not learning delivers a positive result – ideally for both the learner and the business. And if it doesn’t, we shouldn’t do it.
But 80% of the attendees at the webinar rated themselves as ‘OK’ or ‘Poor’ at measuring learning impact. And our current research into over 1000 learning professionals also shows there is considerable room for improvement with only 54% of respondents saying that their learning technology ‘always’ or ‘frequently’ delivers a positive impact for their organisation.
First things first, L&D needs to talk to the broader business audience.