Abstract
In every aspect of human resource development (HRD), the concept of return on investment (ROI) is being explored, tested, discussed, or debated. On almost every conference agenda, the ROI issue is there. In workshops and general sessions, participants turn out in record numbers to find out how to measure ROI. Workshops on measuring ROI in training and development have been conducted in diverse settings and locations ranging from deep in the jungles of Indonesia to New York City, the world’s financial center. In training and HRD professional journals, the ROI issue commands top print space, including an occasional cover story. Hundreds of organizations are pursuing the ROI issue in a deliberate and determined way and are reporting excellent results (Phillips, 1994). Even top executives are now seeking a measurable return on their training investment. One business school magazine prepared a special issue on the topic and sent it to all of the USA Fortune 500 CEO’s (Phillips, 1995).
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Phillips, J.J. (1998). Level Four and Beyond: An Roi Model. In: Brown, S.M., Seidner, C.J. (eds) Evaluating Corporate Training: Models and Issues. Evaluation in Education and Human Services, vol 46. Springer, Dordrecht. https://doi.org/10.1007/978-94-011-4850-4_6
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DOI: https://doi.org/10.1007/978-94-011-4850-4_6
Publisher Name: Springer, Dordrecht
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