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Employee learning refers to all the policies, programs, processes and activities that go into identifying, nurturing, developing and appropriately rewarding the talents and capabilities of an individual. It is a process to facilitate personal and professional development, to reinforce self-belief in a person to realize his/her full potential in a sustainable manner [1]. Employee learning is an enabler for changing behavior and skills [2]. Investing in employee learning is a source of motivation for staff [3]. Employees pay a high value on learning if it will lead to a favorable outcome [4]. Many organizations invest in executive training programmes for their employees as a means to improve organizational performance [5]. Managers play a key role in facilitating employee learning and development [6]. Employers are focusing on competence-based management education to drive productivity [7]. Irrespective of the positive intentions behind employee learning and development, very often, the measurement of the impact of employee learning programmes in human resources management is often a challenging process. [8,9]. Whereas investment in data infrastructure can normally be defined as cost saving leading to improved data driven decision making, the outcomes of employee learning programmes and their impact on business is often difficult to assess [10]. This is due to the fact that the immediate learning objectives and outcomes to be realized are often not expressed in quantitative terms. It identifies a number of factors that make most HR and training staff shy away from doing ROI assessments on employee learning programmes including the absence of pressure from senior management to conduct a post learning knowledge transfer and its impact on business performance.

Measuring the Impact of Employee Learning At Work: A Review of the Practices of Two Companies in Ghana