Case Study: CNA
CNA Insurance Taps the Power of Metrics that Matter for Its Leadership Development Program
Company Overview: CNA is a global insurance organization serving businesses and individuals with a broad range of insurance products and insurance-related services.
Description of Learning Program: CNA implemented a comprehensive Leadership Development Program. The program was organized into two distinct curricula: Business Leadership and Personal Leadership. The overall goals of the programs were to cultivate high performers within CNA by providing them the tools and support they needed to grow as leaders within the organization.
Business Objectives of the Program: The Business Leadership Program was aimed at changing the participant’s ability to coach and support employees; develop and maintain internal and external business partnerships; produce high-quality solutions to business challenges; and build and manage a reputation for success. The Personal Leadership Program was aimed at helping participants acquire the skills needed to assist others in problem solving, risk taking, decision-making and tackling challenges.
Measurement Approach: The measurement approach was multi-faceted. CNA deployed diagnostic tools within the training to help assess leadership issues (the Leadership Development Inventory); job aides and coaching sessions to help reinforce learning; using the learning on the job such as in creating accountability plans to apply learning; and reviewing constructive changes made as a result of the program to determine if the program fulfilled the business objective of creating better leaders. In addition to the above, CNA and KnowledgeAdvisors collaborated to create formal Metrics that Matter® data collection instruments that were and continue to be deployed throughout the major milestones of the program. These instruments link questions to the levels of learning measurement and help CNA make changes to the program in a timely manner while providing feedback to management on how the program is progressing. Once all of the milestones have concluded, CNA will conduct another data collection exercise after the participants have had time to apply what they have learned to the job. At that time CNA will also be surveying the participants’ managers to gather additional feedback on how the learning program has impacted the job and made the participant a stronger leader.
Measurement Obstacles: Like any measurement approach, CNA must be sensitive to how it measures learning. Cost and time constraints are factors that prevent CNA from investing significant resources in the process. However, CNA has embedded check points into the learning process via coaching, discussion sessions, and the surveys conducted at the conclusion of milestones. This helps CNA reach a comfortable level of reasonable assurance with regard to whether or not the program is helping make participants better leaders.
Measurement Successes: To date, CNA participants in the Leadership Program have provided valuable feedback about the process. Their insight into the various tools used during the program has helped the learning and development group make changes over time. In addition, the indicators around learning effectiveness, job impact, and leadership effectiveness have helped CNA understand the impact their investment is having on the organization.
Since the measurement of the leadership program, CNA has rolled out Metrics that Matter® for all training. In this manner, CNA has a scaleable and replicable solution to enterprise-wide learning measurement and analytics.
