Return on Investment in Meetings & Events
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A01=Jack J. Phillips
A01=M. Theresa Breining
A01=Patricia Pulliam Phillips
AA Staff
Author_Jack J. Phillips
Author_M. Theresa Breining
Author_Patricia Pulliam Phillips
Bad News
business
Business Impact Data
Business Measures
Category=KNS
Control Group Arrangement
cost benefit analysis
CSEP
customer
Cycle Time
data collection strategies
eq_bestseller
eq_business-finance-law
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
event evaluation methods
Hard Data Categories
Hard Data Items
intangible
Intangible Benefits
Intangible Measures
learning assessment tools
measures
measuring training effectiveness in organisations
Meeting Planner
Meeting Planning Team
meetings
monetary
organisational impact measurement
planner
Present Evaluation Data
professional development outcomes
Reaction Objectives
Reaction Questionnaire
ROI
ROI Analysis
ROI Calculation
ROI Evaluation
ROI Methodology
ROI Process
satisfaction
Social Network Analysis Survey
Soft Data
success
Trend Line Analysis
value
Product details
- ISBN 9780750683388
- Weight: 560g
- Dimensions: 152 x 229mm
- Publication Date: 18 Dec 2007
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Paperback
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The Phillips ROI Methodology™ utilizes five levels of evaluation, which are essential in determining the return on investment.
At Level 1 - Reaction and Planned Action, attendee and stakeholder satisfaction from the meeting can be measured. Almost all organizations evaluate at Level 1, usually with a generic, end-of-meeting questionnaire. While this level of evaluation is important as a “stakeholder” satisfaction measure, a favorable reaction does not ensure that attendees have acquired new skills, knowledge, opinions or attitudes from the meeting.
At Level 2 - Learning, measurements focus on what participants learned during the meeting using tests, skill practices, role-plays, simulations, group evaluations, and other assessment tools. A learning check is helpful to ensure that attendees have absorbed the meeting material or messages and know how to use or apply it properly. It is also important at this level to determine the quantity and quality of new professional contacts acquired and whether existing professional contacts were strengthened due to the meeting. However, a positive measure at this level is no guarantee that what was learned or whether the professional contacts acquired will be used on the job.
At Level 3 - Job Applications, a variety of follow-up methods can be used to determine if attendees applied on the job what they learned or acquired at the meeting. The frequency and use of skills are important measures at Level 3. While Level 3 evaluations are important to gauge the success of the meeting, it still does not guarantee that there will be a positive business impact in the organization or for the attendee.
At Level 4 - Business Results, the measurement focuses on the actual business results achieved by meeting participants as they successfully apply the meeting material or messages. Typical Level 4 measures include output, sales, quality, costs, time and customer satisfaction. Although the meeting may produce a measurable business impact, there is still a concern that the meeting may cost too much.
At Level 5 - Return on Investment, this ultimate level of measurement compares the monetary benefits from the meeting with the fully-loaded meeting costs as expressed in the ROI formula.
All levels of evaluation must be conducted in order to determine the ROI of a meeting or event. The data collected should show a chain of impact occurring through the levels as the skills and knowledge learned (Level 2) are applied on the job (Level 3) to produce business results (Level 4).
Jack J. Phillips, M. Theresa Breining, Patricia Pulliam Phillips
