Chapter 5: Reporting on the Results

When the assessment is complete and results have been reviewed, it is time to sit down with the decision makers to review the results. This may include the CEO, the human resource manager, the operations manager or supervisors responsible for learning in the organization.  As mentioned in the last chapter, send the report in advance to allow time for the participants to review the information. 

The role of the assessor is to report on the results and not to make decisions about the direction of learning within the organization. Present the findings from an objective viewpoint and allow an opportunity for discussion.  Provide resources and links to address learning gaps. The assessor is the resource person at the meeting. 

Start the meeting by addressing positive aspects of learning within the organization. When discussing the recommendations or the learning gaps, discuss one at a time giving time for reflection and discussion. Remind the group these may be areas that are currently being addressed, they may be areas that are not part of the strategic plan at this time or may be something they want to consider in the future. Your role is to provide the assessment results and connect the results to the context where ever possible. The employees who completed the assessments may provide the assessor with the context or evidence of learning in the anecdotal evidence. 

For example, one employee said their organization does not connect the strategic plan to daily activities. When I asked for an example,  the employee said when the shipments came in on the truck, employees were not told anything about the content or which department the goods were to be directed. This left the employee feeling out of touch with the bigger pciture of the organization and unsure of his role within it.  

These type of examples give the participants concrete examples they can address. Where there is no evidence, managers would need to do further exploration to see where the situation applies. The WESLAT is a tool that will open discussion about workplace learning.  

 

Carol, the assessor scheduled a one hour meeting with the HR manager and the shop floor manager at their plant location. Carol had met the HR manager prior to the WESLAT to set up the dates, times and logistics for the assessments. She sent a copy of the report in advance by email for their review. She also asked them to prepare for the meeting by considering the following questions:

 

• What were your initial reactions and or comments on the report.
• What recommendations are consistent to the business plan of the organization.
• How might these recommendations be best presented in your workplace.
• What teaching strategies, informal coaching and mentoring opportunities would best match your workplace training needs.
• What supports will you require.
• Would you be interested in supporting the development of the resources 

These questions form the agenda of the scheduled meeting.

 

The meeting to review the report will often be the first time the WESLAT results will be openly discussed. Allow time following the meeting for reflection. There may be further questions that arise. This may lead to additional training or program development as employers work to address workplace learning needs. Call the employer 1-2 weeks following the scheduled meeting. Possible questions to ask:

1. Did you have any further questions about the WESLAT report?

2. Were there any areas mentioned in the recommendations that you want to address?

3. What can I do to provide you with the resources you need to address these learning gaps?

4. Feel free to call additional support.