Begin your business-case document by defining the current state of training. Start with your research. What did you learn about the needs of the business units through your interviews, retrieval of historical data, and use of surveys and focus groups? The themes that drew you to your objectives are repurposed in your business case. They are the salient points that will capture the attention of your audience. Paint a picture of where you are today and where you need to be.
At a high level, share your research findings, highlighting facts that
Set the baseline. A baseline is how much money the company is spending now and what they are getting for it. The cost of lost productivity resulting from time spent in training is a metric that typically isn't shown to executives, and it should be identified as the primary cost of training.
The presentation should stick to
In the front of the business case we crafted for Project Oasis, we included several pages of images highlighting the statistics we had uncovered in our research of the learning culture at Rockwell Collins. Our section on the current learning environment included, for example:
Graphics showing that only 40 percent of the population was located in Cedar Rapids while 100 percent of the training occurred there
Bar graphs showing the number of hours of training that various employee groups received per year, comparing job types, locations, and
Pie graphs showing employees' readiness (gleaned from our surveys) for alternative learning
Training expenditures for the previous two years broken down into labor and material costs
Pie graphs showing existing computer accessibility for employees
Graphs showing the environmental factors influencing learning, including 38 percent cancellation rates and the fact that 92 percent of employees were unable to
The five reasons why we expect Rockwell Collins's employees to embrace and use e-learning: availability, convenience, flexibility, diversity, and demand
These graphics gave our audience a quick, high-level view of what was wrong with the existing environment and what changes the employees were ready and willing to make in order to improve those conditions. It didn't delve into minute detail, but it gave executives the information they needed to understand the problems they were
Remember to talk in the business language of the executive or audience to which you are pitching. Recall your interviews with these executives and tie their needs into your delivery. Show them how your plan will meet their specific needs as well as the enterprise needs.
We ended this section with a spreadsheet outlining the baseline costs associated with training