Using Information, Metrics and Developing Business Cases for L&D

The second theme of this book concerns L&D’s ‘Contributions’, specifically how L&D professionals articulate, communicate and demonstrate value that it brings to the organization. Specifically, Chapter 3, titled ‘Using information, metrics and developing business cases for L&D’, discusses how L&D professionals can do this using the business case as a vehicle. The business case is a tool that L&D professionals can use to show how new L&D initiatives can benefit the organization and its stakeholders. The value of such benefit can be ‘articulated’ quantitatively and qualitatively. Chapter 3 adopts a holistic approach in developing a business case. L&D professionals must be competently knowledgeable about accounting and finance but without the need to be experts – as their expertise lies in L&D. Therefore to successfully complete a business case, L&D professionals need to form teams comprising the right members (depending on what the business case is about). The political realities that are associated with the development of a business case can be important considerations. How well L&D is able to ‘sell’ a business case depends on how well it is framed, usually either as a problem or opportunity. We then discuss the information, data and metrics required to build a typical business case, specifically in terms of identifying the benefits and costs. The chapter concludes with some suggestions on how the findings from the business case can be presented in infographics-inspired form.

The Effect of Wasta on Business Conduct and HRM in Jordan

Despite rapid globalisation, boom in multinational business and increasing interest in international human resource management (IHRM) generally, research on developing countries in the Middle-East is limited. A three year PhD research project seeks to begin to fill this gap by studying the effect of Jordanian culture on the transfer of western recruitment and selection (R&S) frameworks into Jordan. This paper opens up an investigation into a cultural concept at the heart of management and human resource management (HRM) in Jordan: ‘wasta’. Wasta is a concept that springs from tribalism; favouritism based on family and tribal relations. For multinational organisations this presents a challenge in balancing the western idea of fairness, equal opportunities and diversity and the local system based on favouritism. We argue that the perceived benefits of wasta cannot match the moral case for a merit based model.