three tips for creating training metrics

plus: effective budgeting and management.

by michael ramos
michael ramos and associates

cpa firms want to establish metrics for their learning function as a way to monitor and manage their learning activities. ideally, firms would do their learning strategies and goals first and then use these strategies to drive the related metrics.

but we do not live in an ideal world, and some firms choose to establish metrics while simultaneously working on firmwide learning structures and goals.

more: high-impact learning: 4 ways to maximize cpe roi

recognizing the risks inherent in prematurely defining metrics, here are three tips for creating meaningful learning metrics at your firm that will help manage the learning function and drive performance.

posted on september 21, 2014

michael ramos

about the author

michael ramos is the principal of michael ramos + associates, a learning consultancy firm that works with cpa firms and organizations that provide products and services to the profession to help them develop and deploy high-impact learning programs. he has over 25 years of experience developing and delivering competency-based professional development programs and is the author of numerous auditing books and guides. he also served as the director of cpe and training at the aicpa.

michael ramos was an audit senior manager with kpmg. during his nine-year career, he was selected for a two-year assignment in the firm’s national office where he managed and developed the firm’s staff training programs.

for the past 25 years, mike has been an author, instructor, and consultant to the accounting profession. he is a nationally recognized speaker and author on technical auditing matters. in 2001, mike wrote the first definitive guide on implementing sarbanes-oxley and then worked with leading accounting firms to devise their consulting methodologies and to provide the training necessary for the firms to launch their sox practices.

when the auditing standards board developed its suite of standards that defined the risk - based audit, it chose mike to be the primary author of its authoritative guide to implementing the standards. as an expert in risk-based auditing, mike worked with firms to revise their audit practices and train their staffs on the new standards and develop the competencies necessary to implement them.

mike served as the director of the continuing education business unit of the aicpa. he led the revitalization of the business, and reorganized it to expand its on-line learning product line. after leaving the aicpa, mike formed michael ramos + associates to leverage his three decades of working with leading accounting firms, his network, and his expertise in continuing education to provide unique solutions to learning and knowledge transfer problems.

over the years his clients have included deloitte, mcgladrey, cliftonlarsonallen, plante moran, cherry bekaert, dixon hughes goodman, frank rimerman, bkd, the aicpa, the center for audit quality, wolters kluwer, and sageworks. mike is also an operating advisor to a chicago-based private equity firm, advising them on corporate and professional education matters.

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