Results that employees realize may be attributed to training, but other organizational forces could affect them also. These forces may include elements directly controlled by the company (internal forces) and those external to the company. Examples of internal forces are new product introduction, price changes, new Human Resources processes, change in strategy/annual operating  plans, new leadership, mergers and acquisitions, changes in compensation plans, etc.

Examples of external forces are new competition, government regulations, local/global economic conditions, etc. For example, if the Steering Committee predicts a $10,000 value from an adopted behavior, internal and external forces have contributed to that amount to some degree. This needs to be recognized and accounted for so that a more accurate prediction of training value is created.

To define the External Contribution Factor, use the following guidelines:

This works best in teams. Divide Committee members into teams, with each team being tasked with defining the External Contribution Factor for a single Adoptive Value. Use the External Contribution Factor Worksheet.

List the Adoptive Behaviors and Adoption Value in the first two columns.

Each team then answers the question: What forces beyond training contribute to this value? Teams brainstorm the various forces that could affect Adoption Value, reach agreement to the salient forces, and record them on the worksheet.

Next, teams answer the question: What percentage of the value do these forces contribute to the Adoption Value?

Record their answers in the last column.

Bring the teams together and have each team present its suggestion. Facilitate the discussion, gain consensus, and finalize the External Contribution Factors.