Conceptual Developments in

Evaluation of Training
Effectiveness & Feedback
 Why Should A Training Program Be
Evaluated?
 Identifying the program’s strengths and weaknesses
 Assessing whether content, organization, and
administration of the program contribute to learning
and the use of training content on the job
 Distinguishing trainees who benefited most or least from
the program
 Determining the financial benefits and costs of the
programs
 Comparing costs and benefits of training versus non-
training investments
 Comparing costs and benefits of different training
programs to choose the best program
Challenges
Setting the right objectives and meeting those those
objectives
Communicating outcome expectations to trainers as well
as trainees.
 Cooperation from each participants and people involved.
Change in Attitude: Shift from evaluation of the person
to evaluation of the correctness of the program
Removing TRAINING WASTE - training that isn't
needed is conducted, and the required training or other
solution that would be truly beneficial is not even
identified.
Introduction
 Training effectiveness refers to the benefits that the
company and the trainees receive from training

 Training outcomes or criteria refer to measures that the

trainer and the company use to evaluate training programs

 Training evaluation refers to the process of collecting the

outcomes needed to determine if training is effective

 Evaluation design refers to from whom, what, when, and

how information needed for determining the effectiveness
of the training program will be collected
Evaluation
Formative evaluation – evaluation conducted to improve the
training process
 Helps to ensure that:
the training program is well organized and runs smoothly
trainees learn and are satisfied with the program
 Provides information about how to make the program better

Summative evaluation – evaluation conducted to determine

the extent to which trainees have changed as a result of
participating in the training program

 May also measure the return on investment (ROI) that the

company receives from the training program
What can be evaluated
Remember 3 Ps

The Plan
The Process
The Product – The training

S.M.Is
How to evaluate the Plan
Course Objectives
Appropriate selection of participants
Timeframe
Teaching Methods
How to Evaluate the Process

Planning Vs. Implementation

Appropriate participants
Appropriate time
Effective use of time
Imparting training according to set
objectives
 How to Evaluate the Product

Is only evaluation of the product sufficient?

Time
Ultimately all stages require evaluation in any case
Changes in effectiveness
Impact Analysis
Achieving Targets
Attracting Resources
Satisfying Interested Parties
 Kirkpatrick’s Four-Level Framework of
Evaluation Criteria

Level Criteria Focus

1 Reactions Trainee satisfaction

2 Learning Acquisition of knowledge, skills, attitudes, behavior

3 Behavior Improvement of behavior on the job

4 Results Business results achieved by trainees

Only by assessing each level can we yield
actionable results
Level 4 - Results Check Requirements,
Was it worth it? Systems and Processes

Level 3 - Behavior Check

KSA being used on the job? Performance Environment

Level 2 - Knowledge Improve

Did they learn anything Knowledge/Skill transfer

Level 1 – Reaction
Improve
Was the environment suitable for
Learning Environment
learning?
Outcomes Used in Evaluating Training
Programs:
 Return on Investment (ROI)
Comparing the training’s monetary benefits with the
cost of the training
direct costs
indirect costs
Benefits
Return on Expectations: (ROE)
Showing the value of training begins before the program
even starts.
 The end is the beginning.
 Value must be created before it can be demonstrated.

"Trainers must begin with desired results and then

determine what behavior is needed to accomplish them.
Then trainers must determine the attitudes, knowledge, and
skills that are necessary to bring about the desired
behavior(s). The final challenge is to present the training
program in a way that enables the participants not only to
learn what they need to know but also to react favorably to
the program."
Achieving Targets

Productivity Level of variation in product

Processing Time Ability to cope with
Profit circumstances
Operating Cost Time to reach job competency

Rates of meeting levels of supervision required

deadlines Frequency and costs of

Cost/Income ratio accidents
% of tasks incorrectly
done
CIRO Model
Context
Input
Reaction
Outcomes – Immediate, Intermediate and Ultimate
Outcome
Cognitive outcome
Skill based outcome
Affective outcome
CIPP Model
Content
Input
Process
Product
 Hamblin’s Model
Reaction Level: It measures the reactions of the
trainees to the content and methods of the training, not
the trainer, and to any other factors perceived as
relevant. It determines what the trainee thought about
the training.

Learning Level: It measures the learning attitude of

the trainees during the learning period. It collects
information that did the trainees learn what was
intended.
Job Behavior Level: The job behavior of the trainees
in the work environment at the end of the training
period i.e. did the training got transferred to the job?

Effect on the Department: Has the training helped the

trainees in improving the department’s performance?

The Ultimate Level: It measures that has the training

affected the ultimate well being of the organization in
terms of the business objectives.
 Kaufman’s Five level
Level Evaluation area

1a Enabling Quality input availability like, human and physical

resources
1b Reaction Methods, means and process acceptability and efficiency

2 Acquisition Individual and small group mastery and competency

3 Application Individual and small group utilization within the

organization
4 Organizational Payoff to the organization
Output

5 Societal Payoff to the society

Outcomes
 Outcomes Used in Evaluating Training
Programs:
Return on Investment (ROI)
Comparing the training’s monetary benefits with the
cost of the training
direct costs
indirect costs
Benefits

Simple ROI = Gains – Investment costs

Investment costs
• ROI = Learning Experience + Work Environment =
Business Results
Cost of training
Facilitators fees
Training design
Course Material
Videos – Workbooks
Facilities rental (taking into
account the opportunity
cost)
Equipment rentals
Production downtime
Savings
 Fewer errors
 Reduced customer turnover
 Less equipment downtime
 Increased revenue collection
 Faster equipment start – up
time
 Reduced employee turnover
 Higher workplace morale
 Reduced recruitment cost
 Less time loss to grievance
hearings
Factors That Influence the Type of
Evaluation Design
 The key lies in developing a
Training Plan

Training plan sets the platform for

evaluating training programs.
Thank you…