Training Evaluation

Evaluation
• It is the process of establishing a worth of training.
• The worth means value, merit and excellence.
• Evaluation program helps in a assessment of various methods and
techniques used in training.
• Evaluating training means to validate the existence of a training program.
• Evaluation is the lifeblood of training, measuring the effectiveness of
training, the application of new skills, improvement in performance and
using those measurements to further improve training programs job
evaluation helps in determining the relative worth of each job in an
organisation.
Definition
• There seems to be two different focuses for evaluation: focusing on
the actual process of training or performance improvement(formative
evaluation) and focusing on the final product or outcome of the
process(summative evaluation)
• Evaluation seems to mean different things to different people. It’s
suggested by some of the questions that the answers and meanings
depend upon perspective- who is asking the questions and why.
For Shareholders & managers
• Organisation need to evaluate is to help answer the related questions
of “will training fix my problem and/or help achieve our goals?”
• “will it be worth it or should I invest my resources elsewhere?”
• “was it worth it?”
For trainer
• Evaluation is driven by the need to answer different question such as
“was the training effective?” and “did it achieve its objectives?”
For employee
• Evaluation are likely to be “Will it help me do my job better
/easier/faster?” “ Will it help my career development?” “ What am I
doing here?” and “What’s in it for me?”
Why evaluating Training?
• To validate training as a business tool.
• To justify the costs incurred in training.
• To help improve the design of training.
• To help in selecting training methods
Purposes of training evaluation
• Feedback
• Research
• Control
• Power games
• intervention
Processes of Training Evaluation
• Before training
• During Training
• After Training
Criteria for measuring training success
• Numbers
• Direct cost
• Indirect cost
• Efficiency
• Performance to schedule
• Income received
• The extent to which trainees mix
• Reactions
• Learnings
• behavioural change
• Performance change
Reasons for evaluation
• To justify the existence of training department by showing how it
contributes to organisation’ objectives and goals.
• To decide whether continue or discontinue training program.
• To gain an information how improve training programs.
Kirkpatrick’s Four Levels Model
• Reaction
• Learning
• Behaviour
• Results
Level 1- Reaction
• Did you feel that the training was worth your time?
• Did you think that it was successful?
• What were biggest strengths & weaknesses of the training?
• Did you like the venue & presentation style?
• Were training activities engaging?
• What are the three most important things that you learned from this
training ?
Level 2- Learning
• It focuses on measuring what your trainees have and haven’t learned.
• It also measure what they think they will be able to do differently as a
result, how confident they are that they can do it, how motivated
they are to make changes.
• This demonstrates how training has developed their skills, attitudes &
knowledge, as well as their confidence & commitment.
• You can compare their learning before & after training.
Level 3 - Behaviour
• This levels helps you to understand how well people apply their training.
• Behaviour can only change when conditions are favorable.
• Lets take an example –
• Imagine that you are assessing your team members after a training
session. You can see little change, & you conclude that they learned
nothing, & that training was ineffective.
• It’s possible, however, that they actually learned a lot, but that the
organizational or team culture obstructs behavioral change. Perhaps
existing processes mean that there’s little scope to apply new thinking, f
Cont…..
• The New World Kirkpatrick Model calls these processes “required drivers.” if a
team number uses a new skills effectively, highlight this and praise him or her
for it.
• Effectively measuring behaviour is a longer-term process that should take place
over week or months following the initial training. Questions to ask include
Did the trainees put any of their learning to use?
Are trainees able to teach their new knowledge, skills or attitudes to other
people?
Are trainees aware that they have changed their behaviour?
• One of the best ways to measure behaviour is to conduct observations &
interviews.
Level 4- Results
• At this levels, you analyse the final results of your training.
• This includes outcomes that demonstrates a good return on
investment (ROI)
• Level 4 will likely be the most costly and time consuming. Your biggest
challenge will be to identify which outcomes, benefits, or final results
are most closely linked to the training and to come up with an
effective way to measure these outcomes in the long term.
Benefits of Evaluation
• Improve quality of training activities.
• Improve ability of the trainers to relate inputs to outputs.
• Better discrimination of training activities between those that worthy
of support and those that should be dropped.
• Better integration of training offered and on-the-job development.
• Better co-operation between trainer and line-managers in the
development of staff.
• Evidence of the contribution that training & development are making
to the organisation.