Evaluation Help Needed!

some basics needed?
What are you wanting to evaluate – the value of this training to the organisation, or something else, such as the effectiveness of the training in getting people to learn a few things?

Level 2 is about what people learned – i.e. a test perhaps. Without a baseline (i.e. a measure of what the capability/knowledge before the training is done) it’s very difficult to measure with any credibility the improvement (or opposite!) in knowledge. This may not matter if the important things here is to know a certain amount or certain things, but without seeing what the actual changes are, it’s hard to see what, if anything, the training has actually done in improving the knowledge. Or what value it is to the organisation, esp. in terms of bottom line measures!

Level 3 is about behaviours in the workplace. The same observations apply here. What are the required behaviours, and how are these measured? What were they before the training took place and how have the changes in behaviours, if any, added value to the organisation?

Read Paul Kearns’ many articles here on trainingzone for more insight in to this, and also take a look at some articles on a process of evaluation that ties in to the bottom line by visiting http://www.trainerbase.co.uk/Useful/items.asp?CategoryID=15

Happy to discuss further as I’ve done a number of evaluations on management programmes – most recently I’ve put hard figures on some front line manager training – £67K cash spend for £300K cash return. This is real cash, not ‘paper money’.

One Response

User deleted says:

November 17, 2004 at 9:48 am

some basics needed?
What are you wanting to evaluate – the value of this training to the organisation, or something else, such as the effectiveness of the training in getting people to learn a few things?

Level 2 is about what people learned – i.e. a test perhaps. Without a baseline (i.e. a measure of what the capability/knowledge before the training is done) it’s very difficult to measure with any credibility the improvement (or opposite!) in knowledge. This may not matter if the important things here is to know a certain amount or certain things, but without seeing what the actual changes are, it’s hard to see what, if anything, the training has actually done in improving the knowledge. Or what value it is to the organisation, esp. in terms of bottom line measures!

Level 3 is about behaviours in the workplace. The same observations apply here. What are the required behaviours, and how are these measured? What were they before the training took place and how have the changes in behaviours, if any, added value to the organisation?

Read Paul Kearns’ many articles here on trainingzone for more insight in to this, and also take a look at some articles on a process of evaluation that ties in to the bottom line by visiting http://www.trainerbase.co.uk/Useful/items.asp?CategoryID=15

Happy to discuss further as I’ve done a number of evaluations on management programmes – most recently I’ve put hard figures on some front line manager training – £67K cash spend for £300K cash return. This is real cash, not ‘paper money’.