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Evaluating the impact of training


Beyond the basic 'Happy sheet' - I'm currently working on implementing methods / tool we can use to measure / evaluate the loner term ipmact of corporate training initiatives. Is anybody already doing such evaluation? and/or have any helpful tips and advice?
Joanne Baxter

4 Responses

  1. Evaluation help on TrainingZONE
    Hi Joanne
    You may find Martin Schmalenbach’s recent series on evaluation helpful, access the articles here. It may also be worth taking a look at Paul Kearns’ Bitesize Guide to Being a Business Partner, click here to be taken to the Bitesize page.
    Good luck!
    Claire Savage
    Editor TrainingZONE

  2. long term impact
    There isnt an easy answer to this I’m afraid. How people learn and then how that learning translates into tangible benefits is a major area that we’d all like to be able to deliver in black & white. Return on investment in training is a real hot button both in public sector & commercial world. For what its worth, some thoughts;

    I’d say the training has to have been developed through a training needs analysis model – at least then you have a before and after state to measure.

    It should be linked to appraisal procedures – and discussed regularly with staff – this way you will get experiential / anecdotal evidence of effectiveness

    Finally, you should measure the relationship between cost of training (full cost not just cost of delivery) and staff turnover / morale

    hope that helps a little

  3. Use what info is to hand & train Trainers
    In a previous organisation I made a great deal of progress with evaluation.

    Using Kirkpatrick as a basis, we looked at ways of using existing data and information to enable us to measure and report the impact of training delivered.

    The subject is too lengthly to get into a short reply. Key points that ould need more explination:
    – Have you any tests, exams, certificates that people gain to show they have gained a level of knowledge or skill. If not can you introduce them.
    – We wrote to line managers 3 months after face to face training had been attended and asked a few simple questions as to the impact of the training in the job. This we correlated with the delegate reaction sheets (happy sheets) to see if the linked. (Every time they did)
    – We implemented a programme of learning for trainers so that they could start to identify business measures at the scoping stages of training programmes, agree them with the business managers and then measure them after to see if the planned return actually came out.

    Please contact for further info.


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