3 Responses

1. I use this format
   Generally I use this format:

   Overview – my general feeling about how the session has gone based on my own observations and feedback from participants.

   Issues – Raised by participants
   Any concerns or other obvious training needs raised or identified by participants

   Issues – raised by me
   Any other concerns or obvious training needs identified by me. I might also raise any issues like racism or bullying within the group here.

   Conclusions:
   Any required or useful next steps for the participants.
   Any improvements that could be incorporated into the session.
   I also include a summary of the feedback sheets here – I use Excel for mine so it’s easy to extract percentages etc.

   Well this works for me – I’m interested to see how other people do it too.

   Regards
   Cathy White

2. ARIAN ASSOCIATES LTD
   We report back to our clients by way of a ‘Quality Report’ – to the MD or Training Director/Manager. This report includes copies of session feedback sheets and an analysis of the said sheets, indicating the ‘scoring’ and any comments from participants. It also includes comments on whether we feel we have met our own very high standards and contributed to the business objectives of the client.

   We find the companies that we provide our services for are quite impressed with this type of open and transparent approach as to how well or not we have performed and as a result we very often pick up repeat business and get referrals.

   I don’t know if this sort of approach would be of use to you to use on an internal basis – but it seems to work for us.

   email us for a copy of our session feedback sheets to see if they are any use to you:-

   info@arian-associates.co.uk

   Peter Davison
   CEO & Co Secretary

3. A structure for reporting on training
   I find the best way to do this is to firstly, ensure you have identified the reason for/objective of the training:

   eg we need to develop our negotiating skills in order to win new contracts. This will help the organisation attract new orders, increase revenues, and contribute to the bottom line.

   Then the structure for reporting becomes straightforward – basically a reversal of the objective above, and using Kirkpatrick’s 4 levels:
   Level 1 – the ‘happy sheet’ commentary – what people thought, felt about their training, Whether the content was right, etc.

   Level 2 – then looks at how people have been able to put the learning into practice. You will need to follow up with the learners’ line managers in order to complete this level of report. Comments will usually be around the level of confidence individuals now have when conducting negotiations.

   Level 3 then looks at the impact the individual learners’ change in practice has had on achievements in the team. eg are we winning more contracts as a result of enhanced negotiation skills.

   Level 4 is the final stage, and will be most meaningful to the Chief Exec – ie what level of increase have we had in revenues as a result of the improvement in negotiating skills and winning more contracts? What impact has this had on the bottom line?

   (I’m using a simple example here, but hope it illustrates my point. A summary of Happy Sheet commentaries is really not enough these days!)