5 Responses

1. I’d look beyond the attendance stats

   Hi,

   If at all possible, I would try to look behind simple things such as "number of courses" and "bodies attended". Using those sorts of stats you could easily be accused of creating training for training sake.

   We all want to justify our existance, but we also want to be sustainable!

   Therefore if you can, I’d encourage you to try to tie in what you do with the actual effect on the business. Maybe only two people attended a training course, but the effects on them and the business may have been more profound than if you had a training session for 100 people that didn’t add anything at all.

   To help start with this, could you find out the goals of the company and each department, have a chat with the heads of each area and show how you can support them in meeting them?

   That to me would be much more convincing for the board than bodies put through training (however effective/ineffective). They’ll care more about the effect on the business as a whole in most cases.

2. Stats

    Hi Pateld,

   I agree with the previous posting as you should really refer to the original TNA – and demonstrate (hopefully) that the training intervention met the perceived needs.

   However, just as a point you may like to consider:

   -Staff survey results (has morale / or staff satisfaction increased as a result of staff being ‘developed’)

   – Complaints – decreased as a result of better trained staff?

   – Staff retention – are people happy to stay with the company becuase of investment being made in them?

   – Evaluation / feedback – Results from attendees

   – ROI calculations – Costs vs Increases in Productivity/effectiveness

   – Benefits brought about by the training i.e. Reduced Costs, increased skills, reduced risk, increased capability

    

   Hope that helps

   Lee

   http://www.toojays.co.uk

    

3. Thank you

   Thank you both, those answers have been very helpful. 

   🙂

4. Also depends of the purpose of the training you do

   — Bola Owoade

   What type of training you do and why you do it also matters. I work in the health and social care sector where health and safety compliance is really important. In order to be compliant with the sector’s reghulatory body requirements all staff have to complete certain training courses at intervals of between 1 to 3 years and these are monitored via impromptu inspections. As a result of this i have to provide board level statistics every month on the percentage of staff with up to date mandatory training.

   So if you work in a sector that requires some form of mandatory training being able to report on staff that are compliant is important.

5. Average before and after assessments

   We poll learners after learning to rate (knowing what they now know) their own perception of their knowledge/skill etc before they attended a learning session and after they attended a learning session.  This gives us great information both to inform our learning designers and to monitor our service overall.