TRAINING & EDUCATION ARE YOU
MAKING THE MOST OF CPD?
John Edmonds Director of Strategy and Marketing and Head of Training at learning and development company pearcemayfield explains how to make
sure you get ROI when aiding staff development through learning and professional development.
Training budgets are often vulnerable when expenditure is being scrutinised and it's therefore important to ensure that you are spending what resources you do have wisely if you are to achieve a return on the investment.
One of the key learning objectives in any training programme should be to leave the delegates with the ability to take practice steps straight away. Training needs to be structured around an individual's own work challenges, using content that is relevant to them and leaves them in a position where they can put the newly learned skills into practice back in the workplace straight away.
Training is more likely to be successful, and provide a return on investment the more the delegates are able to practice techniques and exercise specific to their role. The content of any workshop or training programme needs to be practical, rich with content and the majority of time spent on individual and group work. Hopefully delegates are no longer being subjected to dull, classroom-based learning or power point presentations. Quality training is not only key to achieving ROI on spend but can also prevent any unpleasant surprises when it comes to monitoring and measuring its effectiveness after the event. If, as just mentioned, the training is practical and tailored, it will already be ahead of the game when it comes to measuring effectiveness.
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And to be sure that a business is spending its resources wisely, measuring and reporting the value gained must be an integral part of the whole process. There are a number of approaches which look to measure and report the value gained from training by gauging the reactions of the participants. One of the most simple and popular approaches, is the Kirkpatrick/Phillips model, which measures effectiveness at five levels:
REACTION At the first level, the reaction to,
and satisfaction with the learning is measured. This is where 'happy sheets' are used to find out what delegates thought about the training or learning experience. As you might expect, just because someone provides positive feedback doesn’t necessarily mean that they have actually learnt a new skill or knowledge to help improve their performance at work. However, negative feedback is likely to reveal if the training had little or no value. Happy sheets are an inexpensive and simple tool that provides immediate feedback, although they need to be carefully designed for maximum effect.
LEARNING Level two moves on from the
participants’ learning satisfaction to addressing the changes in their knowledge, learning and attitudes. Analysing this information is more complex than the first level as it
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