TRAINING & EDUCATION
involves establishing the degree to which the training has provided new skills, that can be taken back into the workplace. This can be applied to team or individual assessments and typically uses written or verbal tests before and after a session, to determine how much has been learnt. Other assessment tools such as role play or skill practices can also be useful.
BEHAVIOUR The application of the new skills in
the work environment is addressed at level three of the model. Are we seeing outcomes - real world changes and is that then resulting in changes in the business? By looking at a person’s post training behaviour and attitude it's possible to determine to what extent they are using their new skills and knowledge in their everyday job. It's important to look at this level of the evaluation with a long term perspective, to assess the relevance and sustainability of behavioural change at different stages, over an agreed period of time. The co-operation of a line manager or departmental head is essential for this evaluation exercise to be carried out effectively.
BUSINESS IMPACT This is the point at which you should
be asking the question “are we seeing benefits?” To what extent has training had an impact in terms of production, quality, expenditure and time, or on the organisation’s wider goals and objectives?
EVALUATION Level five goes beyond looking at
the business benefits, as even if the training results in significant business improvement, it's still important to determine whether the benefits were worth the cost. The final step is to establish whether the business case delivered - did you get a return on your investment?
At this point, it can be useful to go right back to the beginning, when you are thinking about the type of training you need. You can measure all you like, but if you haven’t got the right training in place, you will never achieve ROI. At the outset, you need to ensure that
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you work with a training provider who will listen to what you need and put together a programme tailored specifically to your requirements. It will be too late if, at any stage of your evaluation, you get negative feedback in terms of poor training delivery or, worse still, discover that new skills may have been learnt but they are completely the wrong ones.
MODEL EVALUATION While this model may not touch
on some of the wider benefits of training, and may miss some of the more difficult to measure, yet very real benefits, it can be used to really challenge how we are spending our training budgets. Good training is a vital differentiator for organisations that are going to be successful, and it needs to be strategic, thought through, and closely linked in with business requirements.
As well as establishing ROI in training, this particular evaluation model can determine whether a programme meets its objectives. It will uncover any strength or weaknesses and ultimately help towards making a decision about training investment and establishing priorities. A successful outcome is more likely to be achieved when there is a solid partnership between a competent corporate trainer and the organisation receiving the training. In this way, when the training session is complete, the employer can continue the good work and help an employee to engage through repetitive skill practice to help apply the newly learned skills.
It is important to look at the long term view, even if training does deliver results in significant business improvement. You can take a look at the evaluation of post training behaviour at different stages over an agreed period of time, to assess the sustainability of behavioural change.
The benefit of any training programme should be seen to have an impact in terms of productivity, quality expenditure and time, as well as perhaps on wider goals and objectives.
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