• Training evaluation refers to the process of collecting the outcomes needed to

determine if training is effective

• Evaluation design refers to from whom, what, when, and how information
needed for determining the effectiveness of the training program will be collected

REASONS

• To identify the program’s strengths and weaknesses

• To assess whether content, organization, and administration of the program
contribute to learning and the use of training content on the job
• To identify which trainees benefited most or least from the program
• To gather data to assist in marketing training programs
• To determine the financial benefits and costs of the programs
• To compare the costs and benefits of training versus non-training investments
• To compare the costs and benefits of different training programs to choose the
best program
What can be evaluated
• The Plan
• The Process
• The Product

plan
• Course Objectives
• Appropriate selection of participants
• Timeframe
• Teaching Methods
Process
• Planning Vs. Implementation
• Appropriate participants
• Appropriate time
• Effective use of time
• teaching according to set objectives
prodeuct
• Observation by the teacher him/herself
• Observation by other teachers
• Questionnaire completed by students
• Evaluation discussion by students
• Staff meetings
 Conduct a Needs
Analysis

Develop Measurable
Learning Outcomes and
Analyze Transfer of Training

Develop Outcome
Measures

Choose an Evaluation
Strategy

Plan and Execute the

Evaluation

Skill-
Cognitive Based
Outcomes Outcomes

Return on
Affective Investmen
Results
Outcomes t
 • Cognitive Outcomes
• Determine the degree to which trainees are familiar with the principles,
facts, techniques, procedures, or processes emphasized in the training
program
• Measure what knowledge trainees learned in the program
• Skill-Based Outcomes
• Assess the level of technical or motor skills
• Include acquisition or learning of skills and use of skills on the job

• Affective Outcomes
• Include attitudes and motivation
• Trainees’ perceptions of the program including the facilities, trainers, and
content
• Results
• Determine the training program’s payoff for the company

• Return on Investment (ROI)

• Comparing the training’s monetary benefits with the cost of the training
• direct costs
• indirect costs
• benefits

Benefits of Training Evaluation

There are a number of reasons why organizations proactively monitor the effectiveness of
employee education. These are:

• Helps employees to monitor their own improvement.

• Builds morale, by demonstrating an interest in staff development.
• To maximize the training ROI (return on investment).
• Helps to determine the form of future training programs.
• Assists with identifying the effectiveness of different forms of teaching (such as
classroom based or web based).

Organizations that train but do not evaluate that training cannot be certain of its value,
either to themselves or their employees

Models of Training Evaluation

Training and professional development programs can be a significant budget item for a
company. Most managers understand this is worthwhile investment on two counts: 1)
employees who know the company values them enough to develop them stay engaged
and loyal to the company, and 2)continuously improving the skills and capabilities of
staff members improves overall company performance.

These are the theories, at least.

Without meaningful evaluation of the actual value of the training investment, a company
cannot really know. A manager can believe the theory and be happy with the good will
created by investing in people. Better, however, is to actually look at metrics which help
measure the actual return on the investment.

The models for training evaluation look at how to measure the impact of training at
different levels: 1) participant satisfaction, 2) testing for knowledge, skills and
competency changes, 3) individual performance changes, 4) individual promotability,
5) team or functional improvement on performance metrics, 6)employee satisfaction and
engagement, and 7) overall corporate performance on key business goals.

Participant Satisfaction. Here, training managers typically ask participants to rate the
trainer and the program on key factors, such as value, quality, usefulness, and adequacy.
Managers also ask for what participants liked most and least and ask for suggestions
about how to improve the program.

Testing for Knowledge. Here, training managers will offer a pre- and post test on a topic,
to measure how much the training contributes to increases in understanding, skills
improvement or capabilities enhancement. For instance, one might take a typing test to
evaluate rate of accuracy and speed. After training, one tests again to measure the
improvement. Some training teams test only at the end, simply to ensure knowledge is
understood. A course in Code of Conduct guidelines may have a test at the end to
evaluate if participants truly understood the content within the guidelines.

3) Individual Performance. Managers complete performance reviews on employees,

annually, semi-annually or quarterly. They compare the scores for performance criteria
prior to training to those after the training.

4) Promotability. Managers evaluate the rate at which employees who participate in

training accelerate the rate of their readiness for promotions and increases in
responsibility. Some companies track the rate promotability of trained employees versus
those who do not receive training.

5. Team and Functional Performance. Here, companies compare measures of actual

performance within a team or function before and after the training to assess the
contribution training has on productivity, quality, accuracy, efficiency, effectiveness or
other key drivers.

6.Employee Satisfaction and Engagement. Companies often include questions in annual

employee surveys to measure: 1) needs for training and development, 2) satisfaction with
the company's training offerings, 3) impact of investments in training on employee
morale and satisfaction with the company, and 4) correlations with employee engagement
and loyalty.

7. Overall Corporate Performance. Companies compare performance against company

goals from year to year. Often, training is assessed to evaluate if the investment
contributes to actual business outcomes, which are customized to the milestones set for
the business year to year.

Training and development are excellent elements to a business model. Because it is a

significant investment, it is wise to spend time on evaluating the true return on that
investment. It helps a management team determine the best ways to use their training
budget for the good of the business and the employee.

Techniques of Evaluation

The various methods of training evaluation are:

• Observation
• Questionnaire
• Interview
• Self diaries

Self recording of specific incidents

kirkpatrick's four levels of training evaluation

This grid illustrates the basic Kirkpatrick structure at a glance. The second grid, beneath
this one, is the same thing with more detail.

level evaluation evaluation description examples of evaluation relevance and practicability

type (what and characteristics tools and methods
is
measured)

1 Reaction Reaction evaluation is 'Happy sheets', feedback Quick and very easy to obtain.
how the delegates felt forms.
about the training or Not expensive to gather or to
learning experience. Verbal reaction, post- analyse.
training surveys or
questionnaires.

2 Learning Learning evaluation is Typically assessments or Relatively simple to set up;

the measurement of the tests before and after the clear-cut for quantifiable skills.
increase in knowledge - training.
before and after. Less easy for complex learning.
Interview or observation
can also be used.
3 Behaviour Behaviour evaluation is Observation and Measurement of behaviour
the extent of applied interview over time are change typically requires
learning back on the job required to assess change, cooperation and skill of line-
- implementation. relevance of change, and managers.
sustainability of change.

4 Results Results evaluation is the Measures are already in Individually not difficult;
effect on the business or place via normal unlike whole organisation.
environment by the management systems and
trainee. reporting - the challenge Process must attribute clear
is to relate to the trainee. accountabilities.