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Training Evaluation

Training Evaluation. Presentation by Ranjith Menon. What it is?. A process of providing information to those involved in training regarding questions they genuinely want answer for. It is simply a feedback. Areas of Concern. Reactions. Learning. Job Behaviour. Organisational Impact.

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Training Evaluation

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  1. Training Evaluation Presentation by Ranjith Menon

  2. What it is? • A process of providing information to those involved in training regarding questions they genuinely want answer for. • It is simply a feedback.

  3. Areas of Concern • Reactions. • Learning. • Job Behaviour. • Organisational Impact. • Additional Outcome.

  4. Common Approaches • Assess in the training session itself. • Zemke’s Formula: • PBT minus actual cost of the Training Programme divided by the compensation and the benefit caused for the portion of work force that receives training. • Donaldson & Scannel

  5. 4 Level Training Outcomes • Given by Donald Kirkpatrick • Reaction. • Learning. • Behaviour. • Results.

  6. Assumptions • Evaluations are definitive. • Evaluation equals effectiveness. • Trainers are accountable for Effectiveness. • Level 4 evaluation is superior. • You just have to measure it.

  7. Building on to the model • Consider the context. • Establish a link. • Make appropriate choices. • Inventory your resources. • Set goals and long-range plans.

  8. The Training Impact Tree • Identify the Organization's Values and Practices. • Identify Skills, Knowledge & Attitudes. • Define the scope & purpose of evaluation.

  9. Contd…. • Quality Delivery & Retention of Training. • How well training cuts deficiencies in a particular workgroup. • Usefulness of Parallel Training for Managers & their Staff. • Variables in the work environment that discourage or facilitate the effect of training.

  10. Contd…. • Identify Data Sources. • Choose the best method for collecting data. • Select the best measurement approach. • Gather and inventory your resources.

  11. Difficult Focus Groups Behavioral Simulations Objective Subjective Self Assessment Multi Rater More Rigorous Less Rigorous Easy The Trade-off

  12. Internal Evaluation-Approaches • Group Reviews. • End-of-course Questionnaires. • Feelings Review. • Interview Approach. Immediate or Delayed Evaluation ?

  13. Evaluation- Myths • I Can’t Measure the Result of My Training Efforts. • I Don’t Know What Information to Collect. • If I Cannot Calculate the ROI, the Evaluation Is Useless.

  14. Contd….. • Measurement Is Only Effective in Production & Finance Areas. • My CEO Does not Require Evaluation, So, Why Should I Do It ? • There Are Too Many Variables Affecting the Behaviour Change for Me to Evaluate the Impact of Training.

  15. Contd….. • Evaluation Will Lead to Criticism. • I Don’t Need to Justify My Existence; I Have a Proven Track Record. • The Emphasis on Evaluation Should Be Same in All Organisations. • Measuring Progress Towards Objectives Is an Adequate Evaluation Strategy.

  16. Reasons for failure • Programmes are not linked specifically to strategies, challenges or problems in the organisation. • Programmes are designed to create awareness and understanding, but not competence. • Programmes focus on inidivduals rather than operating units.

  17. Contd….. • Participants attend programmes for reasons other than personal or organizational needs. • Programmes fail to help participants confront reality.

  18. What is needed? A Change Why Change?

  19. Good economic sense. • Measurement trends in society. • Approval for HRD budgets. • Pressure from top to make a contribution. • Peer pressure from HRD professionals. • Self-satisfaction. • More information available.

  20. Contd... • Professionalism. • Survival. • Developing a result oriented approach. • HRD programmes are not usually undertaken unless tangible results can be obtained. • Atleast one method to measure the results of an HRD programme is included in the programme design.

  21. Contd... • All members of the HRD staff should be required to measure the results of their efforts. • Management is involved in the HRD process at all phases. • There is an active effort to increase management commitment and support of HRD effort.

  22. Purposes & Uses • To determine whether the programme is accomplishing it’s objective. • To identify the strengths & weaknesses in the HRD process. • To determine whether a programme justifies costs. • To decide who should participate in future programmes.

  23. Contd... • To test the clarity & validity of tests, questions & exercises. • To identify which participants benefitted the most or the least from the programme. • To reinforce the major points made to the participants.

  24. Contd... • To gather data to assist in marketing future programmes. • To determine if the programme was appropriate. • To establish a database which can assist management in decision-making.

  25. Thank You

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