+

Training Evaluation PlanIncreasing transfer and effectiveness

through the proper evaluation of our current and future training programs.

I am here to help.

Effective Mentoring

Strategies for Human

Resources

• • • • • •

+ Training is such sweet sorrow…

Having a well-trained workforce requires more than copying the competition or doing what is “popular” (Schultz & Schultz, 2006).The true benefits of training outweigh the cost and logistical headaches when a training program is well researched and appropriate for the organization.

+Facilitating Positive Transfer of Training Lessons

Predetermined transfer goals

Opportunity to apply learned skills on-the-job

Supportive organizational climate and supervisors (Schultz & Schultz, 2006)

Positive feedback to motivate and keep employees focused

Relevance

Lack of supervisor support for new skills and outlooks

Lack of follow-up with trained employees

Delayed reinforcement or reward of positive change/behavior (Schultz & Schultz, 2006)

A divergent environment where the training does not apply on the job

Increases Transfer Inhibits Transfer

+A Brief Note on Reinforcement

Feedback10%

Social Recognition17%

Monetary Reward23%

Of 72 studies conducted on the job: (Schultz & Schultz, 2006)

Money reinforcement increased performance by 23%

Social recognition increased performance by 17%

Effective feedback reinforcement increased performance by 10%

Meta-data Meta-analysis

+Bringing Evaluation Into The Fold“Failure to examine the effectiveness of training programs is increasingly expensive” for our organization which robs us of key performance data to make improvements. (Schultz & Schultz, 2006, p. 184)

+Training and Evaluation Cycle

Evaluation should be an integral part of the training process

Training should continue to evolve with technology and with the organization’s needs

Set transfer objectives at the beginning and evaluate their actual, and not perceived, effectiveness on the job

Training evaluation and implementation cycle. (2010). Retrieved from: http://www.training-evaluation-metrics.com

+Our Training Evaluation Model

Abse

nses

Sale

s0

20

40

60

80

Comparison of Training In-

fluence

Pre-train-ingPost-training

Use Kirkpatick’s model as a backbone for our evaluation model

Capture data from all steps of the training process

Isolate the effects of training so data can be collected most accurately

Evaluate quantifiable data through statistical analysis and comparative charts

Evaluate qualitative data through employee and superior interviews, questionnaires, and observation

+Kirkpatrick’s Model Plus ROI(as cited in Chapman, 2012)

Reaction

• Subjective information about the learning experience, trainees’ feelings about the training method and relevance

Learning

• Measurement of the increase in cognitive ability from before and after the training

Behavior

• Observable information about change in employee behavior, and how they applied the learning to their job activities

Results

• Quantifiable proof that the reaction, learning, and behavioral outcomes of the training have a positive effect on the business

ROI

• Calculate the monetary value of the training based on money inputted and benefit to the company realized

Four levels of training evaluation structure and evaluating return on investment

+Gathering data(Dudley & McNamara, n.d)

Before: Determine the track record

of the training program Perform a trial with a highly

skilled employee and get their feedback

Evaluate how the training methods will easily incorporate into our employee’s preferences and learning styles

Get a base line for employees who will participate by interviewing and testing them before training begins

During: Check in with employees

during the training to make sure they are understanding the material and their needs are being met

Are they engaged and enthusiastic?

After: Test and interview employees

to see what they learned Observe employees

performing the new task or in the new role and record observed changes

Consider outside evaluators for greatest objectivity

+Isolating the Effects of Training(Dudley & McNamara, n.d)

Control group Observing one group who

receives training and one that does not

Impact estimates When control groups are not

possible, estimate impact

Participants Offer the trainees the pre-

and post-program improvement data and have them attribute the percent of success to the training they received

Supervisors Same method as trainees,

but from the supervisors perspective

Experts Ask experts to offer their

estimate of the impact of training based on their experience – for perspective

Customers Inquire whether or not

training has influenced their buying decisions

“Isolating the effects of training is an often overlooked issue in evaluations” which is necessary to “determine the amount of output performance directly related to the program” (Dudley & McNamara, n.d., para 10).

+Value, Cost, and ROI(Dudley & McNamara, n.d.)

“Converting data to monetary value is very important in the ROI model and is absolutely necessary to determine the monetary benefits from a training program” (Dudley & McNamara, n.d., para. 20).

Cost benefit analysis Design and development

costs Program material costs Administrator costs Facilities costs Travel/lodging/meals

costs Employee costs: salaries,

benefits, etc.

“Calculate the ROI using the program benefits and costs” (Dudley & McNamara, n.d,

para 22). Benefit Cost Ratio =

Program benefits /program costs Net benefits =

Program benefits – program costs ROI (%) = net benefits / program costs x 100

ROI from training programs such as sales will be high and quantifiable, whereas ROI from technical or operator training will likely be lower and more qualitative (Dudley & McNamara,

n.d.).

Tabulating Costs Calculating ROI

References

Bank of New Zealand. (March 26, 2012). Developing a training plan for your employees. Retrieved

from New Zealand Business website: http://www.business.govt.nz/managing/managing-

staff/staff-skills-and-training/developing-a-training-plan-for-your-

employees#Assessing_your_training

Chapman, A. (2012). Kirkpatrick’s learning and training evaluation theory. Retrieved from

Businessballs website:

http://www.businessballs.com/kirkpatricklearningevaluationmodel.htm

Dudley, L. & McNamara, C. (n.d.). Evaluating training and results: ROI of training. Retrieved March

25, 2012, from Free Management Library website:

http://www.managementhelp.org/training/systematic/ROI-evaluating-training.htm

Schultz, D.P. & Schultz, S.E. (2006). Psychology and work today (9th ed.). Upper Saddle River, NJ:

Prentice Hall.

Training evaluation and implementation cycle [Image]. (2010). Retrieved from http://www.training-

evaluation-metrics.com