Presentation on theme: "Training Evaluation Presentation by Ranjith Menon."— Presentation transcript:
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. Additional Outcome.
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
4 Level Training Outcomes Given by Donald Kirkpatrick Reaction. Learning. Behaviour. Results.
Assumptions Evaluations are definitive. Evaluation equals effectiveness. Trainers are accountable for Effectiveness. Level 4 evaluation is superior. You just have to measure it.
Building on to the model Consider the context. Establish a link. Make appropriate choices. Inventory your resources. Set goals and long-range plans.
The Training Impact Tree Identify the Organization's Values and Practices. Identify Skills, Knowledge & Attitudes. Define the scope & purpose of evaluation.
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.
Identify Data Sources. Choose the best method for collecting data. Select the best measurement approach. Gather and inventory your resources.
The Trade-off Focus Groups Behavioral Simulations Self Assessment Multi Rater Easy Difficult Less Rigorous More Rigorous Subjective Objective
Internal Evaluation -Approaches Group Reviews. End-of-course Questionnaires. Feelings Review. Interview Approach. Immediate or Delayed Evaluation ?
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.
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.
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.
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.
Contd….. Participants attend programmes for reasons other than personal or organizational needs. Programmes fail to help participants confront reality.
What is needed? Why Change? A Change
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.
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.
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.
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.
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.
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.