+ Training Evaluation Plan Increasing 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 TransferInhibits Transfer

+ A Brief Note on Reinforcement Feedback 10% Social Recognition 17% Monetary Reward 23% 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-dataMeta-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: metrics.com

+ Our Training Evaluation Model 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 CostsCalculating ROI

References Bank of New Zealand. (March 26, 2012). Developing a training plan for your employees. Retrieved from New Zealand Business website: 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: Dudley, L. & McNamara, C. (n.d.). Evaluating training and results: ROI of training. Retrieved March 25, 2012, from Free Management Library website: 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 evaluation-metrics.com