The document outlines various costs associated with training, including design, promotional, administration, faculty, and facilities costs, as well as student expenses related to training. It also discusses potential returns from training, such as labor savings, productivity increases, other cost savings, and income generation, emphasizing the importance of evaluating the net contributions from these returns. Overall, it provides a detailed framework for analyzing both the financial investments in training and the potential benefits derived from it.

1. Common Training Costs and Returns<br />Training Costs <br />Design and Development Costs<br />Internal/external design costs<br />Purchases of content, copyrights<br />Travel and expenses of design phase<br />Purchase of off-the-shelf materials<br />Promotional Costs<br />Internal labor costs of promotional activities <br />Costs of external agencies<br />Promotional materials (posters, brochures)<br />Administration/Upkeep Costs<br />Internal hours administering the program (registration, making travel plans, keeping records, etc) <br />Direct program administration costs (software, LMS, etc)<br />Faculty/Delivery Costs<br />Expenses of facilitator<br />Any required follow up questions and coaching<br />Faculty hours spent prepping and reviewing for delivery <br />Materials Costs<br />Cost per student of training materials<br />License cost per student of off-the-shelf materials<br />Facilities Costs<br />Training Rooms, equipment rentals, refreshments<br />Student Costs<br />Amount of productive work time lost, represented by payroll dollars<br />Cost of lost output, represented by what the business would have gained through productivity<br />Direct student expenses – travel, accommodations, etc <br />Evaluation Costs<br />Time spent evaluating training<br /> Common Training Costs and ReturnsTraining Returns<br />Labor Savings<br />Occur when less effort is needed to achieve the same output. These savings are realized when we can reduce the amount of labor applied to a particular job, not by utilizing the newly available time to further output on the same job. Labor savings are only realized if the labor applied to a job can be reduced. If the savings result is more slack, then there is no labor savings return.<br />Examples include: <br />Reduced duplication of effort

2. Less time spent correcting mistakes