arning & Development business units are under siege and struggling with the effort of what appears to be a very confusing, elephantine challenge of measuring the effectiveness of their training interventions. We need clarity. We need a common sense approach. We need to step up our practice of corporate learning consulting. Let’s discuss existing principles to prove the value of Learning & Development (L&D) deliverables in a corporate environment.
Measuring the Effectiveness of Training - Myth or Reality?Accord
The intangible nature of training coupled with the number oriented measure of ROI, makes 'Training ROI' a holy grail for learning and development professionals. Because of this, most organisations are reluctant to embark on an ambitious project to put in place a framework to measure the effectiveness of training.
However, companies are now beginning to realise that ROI (in its usually accepted format) is not the only way of measuring the effectiveness of training. An effective framework for training starts with aligning all training activities to the business objectives of the organisation.
This presentation shares some key insights based on the Kirkpatrick Model for evaluation of training effectiveness and shows the critical need for HR to play a strategic role in organisations today.
Measuring the Impact of eLearning: Turning Kirkpatrick’s Four Levels of Evalu...Lambda Solutions
Access to webinar recording here: http://go.lambdasolutions.net/webinar-growing-trend-of-open-source-learning
Whether it’s to inform, to improve, to change—or a combination of these factors, training must have measurable outcomes that contribute to larger organizational goals. Good training evaluation techniques identify and measure the impact of learning on job performance and ultimately, organization-wide business results. When it comes to measuring eLearning, Donald Kirkpatrick’s Four Level of Evaluation model is one of the most widely used and respected worldwide.
Co-hosted by Paula Yunker, with 30+ years of instructional design experience and certification in Kirkpatricks Four Levels Evaluation—this webinar will explore why learning evaluation is an important component of any training program and how you can measure the application of learning beyond the learning event itself. We’ll discuss how to implement learning evaluation that’s practical and provides value but isn’t complicated, time consuming or expensive. Paula will also share her favorite learning evaluation resources after the webinar!
Check out the slides to learn more about:
- Why learning evaluation is critical for business results
- Kirkpatrick’s four levels of evaluation explained
- Aligning learning to organizational goals
- Typical challenges implementing evaluation in an organization
- Practical strategies for implementing learning evaluation
- Our favorite learning evaluation resources
Measuring the Effectiveness of Training - Myth or Reality?Accord
The intangible nature of training coupled with the number oriented measure of ROI, makes 'Training ROI' a holy grail for learning and development professionals. Because of this, most organisations are reluctant to embark on an ambitious project to put in place a framework to measure the effectiveness of training.
However, companies are now beginning to realise that ROI (in its usually accepted format) is not the only way of measuring the effectiveness of training. An effective framework for training starts with aligning all training activities to the business objectives of the organisation.
This presentation shares some key insights based on the Kirkpatrick Model for evaluation of training effectiveness and shows the critical need for HR to play a strategic role in organisations today.
Measuring the Impact of eLearning: Turning Kirkpatrick’s Four Levels of Evalu...Lambda Solutions
Access to webinar recording here: http://go.lambdasolutions.net/webinar-growing-trend-of-open-source-learning
Whether it’s to inform, to improve, to change—or a combination of these factors, training must have measurable outcomes that contribute to larger organizational goals. Good training evaluation techniques identify and measure the impact of learning on job performance and ultimately, organization-wide business results. When it comes to measuring eLearning, Donald Kirkpatrick’s Four Level of Evaluation model is one of the most widely used and respected worldwide.
Co-hosted by Paula Yunker, with 30+ years of instructional design experience and certification in Kirkpatricks Four Levels Evaluation—this webinar will explore why learning evaluation is an important component of any training program and how you can measure the application of learning beyond the learning event itself. We’ll discuss how to implement learning evaluation that’s practical and provides value but isn’t complicated, time consuming or expensive. Paula will also share her favorite learning evaluation resources after the webinar!
Check out the slides to learn more about:
- Why learning evaluation is critical for business results
- Kirkpatrick’s four levels of evaluation explained
- Aligning learning to organizational goals
- Typical challenges implementing evaluation in an organization
- Practical strategies for implementing learning evaluation
- Our favorite learning evaluation resources
This presentation is for those who are very new to Powerpoints and want to learn the art of making effective PPT's. Also the idea behind making a module, per say, is important and this PPT describes the parameters on which a Basic Training Module can be built. These parameters will help the new comers to get an Idea of how to prepare Training Modules
What is Workplace Coaching and why you should implement it?The Pathway Group
What is Workplace Coaching and why you should implement it? Workplace Coaching for Team Leaders and First Line Managers ILM Award Level 3. You should develop understanding and competence in coaching skills, including the role, responsibilities, behaviours and characteristics of the workplace.
Coaching is more about asking the right questions than providing the right answers. Coaching is essentially about using effective questioning to help individuals
Explained are the 5 steps that are followed in designing a training session, and the various steps of planning and focus on the context of the Training session. This slide brought to you by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
The A.D.D.I.E. of Developing a Strategic Training RoadmapHenry John Nueva
Whatever size business you run, it is important to remember that learning is an ongoing experience. This applies as much to the upper management of the business as the employees.
It follows that training should also be a part of the company’s day to day business activities. Of course, employees who are motivated and keen to see the business succeed will often take new ideas that they come across during the course of their work, and will sometimes be in a position to make suggestions for improvement that can benefit the company’s bottom line. Check this out !
If you are responsible for managing your nonprofit's training, then you know that providing courses and classes is only part of the challenge. You also need to investigate, plan, coordinate, communicate, budget, and persuade. All of these management functions become easier when you have a solid set of training metrics to work from. A "training scorecard" gives you a tool to track how things are going, and gives you the data to stand on equal footing with other leaders in your organization.
Curated by the Cornerstone OnDemand Foundation and Steve Semler, Senior Training Manager at MoneyGram International, this special presentation for nonprofits focuses on Learning Metrics: Building Your Training Scorecard. You will learn:
• The four ascending categories of learning metrics
• How to capture and present qualitative and quantitative training evaluation data
• Which metrics to include on a training scorecard
• How to establish a rhythm of evaluation and reporting that supports your organization's training and learning needs
This presentation is for those who are very new to Powerpoints and want to learn the art of making effective PPT's. Also the idea behind making a module, per say, is important and this PPT describes the parameters on which a Basic Training Module can be built. These parameters will help the new comers to get an Idea of how to prepare Training Modules
What is Workplace Coaching and why you should implement it?The Pathway Group
What is Workplace Coaching and why you should implement it? Workplace Coaching for Team Leaders and First Line Managers ILM Award Level 3. You should develop understanding and competence in coaching skills, including the role, responsibilities, behaviours and characteristics of the workplace.
Coaching is more about asking the right questions than providing the right answers. Coaching is essentially about using effective questioning to help individuals
Explained are the 5 steps that are followed in designing a training session, and the various steps of planning and focus on the context of the Training session. This slide brought to you by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
The A.D.D.I.E. of Developing a Strategic Training RoadmapHenry John Nueva
Whatever size business you run, it is important to remember that learning is an ongoing experience. This applies as much to the upper management of the business as the employees.
It follows that training should also be a part of the company’s day to day business activities. Of course, employees who are motivated and keen to see the business succeed will often take new ideas that they come across during the course of their work, and will sometimes be in a position to make suggestions for improvement that can benefit the company’s bottom line. Check this out !
If you are responsible for managing your nonprofit's training, then you know that providing courses and classes is only part of the challenge. You also need to investigate, plan, coordinate, communicate, budget, and persuade. All of these management functions become easier when you have a solid set of training metrics to work from. A "training scorecard" gives you a tool to track how things are going, and gives you the data to stand on equal footing with other leaders in your organization.
Curated by the Cornerstone OnDemand Foundation and Steve Semler, Senior Training Manager at MoneyGram International, this special presentation for nonprofits focuses on Learning Metrics: Building Your Training Scorecard. You will learn:
• The four ascending categories of learning metrics
• How to capture and present qualitative and quantitative training evaluation data
• Which metrics to include on a training scorecard
• How to establish a rhythm of evaluation and reporting that supports your organization's training and learning needs
This presentation discusses the development of the Training Attribute Model to judge the effectiveness of your training programs. The tools was an output of our Six Sigma Black Belt project.
Kirkpatrick's Levels of Training Evaluation - Training and DevelopmentManu Melwin Joy
Training and Development
Evaluation
Human resource
Management
Motivation
Psychology
Success
Organizational effectiveness
Personal growth
Change management
Training & development evaluation is a continual and systematic process of assessing the value or potential value of a training program, course, activity or event. Results of the evaluation are used to guide decision-making around various components of the training (e.g. delivery, results) and its overall continuation, modification, or elimination.
why training is important for a student as well as an employee...?? and what are benefits to an employee as well as to the organization. what is need of training in the corporate... check it out here....
Measure, report and increase training impact & ROI. Credible, data-driven and actionable reporting of your training impact is critical for making right investment decisions.
Develop a training evaluation plan.
Evaluate your training programs.
Identify gaps.
Increase training ROI
Report training impact & ROI to your stakeholders
Greenbooks has trained 300+ learning professionals in training evaluation, many from the fortune 500 companies.
Check the training evaluation workshop closest to you in our event calendar:
http://greenbookslearning.com/events/all
Useful for Trainers, Facilitators, Teachers and Managers who need to teach theories, concepts and other topics to others in an entertaining way to ensure deeper penetration of knowledge and skills.
Content:
What is Training?
The Trainer
Qualities of a Trainer
Training Need Analysis
Content Development
Trainig Delivery
Methodologies
Evaluation - Measurement & Assessments
Feedback - why & How to deliver
Running Head TRAINING AND DEVELOPMENT PROPOSALTRAINING AND DE.docxagnesdcarey33086
Running Head: TRAINING AND DEVELOPMENT PROPOSAL
TRAINING AND DEVELOPMENT PROPOSAL
11
Training And Development Proposal
Katrina A. Kinlow
Dr. T.A. Swinney
335 – Training and Development
February 1, 2015
Training and Development Proposal
Introduction
Computer Aided Design
Solution
s is a small business that has been started to provide solutions to design problems. The scope of the business ranges from design of machinery and structures like buildings to household vessels. The design program has to be taught to individuals to enable them to inductively participate competently in the market of design solutions. I always get invited to offer consulting services in this field. I will draw heavily from my experience when I provide training and development services to this business. There are numerous challenges to be overcome for one to be successful as I will show herein.
Training Methods to Be Used
Good learning and development initiatives in the Design field always feature a combination of many methods that, blended together, produce one effective training program. Below are some of the ways of delivering training and development activities for the consulting services.
Orientation
Orientation will familiarize the new trainees with the field of Computer Aided Design. It will be conducted through training manuals, a one-on-one meeting with a consultant who will give a lecture. Newcomers will receive information on our company's history and strategic position, the key people in authority at the business, the structure of departments and how they contribute to the overall mission of the enterprise, and the employment policies, rules, and regulations.
Lectures
Lecturers are a verbal method of presenting information; lectures are mainly useful in situations when the goal is to impart the same information to a large number of people at one time.
Case Study
The Case study method of training is a non-directed method of study where trainees are given practical case reports with similar situations and facts as the current situation to analyze. The case report includes a thorough description of a simulated or real-life situation.
Role Playing
Students assume a role outside of their current role and responsibilities and play out that role within a group. A facilitator creates a scenario that is to be acted out by the participants under the guidance of the facilitator. While the situation might be contrived, the interpersonal relations are genuine. In addition, participants receive immediate feedback from the facilitator and the scenario itself, allowing better understanding of their behavior.
Computer-Based Training
This method of training will involve the use of computers and computer-based instructional materials as the primary medium of instruction. Computer-based training programs will be useful to structure and present instructional materials, as well as facilitate the learning process for the trainee.
Elements of Training and Developmen.
Nine Evaluation of TrainingLearning ObjectivesAfter readin.docxcurwenmichaela
Nine Evaluation of Training
Learning Objectives
After reading this chapter, you should be able to:
· ■ Describe the pros and cons of evaluation and indicate which way to go on the issue.
· ■ Explain what process evaluation is, and why it is important.
· ■ Describe the interrelationships among the various levels of outcome evaluation.
· ■ Describe the costs and benefits of evaluating training.
· ■ Differentiate between the two types of cost-effectiveness evaluation (cost savings and utility analysis).
· ■ Describe the various designs that are possible for evaluation and their advantages and disadvantages.
· ■ Define and explain the importance of internal and external validity (Appendix 9-1).CASE TRAINING DESIGNED TO CHANGE BEHAVIOR AND ATTITUDES1
The city of Palm Desert, California, decided to provide training to improve employees’ attitudes toward their work and to provide them with the skills to be more effective on the job. The two-day seminar involved a number of teaching methods, including a lecture, films, role-plays, and group interaction. Among the topics covered were conflict control, listening, communicating, telephone etiquette, body language, delegation, and taking orders. Throughout the two days, the value of teamwork, creativity, and rational decision making was stressed and integrated into the training.
Before the training was instituted, all 55 nonmanagement employees completed a paper-and-pencil questionnaire to measure both their attitudes toward the job and their perception of their job behaviors. Supervisors also completed a questionnaire assessing each of their employees. All 55 employees were told that they would be receiving the same two-day seminar. The first set of 34 employees was chosen at random.
The 21 employees who did not take the training immediately became a comparison group for evaluating the training. While the first group of employees was sent to the training, the others were pulled off the job, ostensibly to receive training, but they simply took part in exercises not related to any training. Thus, both groups were treated similarly in every way except for the training. Both groups completed attitude surveys immediately after the trained group finished training. Six months later, both groups completed self-report surveys to measure changes in their job behavior. Their supervisors also were asked to complete a similar behavior measure at the six-month mark.
The data provided some revealing information. For the trained group, no changes in attitude or behavior were indicated, either by the self-report or by supervisor-reported surveys. This result was also true (but expected) for the group not trained.
Was training a failure in the Palm Desert case? Would the training manager be pleased with these results? Was the evaluation process flawed? These types of issues will be addressed in this chapter. We will refer back to the case from time to time to answer these and other questions.RATIONALE FOR EVALUATION
Im ...
HOW TO TRANSFER LEARNING THROUGH PRESENTATION AT THE WORKPLACE .pptAbraham Ncunge
Training of trainers designed for Supervisors, Administrators ,Field program Specialist and Training Coordinators
This is for promoting staff members readiness to learn and creating and to sustain a constructive learning environment.
Transfer of learning is the application of knowledge ,skills and attitudes from acquired training settings in orde to improve job performance.
Training partnership has 3 primary partnership in transfer of learning ,the trainees,trainer and management
Training and Development is a subsystem of an organization which emphasize on the improvement of the performance of individuals and groups.
TYPES
ON THE JOB training methods
OFF THE JOB training methods
IDENTIFICATION OF TRAINING NEED
Tips to help bypass the top five learning industry roadblocks. Whether you’re trying to keep afloat in today’s economy or your Learning & Development organization is sailing through smooth waters, you probably face daily challenges to improve training products within budget. Listed on the following page are five challenges learning leaders throughout our industry have pinpointed as their top roadblocks.
As businesses strive to increase competiveness in the new world economy, management can’t afford to waste their budget on one-size-fits-all packages. Training that’s poorly suited to learners’ needs falls flat. Competency-based training, in contrast, leverages existing skills, provides custom training for learners on the job and comes far closer to alignment with corporate goals. In this article, learn how you can renovate your workforce with training that zeros in on employee roles, areas of expertise and functional competencies.
Every day, more and more L&D organizations are deciding to transition their instructor-led training (ILT) programs to more blended solutions. The transition is easier said than done. A key is to keep the learners’ needs and desired learning results as the primary drivers of change, and use them as a guide to transforming the program.
How familiar are you with your industry's standards? Discover the benefits of using the expertise of your profession to establish benchmarks for best practice.
In the “office-optional” business model, all work takes place at home, the neighborhood espresso shop, or anyplace that saves commute time, gas, and office space. Regardless of business model, top organizations know it's critical to achieve meaningful communication, a feeling of camaraderie, and company cohesiveness. This article will explore the unique communication characteristics and needs of the “office-optional” trend as well as review several high-tech and low-tech ways to stay in touch.
Before implementing any of these distance learning technologies it’s important to consider what they can do for your organization and what content can realistically be taught and how with each technology. Successful implementation of these distance learning technologies requires careful planning and design.
How can you use the tried-and-true principles of ADDIE on a shoestring, without sacrificing the effectiveness of your training program? Here are a few ideas to help you make the most of your training time, reduce your costs, and still have a great result.
Just like friends and family, your employees, coworkers and clients have inherent personality traits and learning styles. All of these folks can be fairly typical learners—those who fall into the broad categories of visual, auditory, or kinesthetic learners—or they can be extreme learners. What’s an extreme learner? Think hyperimpulsive, hypersensory, hypervisual, hyperdistractible and even hyperactive! Here’s our take on successfully training these difficult-to-reach learners by characterizing and accommodating their unique learning styles through personas.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
3. MEASURING TRAINING
EFFECTIVENESS
MEASURING THE EFFECTIVENESS OF TRAINING—
T H E B U S I N E S S O F C O R P O R AT E L E A R N I N G
Learning & Development business units are under siege and struggling with the effort of what
appears to be a very confusing, elephantine challenge of measuring the effectiveness of their
training interventions. We need clarity. We need a common sense approach. We need to step
up our practice of corporate learning consulting. Let’s discuss existing principles to prove the
value of Learning & Development (L&D) deliverables in a corporate environment.
In the training industry, many practitioners insist that regardless of the size or maturity (Paul
Kearns consultant, author, teacher at http://www.paulkearns.co.uk/articles.htm) of your
organization, the Kirkpatrick models and/or Phillips methods of evaluation are the only
sound ways to offer validation of the corporate learning product.
3 Page
4. MEASURING TRAINING
EFFECTIVENESS
Going Back to Basics
One of the simplest rules for measuring effectiveness is to ensure you’ve developed materials that will actually train corporate employees. I often
meet training professionals who have left adult learning theory in the college classroom long ago, have forgotten much of it and feel compelled
to whip out training on demand that is instructionally flawed. All too often, through the quirkiness of corporate fate, some organizations have
moved competent people from operational positions into training positions without benefit of being formally taught adult learning theory or
instructional design. Many of these new learning professionals seek the comfort of becoming competent in their positions, but they have gaps in
their knowledge that cause them to create instructionally flawed materials. Because of these and other reasons, during a career that has
spanned thirty plus years, I’ve seen a lot of training developed that is simply not going to be effective because of faulty instructional integrity.
Organizations spend a lot of money on these materials. Developers still put
much work and effort towards developing these materials. This kind of
implementation strategy creates frustration all around the world of corporate
training, for employees, employers and the learning professional. No wonder
we are getting pressure to prove training (or learning) effectiveness to the C-
Suite!
All this pressure creates another compulsion—a need to measure the
effectiveness of the training. Measuring instructionally flawed training is an
exercise in futility. Application of adult learning principles combined with
execution of good instructional design is a key underlayment to how well
employees can learn, and without it, no measurement will yield satisfying
results.
4
Page
5. MEASURING TRAINING
EFFECTIVENESS
Additionally, if you are creating e-learning (online or webinar learning), a good understanding of
usability heuristics is imperative (Jakob Nielsen, 10 Heuristics for User Interface Design). Poor
execution in programming or ignorance of usability rules can sabotage all the work of constructing a
beautifully instructionally sound module of training. The most important of these rules, and in my
experience the most flagrantly violated, is to give learners control of their learning experiences.
Formative versus Summative Assessments
Formative assessments in training are those assessments (in lay terms) that engage learners in
assessing themselves and that provide assessment as part of the learning experience (Cowie, B., &
Bell, B. (1999), “A model of formative assessment in science education”, Assessment in
Education, 6: 101-116). Simply stated, formative assessment provides for two-way communication of
the learning so that the assessments themselves are a part of the learning process.
In an ideal corporate training program, each learning module (live, online, webinar, whatever) would
have a small segment of learning. In these segments, we’d develop assessments in which reflective
answers connect disparate information. For instance, in a live training, we’d follow a chunk of training
on a software application with an exercise in using the software processes in the training. The trainer
oversees this exercise and provides mentoring through the exercise. We’d scored the exercise, but
we wouldn’t actually grade it, because it is after all, part of the learning experience. The exercise helps
the trainer gather feedback on which learners “get it” and are successful in completing the exercise,
and helps the learners gain insight on how they are doing. Optimally, the trainer provides (and the
learner seeks) additional sources of knowledge if the assessment results indicate the need for
alternate learning sources.
5 Page
6. MEASURING TRAINING
EFFECTIVENESS
Formative assessment is the use of adult cognition that truly engages the learner. Engagement translates to a better and more satisfying
learning experience. These assessments take place during the learning, and should directly relate to learning objectives that are measurable
and achievable and, ideally, reflect corporate and business unit goals and objectives, a nearly perfect map where possible. Use of formative
assessments in exercises and/or in e-learning modules (drag and drop of glossary terms, for instance) can improve learner engagement
provided the assessments are appropriate, relevant and continue to provide for the natural curiosity of a learner.
Summative assessments test the effectiveness of the training, and they judge the competency of the learner after the training intervention takes
place. We use summative assessments to provide quantifiable data about what the learner learned. We grade summative assessments. We
determine what constitutes a passing grade, and devise paths for those who do not pass. Typically, we use summative assessments as the
“final” assessment and the learning management system (LMS) houses the scores.
In my opinion, this is where the pressure to measure the effectiveness of training falls apart. Very often, we use summative assessment
techniques with training that is not instructionally sound and doesn’t have formative assessments to support the instructional integrity of the
training. How do you measure effectiveness of training for corporate metric purposes when the underlayment is unsound?
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L&D, the Business Unit, the Enterprise
According to Paul Kearns (Evaluating the ROI from Learning - Cromwell Press, Trowbridge, Wiltshire UK.), a solid starting point for corporate
learning professionals (he calls them either trainers or learning consultants) is to begin with evaluating where L&D stands as a group on his six
stage Learning Maturity Model (LMM). He also advises evaluating the business unit and the enterprise on this model. Figure 1 shows an
example of an LMM.
Figure 1. Example of LMM
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In a single enterprise, many L&D units can exist, and they exist in varying stages of maturity. What do we mean by “maturity”? Think about these
scenarios:
When you receive an email stating a department needs a five-hour course on X Operation in 30 days, how do you respond? If you
jump and throw together a PowerPoint presentation or something similar, you might be in Stage 1, or a reactive mode.
If you have worked toward making the line managers aware that L&D follows normal business processes equivalent to theirs, and
that a good quality product might result from adequate budgeting and time, you might be at Stage 3.
As you attend meetings with business unit executives, you become aware of initiatives that will require segments of employees to
learn new skills. If you present a strategy with a budget, an achievable deadline, and a commitment to prove the strategy executed
as planned and get the strategy approved, you might be in Stage 4, or a true learning partner.
If the CEO knows about your learning strategies, and in fact has helped to steer information to you so that you can include corporate
strategies into your work, you might be at Stage 6. You could also be a learning consultant who is teaching the entire organization
how to be a learning corporation. Studies show that learning corporations are more profitable than corporations that are not making
an investment in being true learning organizations.
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So where on the LMM is your L&D unit?
Where is your business unit?
Where is your corporation?
These questions are important to consider. If you are at Stage 1, it
can be almost impossible to measure the effectiveness of your
training because your environment won’t allow you to construct
instructionally sound, engaging training. “Death by PowerPoint”
became a cliché for a reason. Level 1 assessments (often referred to
as “smile sheets”) for training aren’t truly effective if your learners
were not engaged in the learning, unless you are looking for a
negative response as a way to educate line managers of the business
unit. Level 1 assessments in this situation can be a waste of your
time—time better invested in moving your L&D unit further into the
LMM.
As you evaluate your own L&D unit, consider how it works internally,
with the other business units and within the enterprise. If L&D is at
Stage 1, what things can you do incrementally to move forward in
maturity?
Begin with a through Training Needs Analysis (TNA) in all business units the L&D unit supports. We define the TNA as the process
of defining on-the-job performance requirements and the gaps between the requirements and what employees are presently doing.
Approach every training request with questions about what the requester is trying to achieve. Turn your questions into an analysis of
whatever depth you can manage to help guide the development of the deliverable.
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Make allies of the line managers and ask them about their objectives, goals and strategies. They can give you current performance
metrics for their employees. They are your customers, so pay attention to what they want to achieve, and plan for how you might
help them.
Human Resources (HR) departments typically have job descriptions and the competencies required to perform those jobs. Compare
them with what the line managers are telling you.
Analyze your information sources. Define the opportunities. Eliminate the non-training issues.
Develop an L&D strategy for managing training development. Begin discussing with your ally-managers how to plan for training, and
what you need to be successful so you can make them successful.
Develop a replicable process for creating instructionally sound training. Paul Kearns recommends the Deming Cycle: Plan, Do,
Check, Act (PDCA) shown in Figure 2.
Figure 2. Plan, Do, Check, Act (PDCA) cycle
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I also suggest using an EADDIE form (Evaluate, Analyze, Design, Develop, Implement, Evaluate). I further maintain that either
process model is fine, as long as you find it replicable, consistent and defendable within your organization. Keep in mind that line
managers should respect that you have a process that works.
Practice saying “no” in a nice way. Example: “I probably can get you a presentation in a few hours, but for training that boosts X
metrics, I’m going to need to go through our process to define your objectives and make sure the training meets them. For instance,
I’ll ask you what you would like your employees to be able to do at the end of this training. Would you like to meet on Monday to
start that process?”
The Elephant in the Room
Exuberance regarding the Kirkpatrick and/or Phillips methods of assessment bombards the
corporate training world almost daily, it seems. There is an onslaught of well over sixty
books, countless training sessions and local and national American Society for Training
and Development (ASTD) presentations. It is marketing at its most impressive.
In my opinion, L&D professionals have adopted these assessment methods in
countless L&D units across the world, with very little evaluation. In many L&D units,
unit leaders have not considered the maturity of the units, how they service the line
managers (their customers), or whether the learning developers can actually create
training to support summative assessments. For me, the vast depth of marketing these
instruments as a means of demonstrating ROI raises simple questions: How can this be so
difficult? What is it about these methods that takes so much print space, countless
presentations and evangelizing? Since they take so much explanation, can these
assessment methods be flawed?
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Again, in my opinion, the answer is another question: What method isn’t flawed? The flaw lies in
execution, and the execution relies on learning professionals to step up their game. Things to
consider in using these methods are:
What is your definition of ROI? Is it the same as the business unit manager’s, or the Chief
Financial Officer’s?
There’s tremendous variability in results that unsuspecting learning professionals will
encounter. For an excellent discussion on these variables, see Ron Drew Stone’s
CLOMedia article, “ROI is Like a Box of Chocolates”. He very cleverly proves that
variability in measuring results can negate those results if you aren’t careful and
knowledgeable. He puts accurate measurement truly in the hands of outside consultants
(which is no big wonder since he is a consultant). He raises several excellent points.
Humans are variable. Things that affect humans are varied. A simple example of that is
sales training: how will you isolate the results of your training from variables such as the
natural effects of the economy, a new marketing campaign, a product release slowdown or
failure, compensation adjustments and so forth? Any one or all of these factors can distort
and invalidate your ROI calculations. A random quantity adjustment such as suggested in
Ron Drew Stone’s article is exactly that: random, and not so easy to defend.
Why have a metric assessment separate of those of business unit managers? They are, in
fact, your customers. Servicing them in pursuit of corporate goals is your job. Doesn’t it
make sense to figure out how the business unit managers are measured and to align
training goals and assessments accordingly?
Knowing these things, it has seemed to me for some years now that it might be better simply to
prove that the training we construct has value (Proving Learning Value or PLV).
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Proving Learning Value (PLV)
Even at Stage 1 of the LMM, any professional with the grasp of the concepts presented here (and the additional reading I’ll recommend) can
begin the process of proving learning value within their L&D unit, as it applies to the business units and within the enterprise. Start simply and
incrementally and work towards making your unit a true business partner with the other enterprise units. Begin by:
1. Understanding business unit goals and how L&D can support them by allying with business unit managers and including yourself in
business unit meetings.
2. Understanding the overall goals of the company (as stated in annual reports and CEO messages—and if you are advanced to Stage 5,
an actual seat at the C-Suite table).
3. Prioritizing your training interventions according to those goals and objectives.
4. Using your training needs analysis (and gap information derived from it) to plan the training, learning objectives, formative assessments
and summative assessments.
5. Deciding upon your method of proving value. Do you want to use Kearns’ approach? Do you still think the Phillips method work for you?
Do you need an alternative?
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KISS Method – An alternative way to think about Proving Learning Value
If you really want a simple way to provide reasonable metrics without going down the endless path of measure,
measure, measure (sometimes forgetting why we are measuring), here’s an idea: use the classic KISS (in this
case, Keep It Simple Suggestions) method. Consider the following, borrowed from Kirkpatrick, with caution to
evaluate first:
1. Did the learners like the training?
(Level 1 in the Kirkpatrick/Phillips methods, but we can maximize a Level 1 through learner engagement and formative assessments.)
Did they feel engaged in the learning experience? When they asked if they felt they learned, what was their response? In my opinion,
smile sheets are vastly underrated. Given the time and resources to create engaging learning, what better use of an instrument than as
a tool for the learner to express their satisfaction? Remember that this level of assessment is perfectly fine for some training.
Compliance, regulations and mandatory training having a certain percentage of correct choices required can all be fine for this kind of
assessment, because the company has to do this training regardless. The questions then center on ensuring a good learning
experience to make sure employees like learning, and that they haven’t felt the experience was a waste of their time.
2. Did the learners learn the content?
What method(s) will you use to prove that? Will you pre-test to find out the level of their knowledge before they took the training, then
use a post-learning assessment to demonstrate a change? It really could be that simple. Will you use Certainty Based Marking (CBM), a
relatively new assessment method that measures the confidence of the learner in what they’ve learned (see Create Active
Assessments With Certainty-Based Marking)?
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If the learner is confident and right, you probably solidify the learning experience for them (as much as 95% according to the few studies
available). If the learner is confident in his or her answer but he or she is wrong, you may have a problem with the training, or you may
need to reroute the learner to other materials to clear up learner’s confusion.
Either way, it is a simple process to implement this method of assessment, and it provides excellent information for proving the value of
the training with pre-planned reporting mechanisms. It is great for leadership training, and medical institutions have used CBM
assessments in medical training (where uncertainty in the answers can have potentially disastrous effects) for years. The Level 1 (or
smile sheet) assessments come back with tremendously positive responses as well, because the assessments serve the purpose
of taking ambiguity on the content out of a learner’s mind.
3. Can learners perform the trained tasks on the job?
Have you set up preplanned support mechanisms online, with
managers, in job aids and in work process alignment to
ensure they can perform once the intervention is over? If so,
can the line managers give you metrics obtained prior to the
training? Did you design your learning objectives, modules
and formative assessments in alignment
to those metrics?
If so, post-intervention performance ratings and appraisals
should easily demonstrate learners can perform on the job,
and you should see metrics improvements as well. Again, not
so hard, and easily defensible with proper planning.
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4. Did the learning intervention affect the bottom line?
Did you evaluate the goal of the intervention within the confines of corporate revenues and/or risk reduction and/or cost reduction? If you
did, there should be published metrics on each of these areas that clearly demonstrate impact on the bottom line. Again, did you
construct the objectives, modules and formative assessments to support those goals? Are there support mechanisms in place to ensure
success after the interventions? Can you demonstrate positive change?
We can apply this level of measurement when the whole corporation is all rowing together to achieve the corporate goals. As an
example, if you can demonstrate that the learning intervention reduced help desk calls by a significant percentage, you can show that
percentage in reduction of cost. Help desk managers always have metrics, and allying yourself with those managers gives you easy
access to them.
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Suggested Reading List:
Paul Kearns Training Journal 12 Part Series: Measuring For Success – What CEOs Really Think About
o Part 01 – Organisational learning maturity Learning Investments, Jack J. Phillips and Patricia Pulliam
o Part 02 – Strategic learning Phillips
o Part 03 – The attitude of learning consultants
ROI is Like a Box of Chocolates, Ron Drew Stone, CLO Media Chief
o Part 04 – Learning cycles Learning Officer Magazine, January 2011
o Part 05 – Evaluation
Ten Usability Heristics, Jakob Nielsen
o Part 06 – Performance management
o Part 07 – Business analysis
o Part 08 – Creative designers
o Part 09 – Delivering solutions
o Part 10 – Consulting skills
o Part 11 – Learning consultants as business partners
o Part 12 – Organisation design and development
Evaluating the ROI From Learning, Paul Kearns
What CEOs Expect From Corporate Learning, William J.
Rothwell, John E. Lindlholm, William G. Wallick (American
Management Association)
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There’s no need for overkill. The observable fact is that some people embrace measurement of the effectiveness of training as a means of job
protection, and in many organizations, measuring training effectiveness is a substitute for getting on with the real work. Sadly, this
measurement, at worst, becomes an end in itself and, at the least, it is a distraction from our real jobs: getting sound instructional materials to
employees to support them in their jobs, and contributing to company goals. Provided we include all the other components of good instructional
design and usability rules, and by using common sense methods of measurement without elaborate contortions, learning professionals can
ensure training effectiveness soars.
Michaels & Associates brings the experience and know-how of solid instructional and media design to every project. Feel free to contact us to
assist with your next training endeavor! Michaels & Associates—where your business is your specialty and improving your business is ours.
info@michaelsandassoc.com www.michaelsandassoc.com toll-free: 877-614-8440
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About the Author
Sherry Michaels is a veteran in the learning industry of more than thirty years and President of Michaels &
Associates, a company specializing in instructional, media and writing design and content development for
learning. Sherry founded the company in 1998 and developed a staff and network of consultants with
development and project management expertise across all disciplines of corporate and academic learning.
Sherry has presented several workshops for the American Society for Training and Development (ASTD), the
Society for Pharmaceutical and Biological Training (SPBT) and the Society for Technical Communications
(STC).
Michaels & Associates provides custom training and documentation solutions for a client list that includes
companies such as Aetna-Schaller Anderson, Activator Methods, Inc., Avnet, automätik education (BMW MINI Cooper, Honda), Banner Health, Cox
Communications, Defense Acquisition University (DAU), Dow Jones, EMCOR, Excellus Blue Cross/Blue Shield, McKesson Pharmaceutical, MetLife,
Pegasus Solutions, Pfizer, Scottsdale Insurance, Standard Pacific Homes, TriZetto Software and Universal Technical Institute.
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