The document discusses training evaluation and effectiveness from an ISO-9000 perspective. It outlines Kirkpatrick's four-level model of training evaluation, including reaction, learning, behavior, and results. However, the model has limitations as levels three and four are rarely completed due to difficulties in measurement. The document also discusses defining training needs, designing training, providing training, and evaluating training outcomes as key steps in an effective training process.

1. Training Effectiveness, design and delivery- an ISO-9000 perspective. By Saroj Ku. Behera

2. Training Evaluation

3. Objective How the training is evaluated? Factors affecting evaluation?

4. 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. My HR Head Does not Require Evaluation, So, Why Should I Do It ? There Are Too Many Variables Affecting the Behavior 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.

5. Factor How Factor Influences Type of Evaluation Design Change potential Can program be modified? Importance Does ineffective training affect customer service, product delivery, or relationships between employees? Scale How many trainees are involved? Purpose of training Is training conducted for learning, results, or both? Organization culture Is demonstrating results part of company norms and expectations? Time frame When do we need the information?

6. Questions we must answer … How do participants feel about our training program? Are participants learning? Is their learning transferring to the job? Does the organization benefit from our training efforts?

7. Donald Kirpatrick’s Model for Training Evaluation

8. Finding answers … Kirkpatrick’s 4 Levels of Evaluation Level 1: Reaction How do participants feel about our training program? Level 2: Learning Are participants learning? Level 3: Behavior Is their learning transferring to the job? Level 4: Results Does the organization benefit?

9. DONALD KIRKPATRICK'S 4 LEVELS OF EVALUATING TRAINING Levels Description Comments Level 1 Reaction Trainee reaction to the course. Does the trainee like the course? Usually in the form of evaluation forms, sometimes called "smile sheets". Most primitive and widely-used method of evaluation. It is easy, quick, and inexpensive to administer. Negative indicators could mean difficultly learning in the course. Level 2 Learning Did trainees learn what was based on the course objectives? Learning can be measured by pre- and post tests, either through written test or through performance tests. Level 3 Behavior Trainee behavior changes on the job - are the learners applying what they learned? Difficult to do. Follow-up questionnaire or observations after training class has occurred. Telephone interviews can also be conducted. Level 4 Results Ties training to the company's bottom line. Generally applies to training that seeks to overcome a business problem caused by lack of knowledge or skill. Examples include reductions in costs, turnover, absenteeism and grievances. May be difficult to tie directly to training.

10. Appeal of Kirkpatrick’s Model: Assesses important areas Widely known Simple framework Easy to explain and understand

11. However . . . Widely Know ≠ Widely Used Level 1: Often (over 90%) Level 2: Sometimes (less than 35%) Level 3 & 4: Rarely (less than 15%) Why is this a problem? Level 3 and 4 often perceived as: Difficult to measure Time consuming Beyond the realm of most trainers Level 1 result does not always mean similar Learning / Transfer / ROI results

12. Other problems … Undermines Management Partnership Training ≠ “Silver Bullet” Training is only one strategy within entire Performance System Level 3 & 4 should include evaluations of entire Performance System - not just training Lacks Performance System Focus What about rest of Performance Environment ? What factors impede / enable usage of training? Feedback Goes to Wrong People Feedback to training function only is incomplete Must include Performance Environment owners

13. In Summary: An evaluation tool must be integrated into the training programs. Kirkpatrick’s Four Levels of Evaluation is well known, but has limitations: Unlikely completion of all 4 Levels Lacks performance system focus

14. Training: for organizational needs

15. Training is 4-step process For selecting and implementing training to close the gaps between required and existing competence, management should monitor the following stages: a) defining training needs; b) designing and planning training; c) providing for the training; d) evaluating the outcome of training.

16. The Training Process

17. Defining Training Needs 4.2.1 General 4.2.2 Defining the needs of the organisation 4.2.3 Defining the competence needs 4.2.4 Reviewing Competence 4.2.5 Defining Competence gaps 4.2.6 Identifying solutions close to competence gaps 4.2.7 Defining the specifications for training needs

18. Training Processes-1

19. Training Processes-2

20. Training Processes-3

21. Training Processes-4

22. Designing and planning training 4.3.1 General 4.3.2 Defining the constraints 4.3.3 Training methods and criteria for their selection 4.3.4 Training Plan specifications 4.3.5 Selecting a training provider

24. Providing the training General Providing Support 1. pre-training support 2. training support 3. end-of-training support

26. Evaluating training outcomes General Preparing evaluation report Contents of evaluation report: specification of training needs Evaluation criteria and description of sources, methods and schedule for evaluation. Analysis of data and interpretation Review of training costs Conclusions and recommendations for improvement.

28. Monitoring and improving the training process General validation of training process Monitoring is the key tool: Monitoring is to be done by competent personnel only. Monitor records at all stages. Detect nonconformity at all stages. Take preventive and corrective actions. if procedures followed and requirements met, then update the personal competence records. if procedures not followed yet requirements are met, revise procedures and update training records. If procedures followed and requirement not met, either correct the training process or seek a non-training solution. Identify further opportunities for improvement.

30. Thank You For L&M Saroj Ku. Behera