Hi All...
Other than the info on the Topic of Training conducted and the feedback on the Instructor's , a T&D Feedback form should hold certain Qs which can be of use to the T&D department, the T&D Firm for future use.... what can some of thse types of Qs be????
Can ppl think abt it... for starters - source of info on the training conducted.... like wise what kind of info can we generate??

From India, New Delhi

In addition to the evaluation of
-training program
-training instructors
Other factors that should be considered are
Q 1. HOW SATISFACTORY WERE....................?
Q 2. HOW WOULD YOU RATE...........................?
-program content.
-teaching materials used.
-sequencing of topics.
-topic emphasis
-learning pace
-selection of training methods
-physical facilities
-physical settings
-physical layout
-the meeting room [ size / layout ]
-seating arrangements
-syndicate rooms
-noise level
-room temperature
-dining room facilties
-tea service facilities

From India, Mumbai

Management Consultant/Business Advisor
Hello Fellow HR People:

I agree with Leo--this list of topics he has offered is excellent, and should be required reading for every potential and current Trainer.

I could only add one thing to his post. Leo, I hope you don't mind if I do that.

One thing which we have done is "compact" the Training Evaluation to 2 pages--10 questions--and yet have gotten significantly more information. How? By asking questions which will be rated in a "numerical" manner.

I went back to my old undergrad days when we studied test instrument effectiveness, and came up with a plan to use "tried and true" assessment techniques to shorten the assessment and feedback process.

Continuous rating scales from 1-5, with 5 being "best" and 1 being "least" bring the assessment to a numerical scale, as well as offer a true assessment of the skills of the trainer. Averages offer self-performance assessments across the board to the trainer. I sometimes jokingly "bet" myself on the scores I'll achieve before the results are in, to assess my own performance.

Here's the gist of the function.

Our objective when we approach an opportunity for training is to be able to communicate the concepts, theories, or applications we need to address-- in a manner positively reinforcing the learning process, right?

With assessments targeted across a numerical range, we can tell if we communicated what was expected, and the degree with which we competently communicated it; we also assess the learner's ability to assess whether or not the trainer understood and was able to communicate his/her material; we can question "style" and we can question whether or not the "answers" given addressed either the questions asked or not asked--many times, the questions not asked are more important than those asked--especially in "soft skills."

Also, let's face it.

The more training you do, the more you realize that as a trainer--you're not always at the top of your game when you do a seminar or a training exercise.

Although we all want to feel we're at 100% when we get up in front of the 1, 10, 25, or even 500 people to whom we're presenting--it's a fallacy to believe that we're always 'pinging on all cylinders.'

I know I'm not, and I'm old enough to realize it, and admit it.

Numerical assessments give us immediate feedback in a quantitative model.

If I know that I presented this material to a similar skills group seventeen times over a period of two years, and have an average Assessment rated at 4.59, and today, my Assessment was only a 4.10, I have an issue that I need to recognize and address.

The more assessments you have your trainees/seminar clients perform, the more valuable they become as objective measurements of performance.

We have a total of 10 questions in our Assessment and all are critical assessment points. To me, the two most critical components are Question #8--"Will you be able to apply the lessons you've learned to real life?" and Question #9--"Do you feel the time you've invested will pay real rewards?" Both questions are rated on a scale of 1-5.

If the ratings on these two questions are low, all else pales in comparison.

You can be a great presenter, and demonstrate a wonderful vocabulary, tell interesting stories, have the newest PowerPoint templates, excite your audience with your experience and qualifications to present--but if they don't walk away with a positive learning experience that is applicable to their lives--somebody's money and time has been wasted.

Just my two cents' worth. If anyone is interested in our Assessment Form, we'll be happy to post it.

Alan Guinn, Managing Director

The Guinn Consutlancy Group, Inc.

From United States, Bluff City
Facilitator / Trainer / Coach.
The feedback form may be the latest in its latest version & type. However being a facilitator & having been on the other side of the fence, the best basis to quantify what is the imapct of the training / faciliation programme is to se what is the progress of the participants on a time -scale basis wherein the tariner / facilitator is also a part of the process.
Towards this end we @Peopel's Skills have what is known as the Hand Holding Session that is held thirty days post the programme.

From India, Tiruchchirappalli

Management Consultant/Business Advisor
Hello Prasad:
I'm also a facilitator--and you're absolutely right--the best assessment would be held 90 days after the training to see if the material taught is being practiced--but from a practical aspect, we don't always have that length of time with which to assess and re-assess.
We've just gotten Psyched for Life (our program) listed with the International Association of Faciltators as a facilitation method. PFL focuses on a variety of assessment opportunities, and most of them are attached to time horizons, as you have indicated.
My comment was most properly focused on the quick range assessment based on immediate feedback, which I'm certain you'll agree is essential to any presentation offering.
All the best.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc.

From United States, Bluff City
Dear All,
Thanks a lot for all the info. It wud be highly beneficial to me.
In addition, as a Training and Consulting Firm how do U extract maximum info / leads from the feedback forms to impact your own business?
As in, what kind of Qs wud U put in to generate maximum info and leads for future training progs / seminars??

From India, New Delhi
Facilitator / Trainer / Coach.
Hello Auginn,I totally agree with you on what you have said in response to my mail. At my organization we have the hand holding session that is held 30 days post the programme . This is the minimum time allowance organizations are willing to wait for in today's world of instant things. People especially H.R. + Training Managers need to understand & accept that human beings are of flesh + blood with emotions unlike machines. One human being may differ from another & this needs to be understood in toto.
From India, Tiruchchirappalli

HR professional
I quite agree with most of what you have said. I think that indeed those 2 questions are really critical in the feedback for training.
Can you please forward me a copy of your format at the following email id


From India, Delhi
Dear All,
Thanks for your suggestions.
I am looking at the feedback form more as a business tool to gather and collate as much info as possible from partcipants for future training and seminar possibilities.

From India, New Delhi



In your last 2 questions, you had asked whether the survey results could

Be used to tap potential new business.

The answer is yes, but the success would be very limited. Because the

Participants are not decision makers. Secondly the decision of training

Is taken by senior managers based on a number of factors like

-current performance gaps

-anticipated future needs

-competitive situation

-economic forecast

-external factors

etc etc plus many other factors.

The participants may not be aware of these factors. The participants

Can only put pressure on the managers in some instances like

A refresher course , which is a must to put to bed the new learnings.

BELOW is a list of expectations of the companies , who outsource


So if you are out there selling training services, you can tailor a

Questionnaire to the managers in the organization around

These factors and then conduct a needs analysis of the

Organization .


You can conduct a simple organization profile to determine gaps.

Remember not all gaps in performance needs training. Training

Is not the panacea for all organization problems.

You can then design your proposal focusing on these points.

Key Category/Critical Items



Alignment with Enterprise Business goals.

Training organization’s mission,values,goals, and

And strategies are clearly defined and in alignment

With enterprise goals.


Responsiveness: Training organization

is able to react to company business



Flexibility: Multiskilled trainers can do

multiple jobs. Trainers capable of

designing, developing and delivering

training using multiple delivery media.




Focus on Value: Good Practice of

conducting only high impact training that

meets company's business needs.


Resource Utilization: Good cost control

practices and utilization of resources.


Training Supplier Management: Good

management of external training

Providers through the use of standards,

specifications, bidding process, quality

control, and program management.



Training Effectiveness: Consistently

uses measurement to measure the

effectiveness of training.


Use of Business Metrics: Measurement

process incorporates critical business metrics,




Access to Learning Resources:

Enterprise uses an infrastructure that

allows employees to have electronic

access to learning resources.


Learning Management: Training is

administered utilizing a Learning

Management System (LMS).


Blended Learning: Training organization

effectively blends

e learning with traditional training




Point of Need: Training organization

effectively employs techniques to take the

learning to the workplace.


Enterprise Awareness: The training organization utilizes electronic and nonelectronic means to generate awareness of training programs and training effectiveness.



Assessment: The training organization consistently uses a systematic approach to assess and validate need, identify cause, and determine performance gap.

Design: Consistently uses analysis and feedback from measurement to design an intervention that fits the need. The design includes development of performancebased objectives and appropriate instructional strategy to best close the performance gap.

Development & Delivery: Delivery method selection supports learning goals,

is cost effective with consideration of the

the learner characteristics (number,

location, environment, technology and

culture barriers). Incorporates a blend of

learning delivery methods.


Administration and Coordination

Documentation: System in place to reuse learning assets and control documents.


Project Management: Utilizes rigorous project management techniques and tools to ensure proper planning and implementation. Measured by adherence to cost, quality and schedule.


Infrastructure: Training Organization provides efficient and cost effective training administration functions including: LMS, facilities, scheduling, logistics).





From India, Mumbai

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