deepti mirani

Dear All,
can anybody tell me the ways to measure the training effectiveness.
If an organization is imparting training to its employees then the effectiveness of the same should be judged say after a month or so by the immediate superior.
Can anybody share a format or questionnaire for the same.

From India, Delhi

Hi Deepti, Training evaluation should done after 3 month. Please see attached format of TE Regards Yogesh
From India, Mumbai
Attached Files (Download Requires Membership)
File Type: docx Training Evaluation.docx (13.2 KB, 1549 views)


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From United Kingdom
Dinesh Divekar

Dear Deepti,

A lot of material is available in this forum for TNA. You could have used that. Anyway, you may click my following replies to the past posts:



Dinesh V Divekar

From India, Bangalore

The first question you need to ask is "are the things you are training measurable".

For example if you are training Sales staff in sales techniques etc, then yes it is measurable. The effectiveness is measured by a consistent increase in Sales. If Management have set sales targets as part of the business plan, and staff are achieving those targets, then you have success.

Likewise, health and safety training, will ideally result in a measurable reduction of workplace accidents etc.

Where you will have problems is trying to measure the effectiveness of nebulous things like the so called "soft skills".

I seriously doubt sending round a questionnaire after 3 months will achieve much. Based on previous experience, I suspect staff will tell you what you want to hear.

One of the well documented problems with training is that people forget a lot of what they learned by the time they return to the office the following day. Training is only effective when the trainee goes back to the workplace and immediately implements what he/she has learnt - AND - continues to use and build on that training.

From Australia, Melbourne
Please follow the Kirk Patrick Level-2 evaluation. It is very effective
From India, Mumbai


John is so correct with his observations.

The form attached by Yogesh can be improved a bit by adding the following:

1. In what area of your work did you implement your new skills.

2. Give an example of how the implementation of this new learning helped you and your team.

3. Now that you have implemented the new skill did you find the training useful.

Members can add more questions to the above but remember the answers to the questions should be quantifiable.

Another good way of ensuring that the training was effective is to make it a practice for those trained to train other in the organization.

In my previous organization we went through the entire course for "Bullet Proof Manager" which streched over two years with one topic taken up in a month. The training was for managers only.

We had to filling out forms indicating where and how we implemented our new skill and how it helped us and our function in improved effectiveness.

We were also required to train our group members.

However, as John pointed out seeing the effectiveness of 'Soft Skills" training is not so easy and will be evident much later on. It is up to the Organization to find ways and means to evaluate the effectiveness of such a course. This may branch-of into a full blown topic by itself.

However, as we evaluate all investments on ROI, training is also an investment on our employees and we must evaluate the ROI. This evaluation also helps us to eliminate or repeat various training courses.

We must start with simple evaluation techniques and gradually move on to better methods based on our experience.

I trust this adds a bit more to what others have said on the topic.

Best Regards,

From India, Hyderabad

One of the things I have tried in the past:

At the end of the training, I ask the trainees to write down how they will implement what they have learnt at 9am the next morning when they get back to their desk. I also asked them to write down at least 3 dot points about how the training will help them in their job, and how it will contribute to continuous improvement, both for them and their job, and the organisation as a whole.

After a month the staff were interviewed with those sheets to see if they had implemented the training effectively, and if it has improved their work.

I am sure you can guess what the results of that was!

One of the side benefits is that it can show you where the gaps in the training are, and also ways of making the training more practical to meet the needs of the participants.

This is one reason why I am NOT in favour of "one size fits all" training. Sure, you can have a basic outline of the course you want to teach, and outcomes you need to achieve, but every group of people is different, and will have differing needs. I believe you can get more "buy-in" when you adapt the material to meet specific requirements.

From Australia, Melbourne
P N Krishnan

For evaluation to be effefctive, the \"INTENTIONS\" have to be captured immediately after the training is imparted. For instance, let the participants declare (i) What concepts learned at the session will they apply in their area of work (ii) How will they evaluate whether what they have applied is yielding results (iii) In what time frame will they expect to see results.
Once this is done at the session, it is easy for the trainer to track with each participant on the committed dates, how they have applied the learning from the workshop/session. This method also promotes a feeling of commitment on the part of the participants and they feel obliged to implement what they learn. Otherwise, just asking at the end of 3 months or 6 months, doesn\'t enlist their commitment. What do you all think?

From India, Coimbatore

Aussiejohn's remarks about not in favour of "one size fits all" reminds me of two incidents during my work experience. One was when all the middle managers were sent on a 3-day time management course. After our return we were asked to keep a diary (not to be shown to anyone) and see where we were doing non-value added activities. To the horror of some of us, we were hardly productive for 20 percent of our normal time. Later, I came to know that some of our bosses were equally busy. What a waste of time and money in sending people who had hardly anything to do on a Time Management course.
On another occasion, senior managers were sent on a Refresher Management course on which Financial Accounting topics such as Balance Sheet, Profit and Loss Account, Financial Ratios, etc., were taught. The company, being a private one, never issued any such information even to management. Again a waste of time as they could not implement anything learnt on those topics.

From United Kingdom
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