Trainingfollow Up - Doc Download - CiteHR
Rajat Joshi
Hr Consulting ,trainer -creative Thinking
Umalme
Business Consultancy
POOJA JAIN
Hr Professional
Indrayani
Trainer

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Hi everybody
I am working with a MNC -we are in abusiness of IT Facilitiy Management
.
I would like to know if there are and methods through which we can
follow up on the training provided to the employees( both soft skills & technical ) So that we can measure how the training was effective & how it has helped the organisation .
Regards
Ashit

Hi Ashit,
I would like to suggest you Kirk Patrick Model, which is one of best for Measuring training effectiveness.
There r many good software’s available. People soft is one of them which takes the feedback and also gives u ratings of trainer and total training.
Regds
Indrayani

Hi Ashit,

Welcome to citehr.com and am happy to note that you are active as well..great..

Also i extend a very warm welcome to Indrayani as well...

Regarding Training effectiveness - as suggested by Indrayani -Kirkpatrick 's model, you can refer many methods which would be available in a dime & dozen..what is more important that if you can innovate or tweak them to fit your organizational's process/culture.

Would like to share an article by John Sullivan on Training effectiveness as below.

Good Luck!!

Cheerio

Rajat

Measuring Training Effectiveness / Impact

by Dr. John Sullivan



Training can be measured in a variety of ways including
[List (Items I-V) are in increasing order of business value]:

I - Prior to training

The number of people that say they need it during the needs

assessment process.

The number of people that sign up for it.

II - At the end of training

The number of people that attend the session.

The number of people that paid to attend the session.

Customer satisfaction (attendees) at end of training.

Customer satisfaction at end of training when customers know the

actual costs of the training.

A measurable change in knowledge or skill at end of training.

Ability to solve a "mock" problem at end of training.

Willingness to try or intent to use the skill/ knowledge at end of

training.

III - Delayed impact (non-job)

Customer satisfaction at X weeks after the end of training.

Customer satisfaction at X weeks after the training when customers

know the actual costs of the training.

Retention of Knowledge at X weeks after the end of training.

Ability to solve a "mock" problem at X weeks after end of training.

Willingness to try (or intent to use) the skill/ knowledge at X weeks

after the end of the training.

IV - On the job behavior change

Trained individuals that self-report that they changed their

behavior / used the skill or knowledge on the job after the training

(within X months).

Trained individuals who's managers report that they changed their

behavior / used the skill or knowledge on the job after the training

(within X months).

Trained individuals that actually are observed to change their

behavior / use the skill or knowledge on the job after the training

(within X months).

V - On the job performance change

Trained individuals that self-report that their actual job

performance changed as a result of their changed behavior / skill

(within X months).

Trained individuals who's manager's report that their actual job

performance changed as a result of their changed behavior / skill

(within X months).

Trained individuals who's manager's report that their job performance

changed (as a result of their changed behavior / skill) either

through improved performance appraisal scores or specific notations

about the training on the performance appraisal form (within X

months).

Trained individuals that have observable / measurable (improved

sales, quality, speed etc.) improvement in their actual job

performance as a result of their changed behavior / skill (within X

months).

The performance of employees that are managed by (or are part of the

same team with) individuals that went through the training.

Departmental performance in departments with X % of employees that

went through training ROI (Cost/Benefit ratio) of return on training

dollar spent (compared to our competition, last year, other offered

training, preset goals etc.).

Other measures

CEO / Top management knowledge of / approval of / or satisfaction

with the training program.

Rank of training seminar in forced ranking by managers of what

factors (among miscellaneous staff functions) contributed most to

productivity/ profitability improvement.

Number (or %) of referrals to the training by those who have

previously attended the training.

Additional number of people who were trained (cross-trained) by those

who have previously attended the training. And their change in skill/

behavior/ performance.

Popularity (attendance or ranking) of the program compared to others

(for voluntary training programs).

Hi Rajat, Thanks for your wishes. what you said is exactly true any model or method suggested has to be best fit with particular organization. thanks for your inputs. Regds Indrayani
Hello, Welcome to citeHR.com Training Hunks are expected to dust off their experience. Regards UML
Hi
i am in the process of re-defining the HR Metrics for our organisation and am looking for inputs on this. What all are the metrics that one can use effectively for a small sized IT company?
can anyone please help me on this?

Hello POOJA JAIN
As you mentioned u want to redefine current HR matrics of ur IT organization. Unless we know what r ur current metric or what problem r u facing or what r u looking for in the future-to-be org. What nput do u expect from forum members..
Regards
UML

Hi
currently I am mapping the following:
1) Attrition Rate
2) Training effort
3) Training Effectiveness
What I am looking for is - are there any other Metrics which are being used in other IT organisations which I can also effectively utilise here in my organisation.
Hope I have clarified my point now ... please help.
Pooja

Hi Pooja,

How are you?

I recommend the following metrics especially essential for knowledge driven companies like yours:-

Indicators of Growth

Organic Growth.

Investment in IT

Investments in Internal Structure

Competence Index

Number of Years in the Profession.

Level of Education.

Competence Turnover.

Indicators of Renewal/Innovation

Image Enhancing Customers

Sales to new customers

Organisation Enhancing Customers.

Proportion of new products/services

New processes implemented

Competence-Enhancing Customers.

Training and Education Costs.

Diversity

Indicators of Efficiency/Utilisation

Profitability per Customer.

Sales per Customer.

Win/Loss Index.

Proportion of Support Staff

Proportion of Professionals.

Leverage Effect.

Value Added per Employee.

Value Added per Professional.

Profit per Employee.

Profit per Professional.

Indicators of Risk/Stability

Satisfied Customers Index.

Proportion of Big Customers.

Age Structure.

Devoted Customers Ratio.

Frequency of Repeat Orders.

Values/Attitudes Index

Age of the organization.

Support Staff Turnover.

Rookie Ratio.

Seniority.

Professionals Turnover.

Relative Pay.

Hope you can use some of them.

Cheerio

Rajat Joshi



Pooja

Hi Rajat
How are u doing? Thanks a lot for the help. A lot of these seem relevant to the kind of business line we are in. I will definitely try to implement some of these.
One query, any specific Metrics for HR apart from what we are already mapping?
I was thinking of mapping - Time to staff (closing a vacancy)
Can you please suggest any other metrics?
Also any site where I can download relevant formulas for these metrics suggested?
Another thought I had was that, currently we are mapping many metrics (various dept) quarterly. This basically is an average. Do you think this reflects the true picture? Should the Metrics not be mapped monthly and the variance of it calculated?
Please suggest.
Cheers
Pooja


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