How Do You Measure Salesforce Training Success Beyond Cost-Benefit Analysis?

How can Salesforce training productivity be measured? What's the best way apart from cost-benefit analysis?

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To measure Salesforce training productivity effectively, organizations can consider various metrics beyond just cost-benefit analysis. One approach is to assess the impact of training on key performance indicators (KPIs) such as sales revenue, customer satisfaction, and employee engagement. Tracking the application and utilization of Salesforce skills post-training can also provide insights into the effectiveness of the program. Additionally, conducting surveys or feedback sessions with employees who have undergone training can offer valuable qualitative data on the perceived impact and relevance of the training. By utilizing a combination of quantitative and qualitative measures, organizations can gain a comprehensive understanding of the productivity gains achieved through Salesforce training initiatives.

I presume you mean Salesforce training effectiveness. The effectiveness of Salesforce training can be measured at multiple levels. I always begin by asking, "What is the objective of the training?" Once you are clear on the end purpose of the training, you can start to think about how to evaluate the achievement of your objectives in measurable terms. You can get an idea of how to measure training effectiveness by visiting [Business Perform](http://www.businessperform.com/html/evaluating_training_effectiven.html).

Vicki Heath
[Human Resources Software and Resources](http://www.businessperform.com)
[Business Perform](http://www.businessperform.com)

Hi,

If as mentioned the question is evaluating the effectiveness of training, there are 4 basic levels of evaluation.

1. Reaction Level Evaluation – The Human Resources Manager or the Head of the Department should inquire about the training program from the trainees. It is vital to get the immediate feedback from the participants. Every aspect of the training should be evaluated. Basic questions that can be posed to the participants for feed back. Questions about the trainer (s)

- The environment that the training was held

- Contents of the Training Program

- Coverage of the contents

- Suggestions to improve the training

- Whether the participants feel a need for further training

- Whether participants recommend this training to their colleagues etc.

Develop a form/ questionnaire Discussions or interviews can be held to evaluate the training – The reaction level of evaluating should be further evaluated. The questions can be posed where the trainees could rate certain aspects of the conducted training.

If the reactions for these questions are positive, if the feedback is positive further evaluation can be preceded. If the response is negative the training has not been successful hence the needs, design or the trainer should be changed accordingly.

2. Learning Level – Training must result in learning. The learning can be measured in practical sessions or conducting tests etc. The same practical sessions or tests can be conducted “before” the training and “after” the training to evaluate the performance. If the “after” sessions indicates a positive development then the training can be rated successful and vise versa. The new skills should be focused upon.

3. Behavioral Level – The learning which was acquired through the training should be converted into practice. The training should result in positive behavioral change. Observations and discussions should be carried out to find out whether trainees are applying what is learnt into the job.

4. Results – The result of the learning should be positive. If the results are not positive the above evaluating is fruitless. The results should be measured by indicators.

- Defects

- Quality

- Output

- Accidents

- Profits

If the defects, accidents are low the training results are positive, vise versa. The quality, outputs are high the training is positive, vise versa. The profit as an indicator could only be taken only if it directly shows the training results.

Since you particularly talk about sales, you can take the number of sales as an indicator to measure the productivity. The effectiveness of training on sales could be simply measured by their individual performance with regard to sales. If the training has been effective the sales or the targets should be achieved to some extend.

Regards,

Ashra

As listed in the postings, the Kirkpatrick Model is a useful tool for your purpose. Level 4 - Results. What organizational benefits resulted from the training?

- Sales [actual vs budget/target] this period in dollars/your currency.
- Sales [actual vs budget/target] this period in volume/units.
- Sales [actual vs budget/target] by product groups.

- Sales [actual this period vs previous] dollars/your currency.
- Sales [actual this period vs previous] in volume/units.
- Sales [actual this period vs previous] by product groups.

- Gross profit [actual vs budget/target] this period in dollars/your currency.
- Gross profit [actual vs budget/target] this period in volume/units.
- Gross profit [actual vs budget/target] by product groups.

- No. of new prospects contacted as against target set.
- % of conversion against target.

- Total number of customer contacts [customer coverage].
- Total number of sales orders raised during the period against target.
- Average value per order against target.

In this way, a number of factors can be reviewed for the gains in productivity in sales productivity as well as sales training productivity.

Level 3 - Behavior. To what extent did participants change their behavior back in the workplace as a result of the training? Performance competence before/after training. Rate them out of 10. Can the salesperson do a better job:

- Analyze the sales situation in the territory.
- Make judgments of the sales requirements.
- Negotiate effectively with the customers.
- Develop sound sales proposals.
- Make an effective sales presentation.
- Analyze/present sales performance with the customers.
- Identify the sales/merchandising opportunities.
- Take initiative in sales promotion implementation.
- Can evaluate the impact of promotion impact.
- Achieve the stock level with customers.
- Handle customer complaints effectively.
- Take initiative in training customers.
- Analyze the territory workload.
- Provide timely market intelligence report.
- Effective problem solver.
- Takes customer service initiatives, etc.

Positive feedback means it is contributing to productivity. Negative feedback means more training is required.

Level 2 - Learning. To what extent did participants improve knowledge and skills and change attitudes as a result of the training? Competency Definitions for a Sales Representative. Knowledge/skills/attitudes before/after training. Rate them out of 10. Skills:

- Communication skills.
- Basic selling skills.
- Organizational skills.
- Customer focus.
- Conflict management.

Knowledge:

- Product knowledge.
- Computer literacy.
- Competition.

Personality:

- Sociability.
- Self-sufficiency/self-motivation.
- High energy level.
- Competitiveness.
- Self-confidence.
- Reliability/trustworthiness.
- Ethics.

Ability:

- Mental agility.
- Analytical skills.
- Empathy.
- Openness.

Positive feedback means it is contributing to productivity. Negative feedback means more training is required.

You can evaluate through participants' feedback using a questionnaire, personal interview of the participants, personal interview of the supervisors/managers, on-the-job evaluation, on-the-job observation by supervisors/managers. Hope this is useful to you.

Regards,

LEO LINGHAM