Dvphanindra, I think the trick is to *not* make a big announcement or submit a proposal. Start off simple and easy and then work your way up to more complex evaluations.
If you are not already doing
Kirkpatrick Level 1 evalutions, start there. That starts to get participants and managers used to evaluation. With this evaluation, ask participants how they will use their new knowledge and skills back on the job.
Next, implement some simple assessments to evaluate how well people are learning the skills (Kirkpatrick Level 2). Doing this reinforces the message that training is for a purpose. There is no point doing an ROI study if you can't be sure that people have learned.
Next, start on a Level 3 evalaution using survey forms to see how much people are changing their behavior back on the job. You can survey participants and their managers. This is a critical stage as it reinforces to managers that training is designed and run to have an impact on organizational behavior. You can use this level to do a simple ROI by asking people to quantify the impact of the changed behavior on the organization. How much time was saved, how much was rework minimized, how much less materials were used, and so on? Then you can convert these estimates into monetary values.
See how you can springboard a Level 3 evalaution into a Level 4 (Results) evaluation and even into an ROI evaluation? Start slowly and surely and advance one step and a time. Needless to say, your programs should have a robust
Training Needs Analysis lying behind it. Without a clear idea on what the organizational objectives are, in measurable terms, your ROI study will be a waste of time. I say a lot more in my book,
Training Evaluation Toolkit. You can download the introductory chapter for free at
http://www.businessperform.com/Train...lkit-Intro.pdf
I wish you the best with your evaluation.
Les Allan
Author:
Training Evaluation Toolkit
www.businessperform.com