What's the Best Tool for Measuring Training Effectiveness in a Practical Way?

Dear all,

Can you please tell me the best, easiest, applicable, and sound tool for measuring training effectiveness?

Thanks,
Promila

Hi Promila,

Can you please tell me the best, easiest, most applicable, and sound tool for measuring training effectiveness? Thanks.

Training effectiveness should be measured both in the short and long term for effectiveness. This has been covered in detail on citehr.com, so just do a quick search.

Since you asked for the "Best, Easiest, Applicable & Sound tool" which caught my attention, before and after tests - two tests, one before and one after the training program - are the best. It reminds the participants and ensures the behavioral change has taken place, and participants themselves believe the results. I conduct these tests in my workshops, and believe me, it's the best approach.

After all, one of the challenges for HR professionals is to ensure that training effectiveness doesn't just become paperwork or form-filling rituals but rather a tool for ensuring a change in the mindset of employees.

Cheers, Rajat

Dear Rajat,

I do agree with you that effectiveness of the training can be measured pre and post training program. The question that is coming to mind is that if training is done in Nov, we measure it before and after training let's say in the month of Dec (end). If the training is effective till Dec end, and again by January end the results are similar to pre-training program... then what to do.

Again impart training to those guys...?

I am working in a manufacturing unit, where we have all levels of people from workers to GMs, MDs, etc. There is a vast difference in people's knowledge, skills, experience, literacy, and illiteracy. Pre and post effectiveness can be done for workers and supervisor levels.

How can we measure the effectiveness of training for Department Heads and other senior managers, as in my company this group has a tag of EGO, and they always carry it with themselves.

Thanks,
Promila

Hi Promila,

I do agree with you that the effectiveness of the training can be measured pre and post the training program. The question that is coming to mind is, if training is done in November, we measure it before and after the training, let's say in the month of December (end). If the training is effective until the end of December, and by the end of January, the results are similar to pre-training program, what should we do? Should we impart training to those individuals again?

I am working in a manufacturing unit where we have all levels of people, from workers to GMs and MDs. There is a vast difference in people's knowledge, skills, experience, literacy, and illiteracy. Pre and post effectiveness can be measured for workers and supervisors levels. However, how can we measure the effectiveness of training for Department Heads and other senior managers, as in my company, this group has a tag of EGO, and they always carry it with them.

Divide your training effectiveness into three phases:

One - before & after the training program.

Two - after a month, where you ask the participants how they have implemented the learnings (this should be decided right after the programs or before sending them to training programs).

Three - One month after - a feedback from their Direct Supervisors about the change or implementation of learnings, especially on predetermined criteria.

With supervisors/bosses' egos and pride, it can be subtly tackled when the evaluation sheet is given to their Superior Officers. In this matter, you should have a meeting with MDs & HODs on the importance of evaluating effectiveness to ensure that the money spent on T&D is well spent and to ensure the development of staff.

Cheers,
Rajat

Dear all,

Can you please tell me the best, easiest, applicable, sound tool for measuring training effectiveness?

Thanks,

Promila

Here is a really simple, no-mess, no-calculations approach to see if the training was effective:

ASK THOSE WHO ATTENDED, ASK THEIR MANAGERS, ASK THE CUSTOMER!!!

Here is a sequence of questions. They start with questions to ask BEFORE the training.

1. Ask the customer or the line manager of each person that will be attending:

(a) What outcomes are you expecting to get from your people attending this training - in results, behaviors, activities?

(i) as soon as they return

(ii) 1 month later

(iii) 3 months after they return

(iv) 6 months after they return

(b) How will you know that these outcomes have been achieved? What signs will tell you of success or failure?

(c) To what extent will this course help achieve these outcomes?

(d) In light of this last answer, which expectations would you like to change, and how/to what?

(e) What else are you prepared to do to ensure that these outcomes are met?

2. Ask the same of those actually attending.

3. After the training, go back to the client or line managers, remind them of the questions in Q(1) and the responses they gave - and ask them what the reality is and what they intend to do about it.

4. Ask the same of those who attended.

5. Ask everybody concerned, "Was it worth it?" and "Would you recommend this to anybody else?" and "why?"

6. Ask how you can help support these other actions.

Kind regards,

Martin

Respected All,

As the core area of responsibility is T&D, I have tried to develop the format for the same that is measuring training effectiveness. Kindly give your insights to make it more appropriate and solve the purpose too.

Thanks and Regards,
Promila

Hi all,

I'm working with a manufacturing company with a strength of 700 workmen, wherein 350 are staff. For workers, we have arranged various on-the-job trainings and certain classroom trainings. Although we measure the training effectiveness with immediate feedback questionnaires and with a 3-month effectiveness questionnaire that is filled out by the HOD, I feel it is not effective. In our company, there is no training culture, and since everything I'm doing is part of a forced process, I feel that the measure of effectiveness I'm implementing is not effective at all.

Can someone please advise me on the process I should follow or develop so that what I'm doing can have a positive impact on quality and be detectable? My management has asked me to present the effectiveness of the trainings that have taken place.

How can I present this information in a more authentic way in a culture like ours where production personnel are solely focused on production and production targets, with no interest in training their team members?

I would appreciate any suggestions on what steps to take. I have only two inexperienced subordinates in my team, so please provide guidance on methods and formats for tracking.

Regards,

Sudipta

Dear Sudipta,

It's really sorry to hear that no one has replied to you yet. Anyways, let's discuss and focus on your problem rather than complaining about it.

Whenever you arrange any training for the workers or staff, you should know why that particular training is required and always take feedback from all the HODs on what they feel about the training. It will reflect the necessity of that training.

Once you arrange the training, always administer the test - a pre-training test and post-training test. The results will reflect the effectiveness of the training.

After the completion of training, its implementation is necessary. Only the HOD of the concerned department will be able to help you with their feedback.

Ask them about the results on workers' or staff behavior after the training.

Your job is done; keep records of the same in all three cases:

1. Training requisition forms.
2. Test papers.
3. Feedback form or effectiveness forms.

The above-given three records will help you to prove to the management that the trainings are an integral part of Human Resource professionally and personally.

I hope I helped you to some extent.

In case of queries, please revert.

Thanks and regards,

Pushpa
pushpa.bathyal@gmail.com

Thank you, Pushpa, for your reply. It'll really help me in my future proceedings. As I told you, there is no training culture in our company as providing training is considered to be a waste of time. Whatever effort I've done is solely my own, and the need analysis, etc., everything is by "spoon-feeding." How to proceed alone.

Hi,

I am glad to see that HR professionals like you are genuinely interested in upgrading our people to a great extent.

First, if you conduct training needs identification in two stages:

1) Training needs identification by the employee themselves.
2) Training needs identification by the supervisor.

By comparing these two stages, you can determine the correct training areas. This process involves both the employee and management, emphasizing the importance of training and motivation on both ends.

Pre and post evaluations are crucial for accurately assessing training effectiveness. Evaluation should not only focus on technical knowledge but also on behavioral aspects. This approach enables true employee development and fosters a positive culture, leading to noticeable improvements when conducting subsequent training programs.

With regards,
Rahul
[Login to view]

Hi Sudipta,

So far, I understand your problem is evaluating the training program in terms of cost and time.

If that's true, then try calculating the costs mentioned below:

- Fixed capital cost
- Maintenance or working capital cost
- Trainer cost
- Direct training cost
- External training cost
- Trainee cost

The total of all the above costs will help in obtaining the cost of training but not the value received from training that covers the increase in knowledge, skill, and attitudes, the increase in work capacities, and decrease in undesirable events and practices.

To do this, you need to assess the pre-training performance, post-training objectives, and actual post-training results. You can evaluate it on a quarterly basis.

The simple equation to assess that is:

[ frac{text{Financial value of change/effect achieved} times 100}{text{Cost of training process} times 1} ]

This will help you calculate the percentage business return on investment on a quarterly basis, and I believe it will help you convince your management of the effectiveness of the training organized by you.

Regards,

Manjali

Hi all,

Can anybody help me with a training effectiveness calculator? My project topic is evaluating training effectiveness, and I would like to incorporate ROI. However, I do not have an adequate tool to calculate ROI. Please help me urgently.

Email: [minkusingh45@yahoo.com](mailto:minkusingh45@yahoo.com)

Hi Sudipta,

In my experience of managing training for organizations, I have not come across any organization that goes to the extent of calculating ROI for training. According to my view, you should have a targeted approach to this. Do not do this for all the trainings.

At the time when a Training Need is initiated, there should be a discussion with the Manager on what he or she is expecting to achieve because of the training. Have some performance measures worked out, for example, productivity or rate of defects. Have a 30/60/90-day feedback on the performance measures from the manager post the training.

This can be converted into a monetary value. This will give a clear ROI for the training department and show what value it adds.

I hope this gives some inputs. Please feel free to contact.

Regards,
DA

Hi to all,

I am Anuj Singh. I am working in a steel plant in the HR department. I am very much in need of a format for assessing training effectiveness. Could you please help me with this?

Thanks,
ANUJ SINGH

Dear All,

Hi! I am working in the manufacturing industry, and we conduct both in-house and outhouse training. However, we lack a system to assess the effectiveness of our programs and to analyze feedback. If anyone has experience with implementing such systems, kindly provide guidance and assistance.

Regards,
Bhavesh Upadhyay
[Login to view]

Dear Mr. Bhavesh Upadhyay,

Before proceeding with the training program, you should create a mechanism to ensure its successful implementation. Not many companies are able to do this.

A lot of follow-up is required after the training. Convince your management to assign this task to someone for follow-up before proceeding with the training.

There is always a situation where:

(a) post-training feedback is very positive, but no changes are seen in operations.

(b) After the training, there is a temporary change in the behavior of participants for a week or so, but the situation reverts to its initial state afterward.

Proper follow-up can help avoid the above situations. Another important aspect is linking learning to performance appraisal. Once you do that, there will be an obvious change, albeit by necessity.

Lastly, failure to implement learning should be taken seriously. Without discipline, you cannot ensure the implementation of learning.

The query you have raised falls beyond the purview of training professionals; it is an HR challenge. Training enhances competency, but maintaining competency levels at the desired standard is the responsibility of HR, not training professionals. Both functions need to work in harmony, but in this case, HR should take precedence over training.

Allow me to quote Abigail Adams, who said, "Learning is not attained by chance; it must be sought with ardor and attended with diligence."

If only we had employees who sought learning with passion and attended to it diligently, the world would perhaps be a far simpler place to live in!

Sincerely,
Dinesh V Divekar

Dear Mr. Bhavesh Upadhyay,

I fully agree with Mr. Dinesh's views. It seems that the views are given after a thorough understanding of this problem and experience in solving this issue somewhere in his earlier assignments. Along with this, I suggest one more important aspect: the awareness about the trainings, learning expected from that at the company level, department level, and personal level must be propagated amongst the trainees. Some time allowance should be given to accept the concept of a particular training program and its effects at different levels for all attendees before the commencement of the training program and after the awareness program and propaganda are done properly. This was done by me for one long-term tech training program consisting of different modules. Literally, many employees were much eager to attend and really learn through this program.

This can increase effectiveness to some extent along with the valuable suggestions given by Mr. Dinesh.

Regards,
V. V. Deshmukh
Ex V. P. - Projects,
Maytas Properties Ltd.

Hey Bhavesh,

Recently, our president attended an HR conference, and guess what? There was a 45-minute discussion on the training methodology being followed by some Fortune 500 companies present there.

Many had wonderful ideas and programs, but what struck my boss was the response from the HR Director from P&G. He mentioned that they do not have faith in all these training ideas. They rely solely on on-the-job training, believing that employees will learn more and add more value through it.

In fact, he stated that these training sessions are a waste of time if employees cannot apply them in their daily work. He did mention that he has no objection to companies using them, as long as it benefits them.

Well, I am sure all training companies will bombard me with their intellectual thoughts, but if you actually look back at my past experiences, most training sessions were merely a good day out for the staff.

After discussing this with my boss, I can see the point he was making. Implementing on-the-job training and evaluation will genuinely add value to both the company and the employee. I hope I am making sense.

Regards, Ukmitra

Dear All,

Hi! I am working in the manufacturing industry, and we have both in-house and outsourced training programs. However, there is no system in place to assess the effectiveness of the programs or analyze feedback. If anyone has a similar system in place, please guide and assist me.

Regards,

Bhavesh Upadhyay
bhaveshupadhyay_1985@yahoo.in

Dear Mr. UK Mitra,

You can have on-the-job training for lower levels. For managerial and above levels, what on-the-job training can you have? Can you have OJT for the following training programs:

- Time & Stress Management
- Conflict Handling Skills
- Effective Decision-Making Skills
- Assertion Skills
- Team Building Skills
- Behavior Management or Interpersonal Skills
- Career Development of your Subordinates
- Team Leadership/Organizational Leadership
- Mentoring - how to share your Wisdom?
- Behavioral Interviewing Skills
- Presentation Skills
- Transaction Analysis
- Negotiating Skills
- Effective Selling Skills
- How to Build Organizational Culture
- Employee Empowerment
- Creative Thinking and Problem-Solving Skills
- Critical Thinking Skills
- Effective Purchase Management
- How to Generate Market Intelligence
- Product Pricing and Strategy
- Business Planning
- Entrepreneurship
- Strategic Thinking

And so on.

Just because of what an HR Director of some company said at a seminar, we cannot take their word at face value. Possibly, that HR Director's boss may hold these views, and he could be aligning with his boss's stance.

In every single training program of mine, I provide insight to participants on how revenue leakage occurs due to their skills/knowledge. The true success of training lies in:

a) when it is linked to revenue
b) when a follow-up mechanism is developed.

If that HR Director is so confident in OJT only, has he shared case studies on the Kirkpatrick Model? If yes, can anyone enlighten members of this forum on these case studies?

Thanks,

Dinesh V. Divekar

I'll go with Nandan's advice, search for Kirkpatrick's Four-Step Model, and tailor-make the tools you wish to use for the efficacy mapping of your own programs (any programs).

Hi,

The PPT attachment of Kirk Patrick's Model would be helpful to you.

Regards,
Ankita Joshi

Hi,

I trust that nowadays, training evaluation is not being done properly, which is resulting in these reactions. More freelance trainers have the efficacy to deliver these models better, but sustainability only comes with institutions. Evaluations for all types of training are cost-based. Today's need is to understand that a day spent on training is only worth it with effective follow-up. Trainers should keep this in mind when making this initiative. Centum Learning has specialized persons equipped with these skills and is implementing it on a large scale.

Hey Dinesh,

With due respect, No offence intended, please on my comments.

The programs that you mention are really "informative and helpful" not only for so called management team, but equally important for down level employees.

The On-Job training, I feel is a different thought process and one needs to really ponder on these. It does not say that the programs that you mentioned are not required. The fact that you are still in business tells millions on what most companies are looking for and practicing. :)

With my past experience on some of these programs that we had conducted, my feedback was that the impact of these training does remain in staff and management staff, for few months and as days goes on and they are busy in their day-to-day challenges and pressure, we have seen them actually throwing back on us these theory and ideas. May be we were not effective enough to tackle them. J. I guess this is an on going process and one class or lecture is not enough.

However, we have seen that the on-job training and guidance to employees by immediate supervisor or fellow colleagues in office had really helped staff on their performance and build their confidence not only junior staff but also Sr. Management staff. All good practices were shared and copied by others and overall performance was something all cherished. Sharing the knowledge within group is something very challenging, as we had few characters who kept to themselves. L Ha ha…

Anyways, I know I am digressing from the actual question asked by the concerned, but wanted to highlight and touch upon the thought process, that we really need to ponder on the training we impart to staff and its effectiveness in actual business growth and self development, and that such training does not just remains on printed course papers, books and ppt.

Hope I am making sense.....ukmitra

Dear Dinesh,

With reference to the topics mentioned by you, how can we measure the effectiveness of training programs like Negotiation Skills and Effective Decision-Making Skills? Please let me know how to quantify the effectiveness of such training.

Regards,
Nandita

[QUOTE=Dinesh Divekar;992965]

Dear Mr. UK Mitra,

You can have on-the-job training for lower levels. For managerial and above levels, what on-the-job training can you have? Can you have OJT for the following training programs:

* Time & Stress Management
* Conflict Handling Skills
* Effective Decision-Making Skills
* Assertion Skills
* Team Building Skills
* Behavior Management or Interpersonal Skills
* Career Development of your Subordinates
* Team Leadership/Organizational Leadership
* Mentoring - how to share your Wisdom?
* Behavioral Interviewing Skills
* Presentation Skills
* Transaction Analysis
* Negotiating Skills
* Effective Selling Skills
* How to Build Organizational Culture
* Employee Empowerment
* Creative Thinking and Problem-Solving Skills
* Critical Thinking Skills
* Creative Thinking Skills
* Effective Purchase Management
* How to Generate Market Intelligence
* Product Pricing and Strategy
* Business Planning
* Entrepreneurship
* Strategic Thinking
and so on.

Just because of what the HR Director of some company said at a seminar, we cannot take their words at face value. Possibly that HR Director's boss may have these views, and he could be towing the line of his boss.

In every single training program, I provide insight to my participants on how revenue leakage occurs due to their skills/knowledge. The real success of training lies in:

a) when it is linked to revenue
b) when a follow-up mechanism is developed.

If that HR Director is so confident of OJT only, has he shared case studies on the Kirk Patrick Model? If yes, can anyone enlighten members of this forum on these case studies?

Thanks,

[Dinesh V Divekar]
Management & Behavioral Training Consultant
Bangalore - 560094
+91 9900155394
"Limit of your words is the limit of your world"

Dear Mehul,

Before jumping into any tailor-made methodology, you must first understand your business requirements and accordingly design your evaluation process. Always seek cost-benefit analysis from each and every training program. Also, anticipate the maximum tangible outcome of the training.

Best regards

On most matters, the solution is not an either-or. The HR Director of PandG must have been taken out of context because research shows that certain organizations experience real growth when they have training programs; otherwise, there is no benefit in going to school. However, training on its own, without supporting structures such as assignments, monitoring, and linkages between the training and the practice, will have minimal effect. In addition, some things just improve climate, which has been known to affect productivity.

Let us not forget that 'on-the-job training' is also one form of training. The discussion here is about how to measure the effectiveness of training - whether it is 'on-the-job' or 'out-of-job' is immaterial. The view expressed that it is the job of HRD rather than that of the 'trainer' is partially correct. It is only partially correct because if the trainer does not know or attempt to know the effectiveness or otherwise of the training, his further training is aimless. Evaluation and validation are parts of the training process. The training cycle is not complete without them.

As a practical measure, we can try the following steps:

1. Setting out the training objectives in measurable terms. There should be clearly spelt out learning outcomes for each session.

2. A test at the beginning of the training session to assess the entry behavior, i.e., to assess the level of knowledge/skill/attitude (KSA) of the participant in the subject matter of training.

3. A test at the end of the training to assess the improvement in the level of KSA and also to assess whether the training objectives have been met.

4. Oral and written feedback from the participants at the end of the training.

5. Feedback from the Supervisor after, say, three to six months on the job on completion of the training.

These steps will provide a certain amount of evaluation of the training. The active cooperation of HR as well as the line-supervisor/Manager is required for step 5.

Dear Mr. Dinesh,

Well done. You have driven home some valuable insights.

However, I would like to bring to attention a serious flaw in conveying the accountability for learning. You said, "The query that you have asked does not fall within the purview of training professionals. This is an HR challenge." I am sure you will agree that, as with most other KRAs, training or more specifically, learning is a top leadership challenge. HR professionals are mere "facilitators," acting, at best, as advisors and process experts. I am assuming HR has the capability to do so. If they are not competent, then they should seek the expertise or engage external help. It gives away a good feel of how seriously training and learning are treated in an organization.

Why do you think learning fails in most cases? Invariably, you will find it is due to a lack of buy-in or support from either top or line leadership. That's why you get the feedback as shared by UK Mitra. Why blame training for the failure of learning transfer (In Mitra's case, it's Off Job). By learning, I am referring to the ultimate achievement of "unconscious competence" level. If we are serious and genuine about learning, then there is no room for acknowledgment and cognizance of systemic excuses such as busyness, memory lapses, or how politics impacts the operating culture.

In fact, you have supported this by saying, "Convince your management first to assign this task to someone to follow up and then go ahead with the training." Yes, assigning a dedicated person sure goes a long way to demonstrate the seriousness of top leadership accountability. The next level would be having your organic learning division and institutionalizing learning as a performance task.

I serve as an HR practitioner cum Trainer. The biggest challenge to HR is not employees but rather leaders who have less faith and commitment in the dynamic potential of people. This alone is good enough to keep the training & development role in the back burner.

Dear Mr. Bhavesh,

If your focus is effectiveness, then do the right thing - Revisit your entire training/learning cycle. From what you have described, it seems you have missed the elephant in the process. Evaluation is the tail end and to put that right would require you to go back to the start - TNA stage, where you are supposed to engage the sources/beneficiaries in determining the objectives, both enabling and terminal. Unfortunately, many people (even trainers) don't go deep into this and end up with superfluous objectives that do not help translate into measurable results or demonstrable behaviors. It will also lead you to agree on how the learning will be manifested upon return from training.

Unfortunately, many leaders at the line don't have a clue of what their responsibility and accountability to their charges, in ensuring improvement to results and/or behavior occurs. And, when it does not, then they need to solicit feedback and engage to identify if there are other non-training interventions that are needed to turnaround employee performance and growth. If you ask me, make TNA or Organizational (ONA) a mandatory learning KRA for line leadership - supervisory & above.

The only way for HR to get this is to hold the leadership accountable for learning. It should form part of their KRA/KPI. If you follow the Kaplan & Norton's BSC, it is "common sense" to realize business results are derived from learning. Sadly, common sense is not so common, after all.

I am sure you would agree the recent global crisis had, more so now than before, highlighted the biggest challenge that needs attention - LEADERSHIP. And, what always comes to my mind is the quote, "The fish rots from the head."

Also, remember Einstein's quote, "Not all that counts is measured and not all that's measured, counts."

Yuvarajah
Malaysia

As rightly said, the commitment of 'leadership' to the necessity of training is the fundamental factor for the effectiveness of training. Unfortunately, this is what is lacking in almost all places, despite every other CEO worth his/her salt having heard about the 'Toyota Way of Learning'. It is, of course, paradoxical that even those who talk much about these 'success stories' pay only lip service to training. There is hardly any commitment to training at the top in most places. Wherever such commitment exists, those organizations are successful, albeit such success has many claimants as their father.

Hi everyone,

This is a discussion I have been yearning to have with my fellow citehr members.

I freelance, and with every assignment, I do a TNA/ONA and then the training and post-training evaluation. An effectiveness evaluation/progress tracker is also shared by me. I use the '3 test behavior assessment' and the "Kilpatrick model of training evaluation" for the above.

Having said that, many times I fail to understand why the Training coordinators/HR reps fail to understand the need for a follow-up, even though I explain to them that it is more to their benefit (when linked with performance appraisals) than mine. Many times I have been told that "there is no method to track soft skills effectiveness" OR "we don't have time to get those employees to take the evaluation/meet with you to take a measure" OR even "your immediate post-training evaluation was X, why bother with an effectiveness form" OR "my managers/supervisors/team leaders, etc., have NO time to track changes post the training"!!!!

In all of these, I feel that either the training coordinators or HR reps have no clue about the importance of 'follow-ups' (which Yuvarajah, Dinesh, bpugazhendhi, V V Deshmukh.. in fact, barring UKMitra have all agreed to) OR they don't really care about training and its long-term impact for their employees. The same goes for those managers/leaders who supposedly 'nominate' their team to undergo training but have no real desire to show their team how they have become more effective once they "implemented" the learnings.

I know I am very young in this industry, but it still galls me that organizations don't understand the need for 'training,' which is a complete package with TNA/ONA, training linked to performance enhancement/revenue leakage, follow-up/evaluation post a specified period of time.

I am at the same time relieved that there are those out there who believe in the entire package.

Respectfully concerned about the training scene in India,

Richa Joshi

On the side of the Trainer, there is also a need to devise proper 'feedback' forms to evaluate the effectiveness of training. It should not be taken for granted that the person trained in a particular area is actually deployed only in that area after the training. It may so happen that he/she is not deployed in the same area in which he/she was trained. There may be many reasons for that. In such a situation, there is no point in asking the immediate superior to assess whether the individual has shown any improvement in performance after the training or whether he/she is able to apply the techniques learned during training while on the actual job. This is the most common practical reason why external validation of training does not come to the trainer.

Help me. Pl!! on "Effectiveness on Pre-training and post-training"

Hi 2 All!!

I'm a UG II yr student. As a part of my curriculum and completion of my degree, I'm on with my Project titled, "Effectiveness on Pre-training and post-training". Can you help me with preparing my questionnaire???

Hope your knowledge and expertise will help me in the process of my learning and practice on the topic. Please respond to my request at the earliest and help me with my project.

Regards,
Revathi.S

The project title itself is confusing! What is meant by 'effectiveness of pre-training'? When we talk about 'effectiveness', it means the effectiveness of something on some other thing. Here, what is that 'something' and what is that 'some other thing'? Please clarify.

Please find Training Effect.

Regards,

VK Mishra

Hi all,

I feel very blessed to have all your kindness and suggestions in my project. I'm a second-year undergraduate student. As a part of my curriculum, I'm doing a research project on the title, "effectiveness of training," and I have completed a set of questionnaires.

I request you to suggest some tools for evaluating my questionnaire. As a UG student, I am familiar with basic statistical tools such as the chi-square test, pie diagram, bar diagram, and a few more.

I would like to present my project more professionally. Therefore, I am requesting you all to suggest some unique methods and tools to evaluate the outcomes of my questionnaire.

Thanks in advance!!!!

Regards,
Revathi S.

Hi there,

Please find attached the training effectiveness form for your organization's use.