I am a student. I am to do my summer project in an IT firm, and I have opted for the evaluation techniques after training as my project topic. Companies spend a huge amount of money, time, and energy to conduct training, but there is no effective evaluation technique to determine whether the training was successful. All that is done is a feedback form. So, I thought if I can come up with some good measures to effectively measure the aftereffect of training, it would be useful. What is your opinion, and do you know of any such practices after training in any organizations?
From India, New Delhi
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From India, New Delhi
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Hi Sachu,
I'm also working on a summer project on the topic of 'Measuring ROI of Employee Training.' This essentially involves evaluating training returns in quantitative terms. If you are interested, you can consider using this technique.
However, I must mention that there is no single way to approach this. There are many theoretical models available. You have to choose one and then figure out how to practically implement it.
The topic is indeed quite challenging though.
Reena
From India, Mumbai
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5I'm also working on a summer project on the topic of 'Measuring ROI of Employee Training.' This essentially involves evaluating training returns in quantitative terms. If you are interested, you can consider using this technique.
However, I must mention that there is no single way to approach this. There are many theoretical models available. You have to choose one and then figure out how to practically implement it.
The topic is indeed quite challenging though.
Reena
From India, Mumbai
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Hello Reena,
Can I get a bit more insight on the topic? Or can you refer me to some books that I can refer to? I am trying to come up with my own model. If I am to substantiate my model, I would want to prove it quantitatively too. So, can I get some more insights? By the way, which company are you doing your projects in?
Regards,
Sachu
From India, New Delhi
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Can I get a bit more insight on the topic? Or can you refer me to some books that I can refer to? I am trying to come up with my own model. If I am to substantiate my model, I would want to prove it quantitatively too. So, can I get some more insights? By the way, which company are you doing your projects in?
Regards,
Sachu
From India, New Delhi
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Hi Sachu,
ROI of training means measuring the returns gained from training exercises in quantitative terms (if possible, in monetary terms as well). As you know, for that, we have to convert all benefits derived from training into numeric data, which is tough, especially for soft skills.
There are many theoretical models available for this, like Kirkpatrick, CIRO, etc., but implementing any of them for the particular training program you may be aiming for is a challenge.
You can read the book titled 'Return on Investment in Training and Performance Improvement Programs' by Jack Phillips. There is also a lot of material available on the internet itself. You can go to Google and search for 'return on investment of training.'
Hope this helps.
Reena
From India, Mumbai
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ROI of training means measuring the returns gained from training exercises in quantitative terms (if possible, in monetary terms as well). As you know, for that, we have to convert all benefits derived from training into numeric data, which is tough, especially for soft skills.
There are many theoretical models available for this, like Kirkpatrick, CIRO, etc., but implementing any of them for the particular training program you may be aiming for is a challenge.
You can read the book titled 'Return on Investment in Training and Performance Improvement Programs' by Jack Phillips. There is also a lot of material available on the internet itself. You can go to Google and search for 'return on investment of training.'
Hope this helps.
Reena
From India, Mumbai
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Hi Reena,
Thanks, I got an initial way, but still, I am really confused about how individual knowledge acquisition (by means of training) is quantified. How far along is your project? Is it completed or in the final stages? I would like to read through your project if that is not a problem for you.
Thank you. Regards and prayers, Sachu
From India, New Delhi
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Thanks, I got an initial way, but still, I am really confused about how individual knowledge acquisition (by means of training) is quantified. How far along is your project? Is it completed or in the final stages? I would like to read through your project if that is not a problem for you.
Thank you. Regards and prayers, Sachu
From India, New Delhi
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hi sachu,
even i had my summer training on dis particular topic. for the evaluation part , u can use questinnaire based on Kirkpatrick's model b'coz it is widely used and u can say its more user friendly. see if dis helps,
Kirkpatrick's Four Levels of Evaluation
In Kirkpatrick's four-level model, each successive evaluation level is built on information provided by the lower level.
ASSESSING TRAINING EFFECTIVENESS often entails using the four-level model developed by Donald Kirkpatrick (1994). According to this model, evaluation should always begin with level one, and then, as time and budget allows, should move sequentially through levels two, three, and four. Information from each prior level serves as a base for the next level's evaluation. Thus, each successive level represents a more precise measure of the effectiveness of the training program, but at the same time requires a more rigorous and time-consuming analysis.
Level 1 Evaluation - Reactions
Just as the word implies, evaluation at this level measures how participants in a training program react to it. It attempts to answer questions regarding the participants' perceptions - Did they like it? Was the material relevant to their work? This type of evaluation is often called a “smilesheet.” According to Kirkpatrick, every program should at least be evaluated at this level to provide for the improvement of a training program. In addition, the participants' reactions have important consequences for learning (level two). Although a positive reaction does not guarantee learning, a negative reaction almost certainly reduces its possibility.
Level 2 Evaluation - Learning
To assess the amount of learning that has occurred due to a training program, level two evaluations often use tests conducted before training (pretest) and after training (post test).
Assessing at this level moves the evaluation beyond learner satisfaction and attempts to assess the extent students have advanced in skills, knowledge, or attitude. Measurement at this level is more difficult and laborious than level one. Methods range from formal to informal testing to team assessment and self-assessment. If possible, participants take the test or assessment before the training (pretest) and after training (post test) to determine the amount of learning that has occurred.
Level 3 Evaluation - Transfer
This level measures the transfer that has occurred in learners' behavior due to the training program. Evaluating at this level attempts to answer the question - Are the newly acquired skills, knowledge, or attitude being used in the everyday environment of the learner? For many trainers this level represents the truest assessment of a program's effectiveness. However, measuring at this level is difficult as it is often impossible to predict when the change in behavior will occur, and thus requires important decisions in terms of when to evaluate, how often to evaluate, and how to evaluate.
Level 4 Evaluation- Results
Level four evaluation attempts to assess training in terms of business results. In this case, sales transactions improved steadily after training for sales staff occurred in April 1997.
Frequently thought of as the bottom line, this level measures the success of the program in terms that managers and executives can understand -increased production, improved quality, decreased costs, reduced frequency of accidents, increased sales, and even higher profits or return on investment. From a business and organizational perspective, this is the overall reason for a training program, yet level four results are not typically addressed. Determining results in financial terms is difficult to measure, and is hard to link directly with training.
Methods for Long-Term Evaluation
Send post-training surveys
Offer ongoing, sequenced training and coaching over a period of time
Conduct follow-up needs assessment
Check metrics (e.g., scrap, re-work, errors, etc.) to measure if participants achieved training objectives
Interview trainees and their managers, or their customer groups (e.g., patients, other departmental staff)
dips
From India, Delhi
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even i had my summer training on dis particular topic. for the evaluation part , u can use questinnaire based on Kirkpatrick's model b'coz it is widely used and u can say its more user friendly. see if dis helps,
Kirkpatrick's Four Levels of Evaluation
In Kirkpatrick's four-level model, each successive evaluation level is built on information provided by the lower level.
ASSESSING TRAINING EFFECTIVENESS often entails using the four-level model developed by Donald Kirkpatrick (1994). According to this model, evaluation should always begin with level one, and then, as time and budget allows, should move sequentially through levels two, three, and four. Information from each prior level serves as a base for the next level's evaluation. Thus, each successive level represents a more precise measure of the effectiveness of the training program, but at the same time requires a more rigorous and time-consuming analysis.
Level 1 Evaluation - Reactions
Just as the word implies, evaluation at this level measures how participants in a training program react to it. It attempts to answer questions regarding the participants' perceptions - Did they like it? Was the material relevant to their work? This type of evaluation is often called a “smilesheet.” According to Kirkpatrick, every program should at least be evaluated at this level to provide for the improvement of a training program. In addition, the participants' reactions have important consequences for learning (level two). Although a positive reaction does not guarantee learning, a negative reaction almost certainly reduces its possibility.
Level 2 Evaluation - Learning
To assess the amount of learning that has occurred due to a training program, level two evaluations often use tests conducted before training (pretest) and after training (post test).
Assessing at this level moves the evaluation beyond learner satisfaction and attempts to assess the extent students have advanced in skills, knowledge, or attitude. Measurement at this level is more difficult and laborious than level one. Methods range from formal to informal testing to team assessment and self-assessment. If possible, participants take the test or assessment before the training (pretest) and after training (post test) to determine the amount of learning that has occurred.
Level 3 Evaluation - Transfer
This level measures the transfer that has occurred in learners' behavior due to the training program. Evaluating at this level attempts to answer the question - Are the newly acquired skills, knowledge, or attitude being used in the everyday environment of the learner? For many trainers this level represents the truest assessment of a program's effectiveness. However, measuring at this level is difficult as it is often impossible to predict when the change in behavior will occur, and thus requires important decisions in terms of when to evaluate, how often to evaluate, and how to evaluate.
Level 4 Evaluation- Results
Level four evaluation attempts to assess training in terms of business results. In this case, sales transactions improved steadily after training for sales staff occurred in April 1997.
Frequently thought of as the bottom line, this level measures the success of the program in terms that managers and executives can understand -increased production, improved quality, decreased costs, reduced frequency of accidents, increased sales, and even higher profits or return on investment. From a business and organizational perspective, this is the overall reason for a training program, yet level four results are not typically addressed. Determining results in financial terms is difficult to measure, and is hard to link directly with training.
Methods for Long-Term Evaluation
Send post-training surveys
Offer ongoing, sequenced training and coaching over a period of time
Conduct follow-up needs assessment
Check metrics (e.g., scrap, re-work, errors, etc.) to measure if participants achieved training objectives
Interview trainees and their managers, or their customer groups (e.g., patients, other departmental staff)
dips
From India, Delhi
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Hi Sachu and Deepali,
Sachu, my project is not in the stage of completion. It's in the beginning, in fact. The training program for which I will be measuring ROI is scheduled from 12th to 14th July. Currently, I'm collecting base data. As far as the project report is concerned, I've got the organization profile, and I'm writing the introduction of the topic nowadays. So, it's not much that I've done till now.
Deepali, I agree that Kirkpatrick is the most popular and simplest model for ROI. But how did you implement it? The basic problem encountered in measuring ROI is the quantification of benefits. Kirkpatrick talks about what should be evaluated and how, but it doesn't talk about how to evaluate.
Deepali, since you have done your summer training on the same topic, could you please tell me how you implemented the Kirkpatrick model? It would be really helpful for me.
Thanks and regards,
Reena
From India, Mumbai
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Sachu, my project is not in the stage of completion. It's in the beginning, in fact. The training program for which I will be measuring ROI is scheduled from 12th to 14th July. Currently, I'm collecting base data. As far as the project report is concerned, I've got the organization profile, and I'm writing the introduction of the topic nowadays. So, it's not much that I've done till now.
Deepali, I agree that Kirkpatrick is the most popular and simplest model for ROI. But how did you implement it? The basic problem encountered in measuring ROI is the quantification of benefits. Kirkpatrick talks about what should be evaluated and how, but it doesn't talk about how to evaluate.
Deepali, since you have done your summer training on the same topic, could you please tell me how you implemented the Kirkpatrick model? It would be really helpful for me.
Thanks and regards,
Reena
From India, Mumbai
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Hi Deepali, Reena, and Sachu,
I'm also an MBA student and just started my summer training on almost the same topic. I found your emails to be very helpful. If you all could send me some more guidelines on how to proceed or recommend some related sites...
Thanks,
Vidhi
From India, New Delhi
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I'm also an MBA student and just started my summer training on almost the same topic. I found your emails to be very helpful. If you all could send me some more guidelines on how to proceed or recommend some related sites...
Thanks,
Vidhi
From India, New Delhi
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Measuring ROI of Training.zip
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