Training Feedback Form: A Critical Evaluation
Having spent more than a decade and a half in the field of training, I can say with absolute conviction that the "Training Feedback Form" you have provided is one-sided. It does not take into account the learner's behavior or their willingness to learn. Therefore, I believe that the following points should also be included:
a) I was entirely focused on the discussion at hand.
b) I participated with full enthusiasm and completed the exercises or case studies during the training.
c) Senior authorities in my company, my customers, suppliers, etc., did not disturb me. I was not compelled to take their calls.
d) I returned promptly after the tea or lunch break. I did not take extended breaks.
e) I arrived at the training venue on time. I was not late. I did not urge the trainer to leave early.
In my experience, some participants behave as if they are "VIPs." They act as if they are busier than their Managing Directors. Yet, at the end of the session, most HR professionals only take feedback on the trainer, their delivery style, content, etc. Most HR professionals are hesitant to take feedback from the trainer on the quality of participation. It would be better if they stopped living in this false world sooner.
In the last 10 years, hardly 1-2% of the training programs I conducted started on time. Sometimes, training programs started as late as 30 minutes, yet neither HR nor participants showed any remorse for the delayed start. Who takes accountability for this delay? Employee training is conducted for the benefit of the employees and for the development of their organization. Therefore, it would be better if HR prioritized assessing the participants over the trainer.
Thank you,
Dinesh Divekar
From India, Bangalore
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8072Having spent more than a decade and a half in the field of training, I can say with absolute conviction that the "Training Feedback Form" you have provided is one-sided. It does not take into account the learner's behavior or their willingness to learn. Therefore, I believe that the following points should also be included:
a) I was entirely focused on the discussion at hand.
b) I participated with full enthusiasm and completed the exercises or case studies during the training.
c) Senior authorities in my company, my customers, suppliers, etc., did not disturb me. I was not compelled to take their calls.
d) I returned promptly after the tea or lunch break. I did not take extended breaks.
e) I arrived at the training venue on time. I was not late. I did not urge the trainer to leave early.
In my experience, some participants behave as if they are "VIPs." They act as if they are busier than their Managing Directors. Yet, at the end of the session, most HR professionals only take feedback on the trainer, their delivery style, content, etc. Most HR professionals are hesitant to take feedback from the trainer on the quality of participation. It would be better if they stopped living in this false world sooner.
In the last 10 years, hardly 1-2% of the training programs I conducted started on time. Sometimes, training programs started as late as 30 minutes, yet neither HR nor participants showed any remorse for the delayed start. Who takes accountability for this delay? Employee training is conducted for the benefit of the employees and for the development of their organization. Therefore, it would be better if HR prioritized assessing the participants over the trainer.
Thank you,
Dinesh Divekar
From India, Bangalore
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Pre Training Skill Assessment - Employee - HO.doc