Too often, training has been viewed as either a line-management responsibility, or a responsibility of the HR or training department. The truth is: management and HR are jointly responsible. Senior management do not ask enough questions about results, because training costs are budgeted and allocated in ways that create indifference from others. Or because management has bigger fish to fry, and the training staff feels that training participants, line managers, and others will not cooperate in providing the data necessary to measure results. Training staff and managers have been led to believe that the effects of training cannot be measured credibly, i.e. that they cannot be isolated from the influence of other performance improvement factors or that it is too difficult or too resource intensive to measure the effects of training. Depending on the organization and the culture, one or more of these factors contribute to the lack of evidence that training brings benefits to the organization that are greater than the costs incurred. In today's environment of tighter budgets, stakeholders want to know the end results of training in organizations. What did a training program add to the organizations performance and the bottom line? Did it work? If so, why? And if not, what could have been done differently? We will give you the tools to answer these questions. Using a unique ROI Process, a proven systematic methodology for measuring and assessing the organizational impact of training.
"How to Measure Training Results presents practical tools for collecting and measuring six types of data critical to an overall evaluatin of training. This timely resource:Includes dozens of reproducible tools and processes for training evaluationShows how to measure both financial and intangible/non-financial results" - Indigo
"Use the real-world-proven tools, worksheets, and processes in "How to Measure Training Results" to take a dramatic leap forward in measuring the success of your training programs, and move to a new level of accountability, effectiveness, and measurable impact on your organization's ROI." - Fish Pond
Instructional System Design (ISD)—or some of its variations—is at the core of any contemporary training program. However, it was never intended to address business issues; the process itself is devoid of techniques dedicated to them. Although there are several variations of ISD, each suffers from the same flaw: a lack of
It is difficult to pick good leaders. Time and again, we complain about the quality of the men and women who run our companies, organizations, and governments. We bemoan their incompetence, their detachment, their lack of urgency. Inevitably we get rid of these leaders and move on to the next ones,
New social media technologies and strategies provide quick, easy solutions to many of the challenges faced by workplace training practitioners. Social media vehicles such as Twitter and Facebook, for example, can help trainers build learning communities, facilitate quick assignments, offer updates or follow-up tips, and otherwise extend the reach of the
There are two types of evaluation plans that must be developed prior to implementing the evaluation initiative. The data collection plan is the initial planning document.
The ROI analysis plan follows the development of the data collection plan, and together they comprise the evaluation strategy.
Intangible benefits are those positive results that either cannot be converted to monetary values or would involve too much time or expense in the conversion to be worth the effort.
In some situations, intangible effects on teamwork, job satisfaction, communication and customer satisfaction are as important as monetary measures.