HR professionals often find it challenging to justify the investment of time and resources into employee training and development schemes. It also falls to the department to evaluate these initiatives and use the findings to make necessary adjustments for improving training courses.
This article, which is divided into three parts, examines techniques for evaluating training programmes and provides valuable information to help pinpoint which procedures are effective and which need to be refined.
Choosing the Right Evaluation Techniques
You must select the evaluation technique that fits your needs before defining the target elements of the process and how it will be conducted.
Here are 7 essential techniques for evaluating training programmes:
1. The Kirkpatrick Model
The Kirkpatrick model is one of the oldest and most widely used techniques for evaluating training programmes. This is because it divides the process into four straightforward steps:
Step 1: Reaction
This involves assessing participants' reactions to the training. At the end of the programme, a survey is conducted to gauge participants' satisfaction with the experience.
Step 2: Learning
This uses assessments to gauge participant knowledge and skills improvement after training.
Step 3: Behaviour
The ideal way to evaluate behavioral changes is to observe performance in the workplace and compare the results of a "360-degree" assessment before and after the training.
Step 4: Results
This step evaluates the impact of the employee training programmes on the company's results, including productivity rates, quality, efficiency, and customer satisfaction.
Experts suggest reversing the process, as the final step is more important than the others. In this case, defining the outcomes you want to achieve and building the rest of the stages around them is best.
The Kirkpatrick model is being significantly uptaken because it offers a logical, four-step methodology that is easy to apply. This helps assess the effectiveness of training and provides a clear picture of the knowledge gained during the experience.
2. The Phillips ROI Model
The expert "Jack Phillips" (Jack Phillips) added a fifth step to the aforementioned Kirkpatrick model. This involves calculating the return on investment (ROI) for training by comparing the programme's costs with the financial returns it generates.
The ROI evaluation for training is positive when the programme's returns exceed its costs. If the opposite happens, then the necessary adjustments must be made to the training programme.
The Phillips model makes it simple to identify areas for improvement.
Example
Let's assume the programme achieved positive results only in steps 1 and 2 of the evaluation process. This means trainees enjoyed the experience (step 1) and acquired new skills and knowledge according to post-training test results (step 2). Still, no behavioural changes were seen in the workplace (step 3).
Upon investigating the matter, you might find that management doesn't encourage employees to apply their new skills in the workplace. Requiring managers to support the training can resolve this issue and increase the ROI.
3. Kaufman's Model
The Kaufman model is also considered a refined version of the Kirkpatrick methodology, consisting of the following steps:
Step 1A
Evaluate the resources invested in the training programme. This includes the time and costs of preparing the materials.
Step 1B
Evaluate participants' reactions to the training programme.
Step 2
Evaluate the programme's effectiveness in achieving individual and small team goals.
For example, did individuals acquire new skills? This step assesses the benefits of the training at a personal level.
Step 3
Evaluate the practical outcomes of the benefits from step 2.
For instance, are employees applying the acquired skills at work?
Step 4
Evaluate results at the company level. This includes, for example, the extent of profit increases and cost reductions.
Step 5
Evaluate the effectiveness of employee training programmes at a societal level.
For example, did the programme help to improve the company's ability to serve its customers and the wider community?
The Kaufman model is better than Kirkpatrick's in the first step. It allows for calculating the programme's ROI by comparing the training's benefits with the resources invested in it. The ROI helps convince company leaders to approve the budget and resources needed for the training.
You may find applying the model challenging, particularly when working on the fifth step.
4. Anderson's Model
Most training managers prefer this model because it allows them to prioritise the company's business strategy. A company flourishes and grows when its employee training programmes support its strategic priorities.
Here is an example that demonstrates the principle of the Anderson model:
A private healthcare institution has enough staff and equipment to accommodate 100 patients. The training department manager creates a programme to boost the marketing team's ability to attract more patients.
If the training successfully achieves its goals and many new patients are admitted, the institution could exceed its capacity. This would negatively impact the quality of healthcare services patients receive and, as a result, cause the institution to lose its reputation.
On the other hand, a training programme could be implemented to impart the information and skills that the staff need to avoid material waste and reduce costs. This would increase work efficiency and ensure that strategic priorities are met.
Here are three steps to apply the Anderson model:
Step 1
Compare the goals of current training programmes with the company's strategic priorities.
Returning to the healthcare institution example, a conflict is noted between the training programme to increase the number of patients and the strategic priorities of providing high-quality healthcare services.
Step 2
Evaluate the training's contribution to achieving the desired strategic outcomes.
For example, the results of a nursing training programme aimed at reducing waste can be evaluated by calculating the percentage of cost savings on materials within the healthcare institution.
Step 3
Determine the appropriate methodology for the company and calculate and evaluate the ROI on the training.
This final step depends on the company's work methodology. For example, you can compare the contribution calculated in step 2 with the amount of resources invested in the training. Some may choose to verify the achievement of the desired goals and outcomes, such as reducing costs by a certain percentage.
In Summary
Companies need to evaluate the results of training programmes and verify their effectiveness in achieving desired goals. Part one of the article presented four effective techniques for evaluating employee training programmes and assessing their contribution to achieving desired objectives. We will continue what remains in the second part.
