Training programs are abundant these days and can be a significant expense for an organization. It is important for companies to assess training programs to ensure they wisely invest resources to develop their workforce and stay competitive in the market.
Assessing your training programs will help you determine their effectiveness, impact, and value for your employees and organization. When evaluating training programs, ask yourself: “What is the goal of the training? To what extent is this goal being met?”
You may discover a need to assess training programs on multiple levels, ranging from trainees' reactions to the training's impact on business results. Consider using the four-level structure outlined by Donald Kirkpatrick in his book "Evaluating Training Programs". "The Kirkpatrick Model" is the most recognized and widely used training evaluation model globally. Here we take a look at the model’s four levels and how one might use them to assess their company's training:
Level 1: Reaction. This level measures the participants' reaction to the training experience. After the training session, ask the following questions: ”Did the facilitator keep the group's attention? Did participants enjoy the exercises? Would they recommend that others take this workshop? Was the training room comfortable?” Responding to the feedback can help your trainers create engaging programs and develop stronger facilitation skills.
Level 2: Learning. When evaluating training at the learning level, assess whether the participants acquired new skills and knowledge and/or changed their attitudes as a result of the training. Ask questions that pertain to the training’s focus such as: "How much of our sales volume is attributed to each of our top ten customers? Which new products were introduced in the past six months? Who should you call if you have questions about the benefits offered by the company? Do you believe it is important to expand our diversity outreach efforts?" If scores on a post-test are higher than those on a pre-test, you can see that some learning has occurred.
Level 3: Behavior. Supervisors’ observations, 360 feedback surveys and/or employee surveys can be used to assess behavioral change. Remember, If you don't see the behavior change you hoped for, it may result from something outside the training program. Once an employee returns to the work environment, many factors must come together to support the behavior change, including the manager's role modeling and support, rewards (both formal and informal), and a climate that promotes trying out new behavior.
Level 4: Results. Another way to measure the impact of your training programs is to establish their direct link with business results. If you can show that training reduces operating costs, improves profits, reduces turnover, or speeds cycle time, then your training has a definite business payback.
When designing your next training program, involve your managers and top performers and begin by determining the behaviors that will produce the results, attitudes, and skills needed by your organization. Focus on the Level 4 results you want, and work backward from there to design program content. Lastly, build a program that is dynamic and engaging and will produce a positive reaction in participants.