Dr. Shulagna Sarkar Assistant Professor, Jt. Coordinator – PGDM – HRM IPE, Hyderabad Conceptual...
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Transcript of Dr. Shulagna Sarkar Assistant Professor, Jt. Coordinator – PGDM – HRM IPE, Hyderabad Conceptual...
Dr. Shulagna Sarkar
Assistant Professor ,
Jt. Coordinator – PGDM – HRM
IPE, Hyderabad
Conceptual Developments in Evaluation of Training
Effectiveness & Feedback
EVALUATION OF TRAINING
EFFECTIVENESS
– THE SOLUTION
Why Should A Training Program Be Evaluated?
Identifying the program’s strengths and weaknesses
Assessing whether content, organization, and administration of the program contribute to learning and the use of training content on the job
Distinguishing trainees who benefited most or least from the program
Determining the financial benefits and costs of the programs
Comparing costs and benefits of training versus non-training investments
Comparing costs and benefits of different training programs to choose the best program
ChallengesSetting the right objectives and meeting those
those objectives Communicating outcome expectations to trainers
as well as trainees. Cooperation from each participants and people
involved. Change in Attitude: Shift from evaluation of the
person to evaluation of the correctness of the program
Removing TRAINING WASTE - training that isn't needed is conducted, and the required training or other solution that would be truly beneficial is not even identified.
IntroductionTraining effectivenessTraining effectiveness refers to the benefits that
the company and the trainees receive from training
Training outcomes or criteriaTraining outcomes or criteria refer to measures that the trainer and the company use to evaluate training programs
Training evaluationTraining evaluation refers to the process of collecting the outcomes needed to determine if training is effective
Evaluation designEvaluation design refers to from whom, what, when, and how information needed for determining the effectiveness of the training program will be collected
EvaluationFormative evaluation –Formative evaluation – evaluation conducted to
improve the training processHelps to ensure that:
the training program is well organized and runs smoothly
trainees learn and are satisfied with the programProvides information about how to make the
program better
Summative evaluation –Summative evaluation – evaluation conducted to determine the extent to which trainees have changed as a result of participating in the training program
May also measure the return on investment (ROI) that the company receives from the training program
What can be evaluated
S.M.Israr
Remember 3 Ps
The PlanThe ProcessThe Product – The training
How to evaluate the Plan
Course ObjectivesAppropriate selection of participants
TimeframeTeaching Methods
How to Evaluate the Process
Planning Vs. ImplementationAppropriate participantsAppropriate timeEffective use of timeImparting training according to set objectives
How to Evaluate the Product
Is only evaluation of the product sufficient?TimeUltimately all stages require evaluation
in any caseChanges in effectiveness
Impact AnalysisAchieving TargetsAttracting ResourcesSatisfying Interested Parties
Kirkpatrick’s Four-Level Framework of Evaluation Criteria
LevelLevel CriteriaCriteria FocusFocus
1 Reactions Trainee satisfaction
2 Learning Acquisition of knowledge, skills, attitudes, behavior
3 Behavior Improvement of behavior on the job
4 Results Business results achieved by trainees
Improve Learning Environment
Improve Knowledge/Skill transfer
Check Performance Environment
Check Requirements, Systems and Processes
Only by assessing each level can we yield actionable results
Level 1 – ReactionWas the environment suitable for
learning?
Level 2 - KnowledgeDid they learn anything
Level 3 - BehaviorKSA being used on the job?
Level 4 - ResultsWas it worth it?
Outcomes Used in Evaluating Training Programs: Return on Investment (ROI)
Comparing the training’s monetary benefits with the cost of the trainingdirect costsindirect costsBenefits
Return on Expectations: (ROE)Showing the value of training begins before the
program even starts. The end is the beginning. Value must be created before it can be demonstrated.
"Trainers must begin with desired results and then determine what behavior is needed to accomplish them. Then trainers must determine the attitudes, knowledge, and skills that are necessary to bring about the desired behavior(s). The final challenge is to present the training program in a way that enables the participants not only to learn what they need to know but also to react favorably to the program."
Achieving Targets
ProductivityProcessing TimeProfitOperating CostRates of meeting
deadlinesCost/Income ratio% of tasks
incorrectly done
Level of variation in product
Ability to cope with circumstances
Time to reach job competency
levels of supervision required
Frequency and costs of accidents
CIRO Model Context Input Reaction Outcomes – Immediate, Intermediate and
Ultimate Outcome Cognitive outcomeSkill based outcome Affective outcome
CIPP ModelContent Input ProcessProduct
Hamblin’s Model Reaction Level: It measures the reactions
of the trainees to the content and methods of the training, not the trainer, and to any other factors perceived as relevant. It determines what the trainee thought about the training.
Learning Level: It measures the learning attitude of the trainees during the learning period. It collects information that did the trainees learn what was intended.
Job Behavior Level: The job behavior of the trainees in the work environment at the end of the training period i.e. did the training got transferred to the job?
Effect on the Department: Has the training helped the trainees in improving the department’s performance?
The Ultimate Level: It measures that has the training affected the ultimate well being of the organization in terms of the business objectives.
Kaufman’s Five level Level Evaluation area
1a Enabling Quality input availability like, human and physical resources
1b Reaction Methods, means and process acceptability and efficiency
2 Acquisition Individual and small group mastery and competency
3 Application Individual and small group utilization within the organization
4 Organizational Output
Payoff to the organization
5 Societal Outcomes
Payoff to the society
Outcomes Used in Evaluating Training Programs:
Return on Investment (ROI)Comparing the training’s monetary benefits with the cost of the training
direct costsindirect costsBenefits
Simple ROI = Gains – Investment costs Investment costs• ROI = Learning Experience + Work
Environment = Business Results
Cost of training
Facilitators feesTraining design Course MaterialVideos – Workbooks Facilities rental
(taking into account the opportunity cost)
Equipment rentalsProduction downtime
Savings Fewer errors Reduced customer
turnoverLess equipment downtimeIncreased revenue
collection Faster equipment start –
up time Reduced employee
turnoverHigher workplace morale Reduced recruitment cost Less time loss to grievance
hearings
Factors That Influence the Type of Evaluation Design
The key lies in developing a
Training Plan
Training plan sets the platform for evaluating
training programs.
Thank you…