Evaluating training is rare in the corporate world.
Businesses often start and stop ~ if it happens at all ~ somewhere between staff attendance and the so-called ‘smile sheets‘ participants complete at the end of training.
Extensive research work has been done on evaluating training overall; however, the evaluation of workplace training is still a new field. Yet the need to prove the return on the investment in workplace training continues to be critical to business. (Richard Griffin 2011)
In Canada and beyond, managers often cite lack of time as the barrier to evaluating training. They stop at the smile sheets that ask participants if they enjoyed the training. (Brown, Martin McCracken 2009, Tozman 2012)
If their field isn’t training, managers may not even know that training can be measured ~ learner reaction to it, skills and knowledge gained, transfer of those skills and knowledge on the job, and training’s effect on the bottom line.
Kirkpatrick’s model shows you have to process the evaluation in order. If all your workplace does is ask staff to report on their reaction of the training and staff don’t use their skills on the job, you don’t know what happened. Did the staff gain skills and not use them? Was the training ineffective? You’re missing a piece of the puzzle and wasting resources.
Considering the thousands of dollars invested in consulting dollars and staff time spent in training, don’t you think businesses should be taking a closer look at their investment?
Please send this link to anyone you know who may be looking at asking a staff subject matter expert or hiring a consultant to prepare or facilitate training. Why isn’t evaluating training part of the learning system or training plan? You could be flushing your business’ hard earned cash the next time your staff steps into the classroom and signs up for online training.