Evaluating Training and Development

Vijay Kumar NAYAK MBA/108622

Training Evaluation
The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.

What do you mean by evaluation of training

Evaluation is the process for collecting, analyzing, and reporting information useful to decision makers in selecting amongst alternatives the process of providing feedback to trainers about the effectiveness of their training

evaluation should try to find answers to three questions. Is the training program effective in achieving its goals. what are the deficiencies in the program. How can the deficiencies be remedied?

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

 Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly. Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.

Process of Training Evaluation

 Before Training: The learner's skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.

 During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals After Training: It is the phase when learners skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase.

Evaluation of T&D :
Evaluation of T&D Effective criteria used to evaluate Training focus on outcomes:1- the Reaction by trainees to the training content and process. 2- the Knowledge or learning acquired through the training experience. 3- change in Behavior that result from the training. 4- Measurable Results or Improvements in the individuals or the organization, such as lower turnover, fewer accidents or less absenteeism.

Training Evaluation Criteria

Reaction

Organizational results

Training Evaluation Criteria

Behaviour

Knowledge

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REACTION
Organizations evaluate the re action level of trainees by conducting interviews or by administering questionnaires to the trainees. A reaction-level measure could be gathered by having the managers complete a survey that asked them to rate the value of the training, the style of the instructors, and the usefulness of the training to them. However, the immediate reaction may measure only how much the people liked the training rather than how it benefited them.

LEARNING
Learning levels can be evaluated by measuring how well trainees have learned facts, ideas, concepts, theories, and attitudes. Tests on the training material are commonly used for evaluating learning and can be given both before and after training to compare scores. To evaluate training courses at some firms, test results are used to determine how well the courses have provided employees with the desired content.

BEHAVIOR
Training at the behavioral level involves:(1) measuring the effect of training on job performance through interviews of trainees and their coworkers (2) observing job performance. Behavior is more difficult to measure than reaction and learning. Even if behaviors do change, the results that management desires may not be obtained.

RESULTS
Employers evaluate results by measuring the effect of training on the achievement of organizational objectives. Because results such as productivity, turnover, quality, time, sales, and costs are relatively concrete, this type of evaluation can be done by comparing records before and after training The difficulty with measuring results is pinpointing whether it actually was training that caused the changes in results. Other factors may have had a major impact as well.

Training Evaluation Steps

Evaluation criteria

Pre-test

Trained or Developed Workers

Post-test

Transfer to the Job

Follow-up Studies

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Benefits to Evaluation
Training budget may increase Morale may soar Job security may be raised Increased respect from upper management More control in future projects Reduce or eliminate ineffective training programs

Techniques of Evaluation
The various methods of training evaluation are: Observation Questionnaire

Interview
Self diaries

Self recording of specific incidents

Who Is Evaluated
Trainees Supervisors Managers Co-workers Guests Suppliers Peers Upper management

Evaluation Criteria
Content design Competence of the trainer Trainees knowledge Trainees skills Trainees attitudes Organization Facilities Attitudes of instructor Degree of verbal communication Appropriateness of nonverbal communication

Mid-Program Evaluations
Tests Case studies Role-plays Simulations Demonstrations

End-of-Program Evaluations
Review content Encourage questions Invite trainees to voice concerns Encourage self-assessment