Evaluating the Effectiveness of Training
When an organization, through the Human Resource Department, plans training and development of its employees, they expect these training to improve the skills and hence the productivity of the employees. Furthermore, they expect that the retention rate of employees gets lowered and that the overall brand of the company is improved. Numerous companies all over the world invest a lot of their resources into the training and development of employees as well as managers. Besides training to enhance knowledge and skills, it is essential that companies measure the effectiveness of their training as a way of improving the engagement and retention of employees. Measuring the results of previous training also acts as a guide in the planning of future training. The growing focus on the importance of employees who are continuously learning and developing pushes businesses to develop methods that measure the efficiency of employee training initiatives. There are four techniques of training evaluation that are most used by companies: Kirkpatrick Model, The Phillips ROI Model, Kaufman’s Five Levels of Evaluation and Anderson’s Model of Learning Evaluation.
Kirkpatrick’s model of training evaluation is one of the oldest methods but still one of the most incorporated. It divides the evaluation process into four levels: reaction, learning, behavior and results (Kirkpatrick, 2009). The first level is the evaluation of the employees’ response to training. It is measured immediately after training, where employees are asked to take part in a survey based on their level of satisfaction with the training. The second level measured the concepts learned in training. The employees are engaged in assessments that measure the change in their knowledge and skills after the training session. The third level involves assessing the presence or absence of a behavioral change. In case there is a change, the extent of the change is also determined. This assessment is best done through workplace observation and the comparison of 360-degree reviews before and after the training. The last level involves the evaluation of the effect of the training on business results. Factors such as efficiency, productivity, customer satisfaction and quality are evaluated. Using this model, organizations can decide on which levels give them better evaluation results and focus on just those.
The Phillips ROI Model resembles Kirkpatrick’s model but has an additional step, the evaluation of the program’s Return on Investment (ROI). It involves measures the difference between the cost of training and the benefits of the training. When the results of training are more than the cost of training, then the organization has achieved a positive ROI; hence the program was a success. When the ROI is negative, then the organization needs to evaluate the training program as well as each level that was evaluated, and determine the areas that need improvement. Once the problem areas are fixed, then the organization will be able to achieve a positive ROI.
Kaufman’s model is also similar to Kirkpatrick’s model of training evaluation but has incorporated more steps. The first step is divided into two where the organization first measures the resources put into the training program such as financial and time resources then evaluates the reactions of the employees to the training session (Kirkpatrick, 2009). The second step focuses on individual employees and whether the training session’s objectives were achieved, such as enhancement of skills. The third step assesses whether the employees, in their daily work activities, are implementing the skills obtained. The fourth step measures the overall benefit of the training on the business. Factors such as increased profits, increased productivity and reduction of costs are evaluated. The fifth and final step assesses how practical the training has been in benefiting society as a whole or the organization’s customers. This model adds steps that are very crucial as the benefits are evaluated in a broader scope.
Anderson’s model focuses on how training sessions contribute to the strategic goals of an organization. Therefore, through it, managers are able to prioritize their strategies in training, which translate into the overall success of the organization. It comprises of three parts. The first stage compared the goals of the training with the strategic objectives of the organization. If there is a disparity, then the goals of the training are evaluated and adjusted to meet the strategic goals of the organization. The second step involves assessing the contribution that the training has made to the strategic results. This further ensures that the training aims to help the organization realize its strategic goals. Finally, the third stage involves determining the ROI, which then dictates whether the organization evaluates its training program or continues with it.
Organizations take their employees through training programs as a response to problems concerning the quality of work, performance level and the motivation level of employees or in the case of a change in the work system. Training goals are developed and then the effectiveness of the training measured in terms of the benefits that accrue. The method of training evaluation incorporated by an organization provides feedback as well as adequate information on the effectiveness of a training program as well as the parts of the program that are ineffective (AlYahya & Norsiah, 2013). Using this information, organizations can sufficiently address the shortcomings through evaluating aspects of the training program as well as the implementations process. Evaluation methods also enable managers to discover gaps in the sessions that need to be filled. They can then improve the training, find better trainers or completely change the program. Managers should also engage employees in addressing ineffective training, as they know what works best for them. Filling these gaps with the aid of employees and aligning them with the overall goals of the organization will improve the effectiveness of training programs.
Training aims to improve individual and group efficiency, which translates into the effectiveness of the whole organization. It is thus essential to analyze the efficiency of training programs and ensure that the intended goals have been realized. Based on the training program I recommended for GameStop, the best measurement for its effectiveness would be the Phillips ROI Model as it covers both the application and implementation of the training. Therefore, managers can quickly determine whether the training programs lacked in its application or implementation. Managers should eventually ensure that they utilize the feedback they acquire from the evaluation methods and decide on the best way to improve employee training.
References
AlYahya, M. S., & Norsiah, B. M. (2013). Evaluation of effectiveness of training and development: The Kirkpatrick model. Asian Journal of Business and Management Sciences, 2(11), 14-24.
Kaufman, R., & Keller, J. M. (1994). Levels of evaluation: beyond Kirkpatrick. Human Resource Development Quarterly, 5(4), 371-380.
Kirkpatrick, D. L. (2009). Evaluating Training Programs: The Four Levels: Easyread Edition. ReadHowYouWant. com