hi can somebody plzzzzz help me out with methods to evaluate the employees who have undergone training on different skills like communication, leadership, presentation etc. etc. regards
From India, Hyderabad
4From India, Hyderabad
Hi,
This link wud be useful for knowing more about performance apparaisal
http://umn.edu#reason
From India, Bharat
This link wud be useful for knowing more about performance apparaisal
http://umn.edu#reason
From India, Bharat
METHODS OF EVALUATION OF THE TRAINEES.
I appreciate your idea of evaluating the employees after
they have received the training.
One must remember that the learning outcome of an employee
is affected by a number of factors
-learning abillity / attitude of the employee himself/herself.
-other factors outside his/her control.
=========================================
HENCE IT WOULD BE USEFUL , AT FIRST,
-CONDUCT A TRAINER'S ASSESSMENT , PRE- TRAINING
BY YOURSELF / YOUR BOSS.
----------------------------------------------
-CONDUCT AN ''TRAINER'S'' EVALUATION FOR A
TRAINING PROGRAM
BY THE PARTICIPANTS.
--------------------------------------------------
-CONDUCT AN ''TRAINING COURSE '' EVALUATION FOR A
TRAINING PROGRAM
BY THE PARTICIPANTS.
THESE ANALYSES COULD REVEAL GAPS , WHICH COULD
HAVE AFFECTED THE TRAINING AND HENCE THE LEARNING.
================================================== ======
NOW WE COME TO THE EVALUATION OF THE EMPLOYEES
THEMSELVES.
The COMPETENCES STANDARDS forms a basis for evaluation .The basis of evaluation and the METHOD of collection of information necessary for evaluation should be determined at the planning stage.
The process of training evaluation is an attempt to obtain information on the effects of training performance and to assess the value of training in the light of that information.”
1.LEARNING --KNOWLEDGE OF THE SUBJECT
-this could be evaluated using a questionnaire on the subject matter
1. 4/5 weeks after the program
2.12/13 weeks after the program.
BY HR / THE DEPARTMENT MANAGER
------------------------------------------------------------------
2. BEHAVIOR ON THE JOB--USING COMPETENCE STANDARDS
-take the competence standards developed prior to training program
and conduct a fresh evaluation / do comparison between
pre/post training programs.
1. 4 weeks after the program.
2. 8 weeks after the program
3. 12 weeks after the program.
-IF competence standards was developed prior to training program
and then conduct a fresh evaluation / use it for comparison
for the future.
BY THE DIRECT BOSS OF THE PARTICIPANTS
[SUPERVISORS / MANAGERS ]
----------------------------------------------------------------------
3.IMPACT ON THE BUSINESS OVER THE NEXT 6 MONTHS.
This evaluation measures the use of training, learning and change in the job behavior
of the department/organization in the form of
SALES
-increased sales turnover
-increased sales of some productlines
-increased gross margins
-more customers gained
etc
PRODUCTION
-increased production
-improved productivity
-improved quality
-decreased cost per unit
etc
BY HR / DEPARTMENTAL MANAGERS
----------------------------------------------------------------------------------------------
4. GENERAL / HR FACTORS
-IMPACT ON THE MORALE OF THE PARTICIPANTS
-IMPACT ON THE TEAMWORK OF THE PARTICIPANTS
-IMPACT ON THE COORDINATION AMONG THE PARTICIPANTS.
-ALIGNMENT WITH COMPANY OBJECTIVES / STRATEGY
This should be conducted by HR,
-discussion with participants , randomly selected, individually or group,
5/6 weeks after the program.
THE HR SHOULD ALSO CONDUCT --ROI
COST / BENEFIT ANALYSIS.
regards
LEO LINGHAM
From India, Mumbai
I appreciate your idea of evaluating the employees after
they have received the training.
One must remember that the learning outcome of an employee
is affected by a number of factors
-learning abillity / attitude of the employee himself/herself.
-other factors outside his/her control.
=========================================
HENCE IT WOULD BE USEFUL , AT FIRST,
-CONDUCT A TRAINER'S ASSESSMENT , PRE- TRAINING
BY YOURSELF / YOUR BOSS.
----------------------------------------------
-CONDUCT AN ''TRAINER'S'' EVALUATION FOR A
TRAINING PROGRAM
BY THE PARTICIPANTS.
--------------------------------------------------
-CONDUCT AN ''TRAINING COURSE '' EVALUATION FOR A
TRAINING PROGRAM
BY THE PARTICIPANTS.
THESE ANALYSES COULD REVEAL GAPS , WHICH COULD
HAVE AFFECTED THE TRAINING AND HENCE THE LEARNING.
================================================== ======
NOW WE COME TO THE EVALUATION OF THE EMPLOYEES
THEMSELVES.
The COMPETENCES STANDARDS forms a basis for evaluation .The basis of evaluation and the METHOD of collection of information necessary for evaluation should be determined at the planning stage.
The process of training evaluation is an attempt to obtain information on the effects of training performance and to assess the value of training in the light of that information.”
1.LEARNING --KNOWLEDGE OF THE SUBJECT
-this could be evaluated using a questionnaire on the subject matter
1. 4/5 weeks after the program
2.12/13 weeks after the program.
BY HR / THE DEPARTMENT MANAGER
------------------------------------------------------------------
2. BEHAVIOR ON THE JOB--USING COMPETENCE STANDARDS
-take the competence standards developed prior to training program
and conduct a fresh evaluation / do comparison between
pre/post training programs.
1. 4 weeks after the program.
2. 8 weeks after the program
3. 12 weeks after the program.
-IF competence standards was developed prior to training program
and then conduct a fresh evaluation / use it for comparison
for the future.
BY THE DIRECT BOSS OF THE PARTICIPANTS
[SUPERVISORS / MANAGERS ]
----------------------------------------------------------------------
3.IMPACT ON THE BUSINESS OVER THE NEXT 6 MONTHS.
This evaluation measures the use of training, learning and change in the job behavior
of the department/organization in the form of
SALES
-increased sales turnover
-increased sales of some productlines
-increased gross margins
-more customers gained
etc
PRODUCTION
-increased production
-improved productivity
-improved quality
-decreased cost per unit
etc
BY HR / DEPARTMENTAL MANAGERS
----------------------------------------------------------------------------------------------
4. GENERAL / HR FACTORS
-IMPACT ON THE MORALE OF THE PARTICIPANTS
-IMPACT ON THE TEAMWORK OF THE PARTICIPANTS
-IMPACT ON THE COORDINATION AMONG THE PARTICIPANTS.
-ALIGNMENT WITH COMPANY OBJECTIVES / STRATEGY
This should be conducted by HR,
-discussion with participants , randomly selected, individually or group,
5/6 weeks after the program.
THE HR SHOULD ALSO CONDUCT --ROI
COST / BENEFIT ANALYSIS.
regards
LEO LINGHAM
From India, Mumbai
Hello,
Leo the information you've given is very knowledgable, but i would like to ask do you have any such formats you could provide us with. For eg. Formats for pre training evaluation, trainer's evaluation and post training evaluation. Also their score card.
Also please I would love it you could suggest some books or sites which could give us some core information, i.e. practical information that can be used. like citehr
Also can u sugest some online or any other course which would be a bench mark in training and development.
Am very eager to hear back from you.
Ciao,
Vinisha
From India, Mumbai
Leo the information you've given is very knowledgable, but i would like to ask do you have any such formats you could provide us with. For eg. Formats for pre training evaluation, trainer's evaluation and post training evaluation. Also their score card.
Also please I would love it you could suggest some books or sites which could give us some core information, i.e. practical information that can be used. like citehr
Also can u sugest some online or any other course which would be a bench mark in training and development.
Am very eager to hear back from you.
Ciao,
Vinisha
From India, Mumbai
Dear Leo,
Your information is amazing. Thank you very very much.
Would like to add some more information I found.
Evaluate training and development
• Regularly evaluate single training events and employee development strategies
• Use the acronym CIRO to ensure that all the components of evaluation are carried out
• Tailor evaluation methods to learning objectives
At the organisational level, the purpose of evaluation is to measure how successful employee development strategy has been. This specifically looks at whether set objectives have been achieved.
What is evaluation?
Evaluation can occur at two levels: at the organisational level and for single events such as a training programme.
At the organisational level, the purpose of evaluation is to measure how successful employee development strategy has been. This specifically looks at whether set objectives have been achieved.
Employee development strategies are usually scaled according to sector and size of the organisation. The introduction of an induction programme might be the aim of a smaller organisation, while a larger company might be looking at a wealth of schemes and training initiatives. Any programme that requires management time and cost should be regularly evaluated.
At the single event level, the purpose of evaluation is to assess how that particular event fits into the overall training cycle, which is a series of sequential steps that businesses need to go through in order to deliver effective training and development.
The four components of evaluation
Adopting the CIRO approach to evaluation gives employers a model to follow when conducting training and development assessments. Employers should conduct their evaluation in the following areas:
C-context or environment within which the training took place
I-inputs to the training event
R-reactions to the training event
O-outcomes
A key benefit of using the CIRO approach is that it ensures that all aspects of the training cycle are covered.
Context
Evaluation here goes back to the reasons for the training or development event or strategy. Employers should look at the methods used to decide on the original training or development specification. Employers need to look at how the information was analysed and how the needs were identified.
Inputs
Evaluation here looks at the planning and design processes, which led to the selection of trainers, programmes, employees and materials. Determining the appropriateness and accuracy of the inputs is crucial to the success of the training or development initiative. If, for example, the wrong types of learners were chosen to attend a customer care National Vocational Qualification programme this would be a waste of time and money for the organisation.
Reactions
Evaluation methods here should be appropriate to the nature of the training undertaken. Employers may want to measure the reaction from learners to the training and to assess the relevance of the training course to the learner’s roles. Indeed assessment might also look at the content and presentation of the training event to evaluate its quality.
Outcomes
Employers may want to measure the levels at which the learning has been transferred to the workplace. This is easier where the training is concerned with hard and specific skills - this would be the case for a train driver or signal operator but is harder for softer and less quantifiable competencies including behavioural skills. If performance is expected to change as a result of training, then the evaluation needs to establish the initial performance level of the learner.
In addition to evaluating the context, inputs, reactions and outcomes to training and development, employers must continuously measure the costs. A cost/benefit analysis is usually conducted prior to committing to any training initiatives. Costs must be monitored to ensure that they don't scale over budget.
Evaluation methods
There are a range of evaluation methods that can be used. These range from learner feedback through discussions, surveys and questionnaires to more rigorous testing methods. The method must be appropriate to the learning objective. Timing is important. The greater the time delay between the training event and evaluation, the less reliable the results are likely to be, since there will be a range of factors other than the training, which may well have had an effect on the outcomes.
Learning objectives : Possible methods
Acquisition of factual knowledge : Written or verbal tests
Application of knowledge : Practical tests, direct observation of the learner
Interpersonal skills : Direct observation of the individual interacting with others
Technical skills : Practical tests
When should evaluation occur?
Evaluation should be carried out at the last stage of the training and development cycle but appropriate methods should be used as an integral part of every stage of the cycle.
Get more information from
http://yourpeoplemanager.com <link updated to site home>
http://www.managementhelp.org/trng_d...e/evaluate.htm
From India, Mumbai
Your information is amazing. Thank you very very much.
Would like to add some more information I found.
Evaluate training and development
• Regularly evaluate single training events and employee development strategies
• Use the acronym CIRO to ensure that all the components of evaluation are carried out
• Tailor evaluation methods to learning objectives
At the organisational level, the purpose of evaluation is to measure how successful employee development strategy has been. This specifically looks at whether set objectives have been achieved.
What is evaluation?
Evaluation can occur at two levels: at the organisational level and for single events such as a training programme.
At the organisational level, the purpose of evaluation is to measure how successful employee development strategy has been. This specifically looks at whether set objectives have been achieved.
Employee development strategies are usually scaled according to sector and size of the organisation. The introduction of an induction programme might be the aim of a smaller organisation, while a larger company might be looking at a wealth of schemes and training initiatives. Any programme that requires management time and cost should be regularly evaluated.
At the single event level, the purpose of evaluation is to assess how that particular event fits into the overall training cycle, which is a series of sequential steps that businesses need to go through in order to deliver effective training and development.
The four components of evaluation
Adopting the CIRO approach to evaluation gives employers a model to follow when conducting training and development assessments. Employers should conduct their evaluation in the following areas:
C-context or environment within which the training took place
I-inputs to the training event
R-reactions to the training event
O-outcomes
A key benefit of using the CIRO approach is that it ensures that all aspects of the training cycle are covered.
Context
Evaluation here goes back to the reasons for the training or development event or strategy. Employers should look at the methods used to decide on the original training or development specification. Employers need to look at how the information was analysed and how the needs were identified.
Inputs
Evaluation here looks at the planning and design processes, which led to the selection of trainers, programmes, employees and materials. Determining the appropriateness and accuracy of the inputs is crucial to the success of the training or development initiative. If, for example, the wrong types of learners were chosen to attend a customer care National Vocational Qualification programme this would be a waste of time and money for the organisation.
Reactions
Evaluation methods here should be appropriate to the nature of the training undertaken. Employers may want to measure the reaction from learners to the training and to assess the relevance of the training course to the learner’s roles. Indeed assessment might also look at the content and presentation of the training event to evaluate its quality.
Outcomes
Employers may want to measure the levels at which the learning has been transferred to the workplace. This is easier where the training is concerned with hard and specific skills - this would be the case for a train driver or signal operator but is harder for softer and less quantifiable competencies including behavioural skills. If performance is expected to change as a result of training, then the evaluation needs to establish the initial performance level of the learner.
In addition to evaluating the context, inputs, reactions and outcomes to training and development, employers must continuously measure the costs. A cost/benefit analysis is usually conducted prior to committing to any training initiatives. Costs must be monitored to ensure that they don't scale over budget.
Evaluation methods
There are a range of evaluation methods that can be used. These range from learner feedback through discussions, surveys and questionnaires to more rigorous testing methods. The method must be appropriate to the learning objective. Timing is important. The greater the time delay between the training event and evaluation, the less reliable the results are likely to be, since there will be a range of factors other than the training, which may well have had an effect on the outcomes.
Learning objectives : Possible methods
Acquisition of factual knowledge : Written or verbal tests
Application of knowledge : Practical tests, direct observation of the learner
Interpersonal skills : Direct observation of the individual interacting with others
Technical skills : Practical tests
When should evaluation occur?
Evaluation should be carried out at the last stage of the training and development cycle but appropriate methods should be used as an integral part of every stage of the cycle.
Get more information from
http://yourpeoplemanager.com <link updated to site home>
http://www.managementhelp.org/trng_d...e/evaluate.htm
From India, Mumbai
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