SIMPLE METHOD FOR TRAINING EVALUATION:
I ll suggest sme points.
1.Before starting any training u hv to make the questionnare Pre and post training questionnare.( Questionnare should be same for both)
2.Take the xmas before training.
3.Take the xmas after training.
4.Prepare score card and set your parameters (see attachment Training Evaluation)
5.U hv to arrange retraining for non performer and partial performer
6.Take rating basis feedback form.evaluate the trainer as well as emp on the basis of mentioned tool in feedback form.
7.Start Level 2 evaluation with the help of dept head after one month of training.conduct a meeting with Head and emps and take feedback of the training.
Areas of Concern
Reactions.
Learning.
Job Behaviour.
Organisational Impact.
Additional Outcome
4 Level Training Outcomes
Given by Donald Kirkpatrick
Kirkpatrick’s model includes four levels or steps of outcome evaluation:
• Level 1 Evaluation—Reaction
• Level 2 Evaluation—Learning
• Level 3 Evaluation—Behavior
• Level 4 Evaluation—Results
Assumptions
Evaluations are definitive.
Evaluation equals effectiveness.
Trainers are accountable for Effectiveness.
Level 4 evaluation is superior.
You just have to measure it.
Training Impact Tree
Identify the Organization's Values and Practices.
Identify Skills, Knowledge & Attitudes.
Define the scope & purpose of evaluation.
Quality Delivery & Retention of Training.
How well training cuts deficiencies in a particular workgroup.
Usefulness of Parallel Training for Managers & their Staff.
Variables in the work environment that discourage or facilitate the effect of training.
From India, Pune
72I ll suggest sme points.
1.Before starting any training u hv to make the questionnare Pre and post training questionnare.( Questionnare should be same for both)
2.Take the xmas before training.
3.Take the xmas after training.
4.Prepare score card and set your parameters (see attachment Training Evaluation)
5.U hv to arrange retraining for non performer and partial performer
6.Take rating basis feedback form.evaluate the trainer as well as emp on the basis of mentioned tool in feedback form.
7.Start Level 2 evaluation with the help of dept head after one month of training.conduct a meeting with Head and emps and take feedback of the training.
Areas of Concern
Reactions.
Learning.
Job Behaviour.
Organisational Impact.
Additional Outcome
4 Level Training Outcomes
Given by Donald Kirkpatrick
Kirkpatrick’s model includes four levels or steps of outcome evaluation:
• Level 1 Evaluation—Reaction
• Level 2 Evaluation—Learning
• Level 3 Evaluation—Behavior
• Level 4 Evaluation—Results
Assumptions
Evaluations are definitive.
Evaluation equals effectiveness.
Trainers are accountable for Effectiveness.
Level 4 evaluation is superior.
You just have to measure it.
Training Impact Tree
Identify the Organization's Values and Practices.
Identify Skills, Knowledge & Attitudes.
Define the scope & purpose of evaluation.
Quality Delivery & Retention of Training.
How well training cuts deficiencies in a particular workgroup.
Usefulness of Parallel Training for Managers & their Staff.
Variables in the work environment that discourage or facilitate the effect of training.
From India, Pune
Hai
Good one.his should be done at regular intervals after the training program like immediately after the training,after 3 months,after 6 months...so on...then only the effectiveness can be known
Mithun
From India, Mumbai
Good one.his should be done at regular intervals after the training program like immediately after the training,after 3 months,after 6 months...so on...then only the effectiveness can be known
Mithun
From India, Mumbai
Dear Mithunn ya definately,u can check effectiveness at the regular intervals.....abso ryt...nd thanx for comments
From India, Pune
From India, Pune
Dear Mr.Abhishek,
Thanks for your nice matrix for Training effectiveness..
How it can be applied for Soft Skills Training & Behavioral training.Since all this would be a intangible , How it will demonstrate us as performer/non-performer
Kindly explain
Gobinath
I ll suggest sme points.
1.Before starting any training u hv to make the questionnare Pre and post training questionnare.( Questionnare should be same for both)
2.Take the xmas before training.
3.Take the xmas after training.
4.Prepare score card and set your parameters (see attachment Training Evaluation)
5.U hv to arrange retraining for non performer and partial performer
6.Take rating basis feedback form.evaluate the trainer as well as emp on the basis of mentioned tool in feedback form.
7.Start Level 2 evaluation with the help of dept head after one month of training.conduct a meeting with Head and emps and take feedback of the training.
Areas of Concern
Reactions.
Learning.
Job Behaviour.
Organisational Impact.
Additional Outcome
4 Level Training Outcomes
Given by Donald Kirkpatrick
Kirkpatrick’s model includes four levels or steps of outcome evaluation:
• Level 1 Evaluation—Reaction
• Level 2 Evaluation—Learning
• Level 3 Evaluation—Behavior
• Level 4 Evaluation—Results
Assumptions
Evaluations are definitive.
Evaluation equals effectiveness.
Trainers are accountable for Effectiveness.
Level 4 evaluation is superior.
You just have to measure it.
Training Impact Tree
Identify the Organization's Values and Practices.
Identify Skills, Knowledge & Attitudes.
Define the scope & purpose of evaluation.
Quality Delivery & Retention of Training.
How well training cuts deficiencies in a particular workgroup.
Usefulness of Parallel Training for Managers & their Staff.
Variables in the work environment that discourage or facilitate the effect of training.[/quote]
From India, Madras
Thanks for your nice matrix for Training effectiveness..
How it can be applied for Soft Skills Training & Behavioral training.Since all this would be a intangible , How it will demonstrate us as performer/non-performer
Kindly explain
Gobinath
I ll suggest sme points.
1.Before starting any training u hv to make the questionnare Pre and post training questionnare.( Questionnare should be same for both)
2.Take the xmas before training.
3.Take the xmas after training.
4.Prepare score card and set your parameters (see attachment Training Evaluation)
5.U hv to arrange retraining for non performer and partial performer
6.Take rating basis feedback form.evaluate the trainer as well as emp on the basis of mentioned tool in feedback form.
7.Start Level 2 evaluation with the help of dept head after one month of training.conduct a meeting with Head and emps and take feedback of the training.
Areas of Concern
Reactions.
Learning.
Job Behaviour.
Organisational Impact.
Additional Outcome
4 Level Training Outcomes
Given by Donald Kirkpatrick
Kirkpatrick’s model includes four levels or steps of outcome evaluation:
• Level 1 Evaluation—Reaction
• Level 2 Evaluation—Learning
• Level 3 Evaluation—Behavior
• Level 4 Evaluation—Results
Assumptions
Evaluations are definitive.
Evaluation equals effectiveness.
Trainers are accountable for Effectiveness.
Level 4 evaluation is superior.
You just have to measure it.
Training Impact Tree
Identify the Organization's Values and Practices.
Identify Skills, Knowledge & Attitudes.
Define the scope & purpose of evaluation.
Quality Delivery & Retention of Training.
How well training cuts deficiencies in a particular workgroup.
Usefulness of Parallel Training for Managers & their Staff.
Variables in the work environment that discourage or facilitate the effect of training.[/quote]
From India, Madras
Dear Abhi
Any evaluation carried out at the end of a trainng program does not bring thre real impact. It would be an emotional one. The impact can be measured at the work situation and attitudanal/ skill change of the participants through a well structured statistical survey. The support of the participants supervisor is vital .
A feed back form given at the end of the training program will not convey any thing . It can give extreme emotions. I have carried a large number of evaluations in orporate organnizations based on statristical sampling. Best Wishes
A. Educational
v Ph.D. (Management)
v M.Phil(Statistics)
v M.Sc(Psychology)*
v Master’ Degree in Statistics ( MysoreUniversity)
v Master’s Degree in Public Administration( MadrasUniversity
v Master’s Degree (Distance Education-IGNOU)
v Master’s Degree ( Rural Development)
v DDE(IGNOU)
v PGD in Operation Research & SQC (ISI)
B Participated in M.D.P. of:
v Indian Institute of Management, Ahmedabad
v Indian Institute of Management, Bangalore
v Indian Institute of Management, Calcutta
v Administrative StaffCollege, Hyderabad
v XLRI, Jamshedur/Indian Institute for Public Administration, New Delhi
v School of BusinessManagementUniversity of Hawaii, Honolulu (USA)
C Professional Training / Research/Consultancy
v Marketing Management
v Management Information Systems (MIS), Six Sigma
v Distribution Management / Logistics Systems
v Rural Marketing / Agricultural Marketing
v Quantitative Techniques / Operations Research
v Human Resources Development / Management
v Business Policy / Corporate Management / Strategic Management/Soft- Skills
D Major Assignments
v Research Fellow (Sr. Professor of International Study at WestCenter, Honolulu, Hawaii (USA) on four the and half year study on “Fertilizer Marketing Systems” in South East Asian Countries.
v Associated with the “Study on Urban Employment Generation” Sponsored by World Bank.
v FAO / Bay of Bengal project “Development of Micro Enterprises” *Australia India International Education Foundation. Australia- India Higher Education Programs
E Visiting Faculty / Member Board of Studies / Examiner / Project Guide
v University of Hawaii (School of Business Management), USA/ University of Hyderabad
v University De Paris- Department of Management/ Switzerland school of Hotel Management/ LondonBusinessSchool
v London School of Business Administration, University de Paris, Swiss School of ManagementSwitzerland
v IIM.Birla Institute of Technology & Science (BITS), Pilani (Rajasthan)
v Ashok Leyland, Management Development Centre
v Ambedkar Institute of Management Studies (AIMS), Vishakapatnam
v Indian Bank Staff Training College, Chennai/Doddaappa Appa Institute for M.B.A , Gulbarga
v Micro & Small Enterprise Development Institute MSEDI- GovT of India, Guindy, Chennai
v All India Management Association (AIMA), Delhi & Madras Management Association(MMA)
v Anna Institute of Management (Tamilnadu Govt.), Chennai
v Consultant to : Friday Solutions, B-School,ITC,Stratigic HR Services, Delhi
v National Institute of Agricultural Extension Management( MANAGE), Hyderabad
v MadrasSchool of Management Science (University of Lincon of Lincon Shire, London)
v Vizag Steel Plant, Visakhapatnam
Modular programs offered: Statistical Methods for Management, OR/SQC, Marketing Research, Project Management, SOFT- SKILLS, Rural Marketing, Corporate Social Responsibility(CSR),Time Management ,SCM,CRM,FTMP, TQM
F Corporate Clients include: ITC, HCL-T, VIZAG STEEL LTD, TATA –Chem. NTPC, MANAGE, TNPL IFFCO, APSRTC, EID, , BHEL.,
G Guide / Examiner : Ph.D. of MadrasUniversity, Pondicherry , BITS & other Several Universities
H Alumnus of:
v Indian Institute of Management Ahmedabad, EastWestCenter, Honolulu, Hawaii (USA)
v Fulbright Scholar (USA)
I Publications:
· One hundred and seventy Seven papers(Sminar/Workshop, Conferences/Journals/magazines) and four books, Development of sides and Modules for M.B.A on Management Statistics for Managers. Presented papers on Management Education & Operations Research at several National, International seminars. Speaker/ interviewer-CVC Radio Australia, ALL India Radio
J Countries Visited:
· USA, UK, Malaysia, Singapore, Japan, Thailand, Nepal, Pakistan , Srilanka., Rome, Paris, Switzerland,, Netherlands
· Modular Programs offered: QM for Management, Research Methodology, Marketing Research, Rural Marketing, Soft- Skills, SQC Techniques, CSR, SCM, CRM, Time Management, Placements for MBA,
· Contact : “Anugraha”, 33, Krishapuri, R.A.Puram, Chennai – 600 028
Ph: 044-43060656 . Mobile:9381036989/email:hklrao@gmail.com, * in progress
From United States
Any evaluation carried out at the end of a trainng program does not bring thre real impact. It would be an emotional one. The impact can be measured at the work situation and attitudanal/ skill change of the participants through a well structured statistical survey. The support of the participants supervisor is vital .
A feed back form given at the end of the training program will not convey any thing . It can give extreme emotions. I have carried a large number of evaluations in orporate organnizations based on statristical sampling. Best Wishes
Dr.H.K.Lakshman Rao Ph.D. (Mgmt.),M.Phil (Statistics)
M.Sc(Stat), M.A(D.Edn.),M.A(Pub.Admn),M.A(R.D) M.Sc(Psy), OR & SQC (ISI.),AMP (IIM-A), DDE.
(Former Gen. Manager MFL & Professor & Head Dept. of Management CEC)
Management, Corporate & Statistical Consultant - World Bank Aided Projects
“ANUGRAHA”, 33, Krishnapuri, R.A.Puram, Chennai – 600 028
Ph: 044-43060656, M: 09381036989, e-mail: hklrao@gmail.com
A. Educational
v Ph.D. (Management)
v M.Phil(Statistics)
v M.Sc(Psychology)*
v Master’ Degree in Statistics ( MysoreUniversity)
v Master’s Degree in Public Administration( MadrasUniversity
v Master’s Degree (Distance Education-IGNOU)
v Master’s Degree ( Rural Development)
v DDE(IGNOU)
v PGD in Operation Research & SQC (ISI)
B Participated in M.D.P. of:
v Indian Institute of Management, Ahmedabad
v Indian Institute of Management, Bangalore
v Indian Institute of Management, Calcutta
v Administrative StaffCollege, Hyderabad
v XLRI, Jamshedur/Indian Institute for Public Administration, New Delhi
v School of BusinessManagementUniversity of Hawaii, Honolulu (USA)
C Professional Training / Research/Consultancy
v Marketing Management
v Management Information Systems (MIS), Six Sigma
v Distribution Management / Logistics Systems
v Rural Marketing / Agricultural Marketing
v Quantitative Techniques / Operations Research
v Human Resources Development / Management
v Business Policy / Corporate Management / Strategic Management/Soft- Skills
D Major Assignments
v Research Fellow (Sr. Professor of International Study at WestCenter, Honolulu, Hawaii (USA) on four the and half year study on “Fertilizer Marketing Systems” in South East Asian Countries.
v Associated with the “Study on Urban Employment Generation” Sponsored by World Bank.
v FAO / Bay of Bengal project “Development of Micro Enterprises” *Australia India International Education Foundation. Australia- India Higher Education Programs
E Visiting Faculty / Member Board of Studies / Examiner / Project Guide
v University of Hawaii (School of Business Management), USA/ University of Hyderabad
v University De Paris- Department of Management/ Switzerland school of Hotel Management/ LondonBusinessSchool
v London School of Business Administration, University de Paris, Swiss School of ManagementSwitzerland
v IIM.Birla Institute of Technology & Science (BITS), Pilani (Rajasthan)
v Ashok Leyland, Management Development Centre
v Ambedkar Institute of Management Studies (AIMS), Vishakapatnam
v Indian Bank Staff Training College, Chennai/Doddaappa Appa Institute for M.B.A , Gulbarga
v Micro & Small Enterprise Development Institute MSEDI- GovT of India, Guindy, Chennai
v All India Management Association (AIMA), Delhi & Madras Management Association(MMA)
v Anna Institute of Management (Tamilnadu Govt.), Chennai
v Consultant to : Friday Solutions, B-School,ITC,Stratigic HR Services, Delhi
v National Institute of Agricultural Extension Management( MANAGE), Hyderabad
v MadrasSchool of Management Science (University of Lincon of Lincon Shire, London)
v Vizag Steel Plant, Visakhapatnam
Modular programs offered: Statistical Methods for Management, OR/SQC, Marketing Research, Project Management, SOFT- SKILLS, Rural Marketing, Corporate Social Responsibility(CSR),Time Management ,SCM,CRM,FTMP, TQM
F Corporate Clients include: ITC, HCL-T, VIZAG STEEL LTD, TATA –Chem. NTPC, MANAGE, TNPL IFFCO, APSRTC, EID, , BHEL.,
G Guide / Examiner : Ph.D. of MadrasUniversity, Pondicherry , BITS & other Several Universities
H Alumnus of:
v Indian Institute of Management Ahmedabad, EastWestCenter, Honolulu, Hawaii (USA)
v Fulbright Scholar (USA)
I Publications:
· One hundred and seventy Seven papers(Sminar/Workshop, Conferences/Journals/magazines) and four books, Development of sides and Modules for M.B.A on Management Statistics for Managers. Presented papers on Management Education & Operations Research at several National, International seminars. Speaker/ interviewer-CVC Radio Australia, ALL India Radio
J Countries Visited:
· USA, UK, Malaysia, Singapore, Japan, Thailand, Nepal, Pakistan , Srilanka., Rome, Paris, Switzerland,, Netherlands
· Modular Programs offered: QM for Management, Research Methodology, Marketing Research, Rural Marketing, Soft- Skills, SQC Techniques, CSR, SCM, CRM, Time Management, Placements for MBA,
· Contact : “Anugraha”, 33, Krishapuri, R.A.Puram, Chennai – 600 028
Ph: 044-43060656 . Mobile:9381036989/email:hklrao@gmail.com, * in progress
From United States
Dear Abhishek
thnaks a ton for sharing a informative ingormation.
I am also working in T&D section and use almost the same way to evaluate the training.
one thing i want to clear abhishek the when we are talking about the level 2 evaluation the what will be the time frame like after how many days we need to take the feedback of senior?
we did it after 3 months but we found that participants even senior forget the training content. plesae suggest what will be the acceptable solution or feedback immediately after training does not slove the purpose.
we can discuss it on phone if you are comfortable.
Shalu Singh
9999-169-600
From India, Delhi
thnaks a ton for sharing a informative ingormation.
I am also working in T&D section and use almost the same way to evaluate the training.
one thing i want to clear abhishek the when we are talking about the level 2 evaluation the what will be the time frame like after how many days we need to take the feedback of senior?
we did it after 3 months but we found that participants even senior forget the training content. plesae suggest what will be the acceptable solution or feedback immediately after training does not slove the purpose.
we can discuss it on phone if you are comfortable.
Shalu Singh
9999-169-600
From India, Delhi
Thanx Mr.Rao for you gr8 comments ...i do agree wid u....soon i will contact u for more info..
Thanx Mr.Gobi,Nidhi,sankar.nids,deepti,sahlu and rajeev...thanx for ur ur comments....really its very motivative 4 me...
From India, Pune
Thanx Mr.Gobi,Nidhi,sankar.nids,deepti,sahlu and rajeev...thanx for ur ur comments....really its very motivative 4 me...
From India, Pune
The impact can be measured at the work situation and attitudanal/ skill change of the participants through a well structured statistical survey. The support of the participants supervisor is vital.
so as well u start a survey after the training at regular interval...u can intercat with emp as well their supervisor...
evaluation time frame can be vary frm one training to another so u must be standrize ths...u can evaluate level two like ths...
1.after one month of training
2. after three month of training
3.after six month of training
@@ shalu>it after 3 months but we found that participants even senior forget the training content
i dont think it will hapn wen u ll interact wid emp as well their supervisor on regular interval.........
From India, Pune
so as well u start a survey after the training at regular interval...u can intercat with emp as well their supervisor...
evaluation time frame can be vary frm one training to another so u must be standrize ths...u can evaluate level two like ths...
1.after one month of training
2. after three month of training
3.after six month of training
@@ shalu>it after 3 months but we found that participants even senior forget the training content
i dont think it will hapn wen u ll interact wid emp as well their supervisor on regular interval.........
From India, Pune
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Training Effectiveness Chart.jpg
TRAINING EFFECTIVENESS FORM.xls