Measuring the results of an employee training process can be problematic. It’s generally acknowledged, for example, that one of the primary benefits of employee training is that it enhances morale. But how do you measure the bottom-line benefits of morale? Yet another problem with measuring the results of training is that the skills and knowledge that people bring to a task represent only one factor in job performance. In many situations, factors that are independent of an employee’s knowledge and skills will either impede or enhance job performance.
These issues apart, following are four generally accepted practices for measuring the results of training:
Initial employee reaction: Distribute a questionnaire to each employee at the end of the session and include questions such as
Did the course meet your expectations, based on the course description?
Were the topics covered in the course directly relevant to your job?
Was the instructor sensitive to the needs of the group?
Were the instructional materials easy to follow and logical?
Would you recommend this program to other employees?
The answers give you a general idea of whether your employees thought the training was worthwhile and how impressed (or unimpressed) they were with the instructor and instructional materials.
Effectiveness of learning: Your ability to gain an accurate measure of how much people have actually learned in a training session depends in large part on the subject matter of the course. You can measure the learning that takes place during programs that focus on well-defined technical skills by administering tests before and after the training and comparing the results. Remember, though, that the subject matter of many training programs doesn’t lend itself to specific metrics. One way around this limitation is to observe the accomplishments or behavior of employees in the weeks and months after soft skills training. Did those who had leadership training, for example, report lower attrition rates for their staff? Do more trainees win promotions than the average employee base?
Impact on job performance: Determining whether training has had a positive impact on actual job performance depends on the nature of the training and the specific tasks. The problem? Performance in most jobs is influenced by variables that may have little bearing on what was taught in a workshop. It's not at all unusual for participants to bring back to their jobs new skills, but they may run into resistance from supervisors when they try to put their newly acquired skills to practical use. That’s why it’s important to educate company managers about the advantages training sessions bring to their employees.
Cost/benefit analysis: Measuring the bottom-line benefits of training is, by far, the most imposing challenge you face in your efforts to build a business rationale for training. The problem lies with attaching a dollar value to the many indirect benefits that training brings, which may include reduced absenteeism and turnover, reduced employee grievances, a less stressful workplace (with fewer medical problems), and the need for less supervision.
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Source:http://www.dummies.com/how-to/content/how-to-measure-the-results-of-employee-training.html
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