Evaluating Training
by Don Elkington

The problem is most of the things we`ve read or discussions we`ve had lead us to believe that evaluation of training is time consuming and difficult. I suggest that by using our common sense and a bunch of resources already available to most of us, we can evaluate our programs.

Start At The Beginning

The first place to start is the planning phase of your training. Ask yourself a few questions:

Why are we doing this training?

What organizational goals or business needs are we trying to meet?

How do I want my participants to behave (specifically) when the training is over?

These questions are the basis for good training objectives. They are also the most important aspects of evaluating training. If you meet your specific training objectives, your training has been successful. What more evaluation do you need? Keep reading …

Proving It Worked

In most cases you won`t need any other evaluation than proof that you met your objectives. In most cases the measurement tools are already in place in your company. For example:

If you implemented a service improvement training program, all you need to do (using your company`s existing service measurements) is show how much service improved as a result of your training. Such as, "guest service scores increased 4% from the time we started the program according to the company`s `GSRS` report."

If you are teaching leadership skills, you could use a variety of measures already in place in the business. Measures such as turnover, service scores, quality evaluations, climate/morale surveys, etc.

The bottom line is if you do a good job of developing training objectives that are already anchored to existing business measurements, your evaluation job is usually done before you start!

But What About Kirkpatrick`s Four Level Model?

Every profession has an accepted body of theory and practice. For us, one of the best known is Kirkpatrick`s model. He first published it 38 years ago in the ASTD journal, and most of us have learned it.

Level One: Reaction

How trainees feel about the training program. We usually use "smile sheets" or end of program forms for this level. ("Oh boy! I got all 5`s today," says the instructor.)

Level Two: Learning

How much trainees learned. We usually use performance or paper/pencil tests for this level.

Level Three: Behavior

Did the trainees act differently back on the job as a result of going through training? We usually talk with their bosses and/or go look for ourselves to measure this level.

Level Four: Results

This is the evaluation I was talking about before. Did the program achieve the overall results we wanted such as increased service levels or decreased turnover?

Every trainer should know the underlying foundation of our profession. Kirkpatrick`s model is one of the cornerstones. Drop me an e-mail or give me a call and I`d be glad to send you more information.

It Can`t Be This Easy

In most cases, we make evaluation harder than it has to be. If we will do a solid job of writing training objectives and then do a conscientious job of measuring our efforts, our business partners usually won`t ask for more.

I remember sitting in my tiny cubicle at Red Robin International in Seattle in the summer of 1984 reading the latest issue of Training and Development Journal. I saw an article that caught my eye that I still have in my files today. Here are two quotes from that article written by Kelley, Orgel, and Baer (August 1984).

"Most companies already have the data needed to evaluate training; they just don`t recognize the evaluative potential of those data."

"Only training departments that can evaluate their programs meaningfully and derive clear analyses from those evaluations will prosper in the 1980`s."

The 1980`s? This basic common sense practice is still critical today.

If you`d like more information, feel free to contact me via e-mail (donelk@elkcon.com) or by phone (901-751-3553).