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1、1,Measure Training Results,Some ConceptsSome experiencesSome lessons,2,Training Process,Needs AnalysisDesignDeliveryEvaluation,3,Four Evaluation Levels,ReactionHow do participants feel about the program?LearningTo what extent did the participants increase knowledge,improve skills,and/or change attit
2、ude?BehaviorTo what extent did their job behavior change?ResultsWhat final results occurred?(Quantity,quality,safety,sales,costs,profits,ROI),4,Level One:Reaction,What is evaluated?ContentTrainerMethodologyMaterialFacilitiesLogisticsRegistration,5,Example Questions,Probability you will use ideas fro
3、m this session in your workContent relevance to my jobPractical examples and experienceSpeakers knowledge of subject areaSpeakers presentation/facilitation skillsSpeakers ability to respond to questionsGroup participation,6,Level One:Reaction,What is evaluated?Overall,7,Example Questions,What did yo
4、u like most about the program?What did you like least about the program?In what ways could this program be improved?Would you recommend this course to others who are interested in the subject?Which of the following features were important in your decision to attend?Rank in order of importance),8,Lev
5、el One:Reaction,How to evaluate?QuestionnairesInterviewFocus GroupPhone survey,9,Level One:Reaction,Questionnaire:scalesExcellentWellFairPoorExcellentVery GoodGoodFairPoorStrongly Agree Disagree 7 6 5 4 32 1High Low109 87 6 5 4 32 1,10,Level One:Reaction,AdvantagesEasy to executeParticipants are fre
6、eSome relationship to on job performance,IssuesPurely subjectiveHalo effect(smile sheet)Horn effectCentral tendencyTime pressure,11,Level One:Reaction,Tip 1:highlight purpose,solicit cooperationTo determine the degree that the seminar met your needs,we would like you to give us your honest opinionTo
7、 make our future sessions as meaningful as possible,we would appreciate your candid evaluation of this program.Your comments will be used to improve future offerings of this seminar.,12,Level One:Reaction,Tip 2:Encourage commentsComments are more accurate than scoresTip 3:Set up baseline scoresHisto
8、rical dataBenchmarking dataPilot group data(Formative evaluation)Tip 4:Combine questionnaires,interviews,focus groupsTip 5:instant feedback for multi subject courses,13,Level Two:Learning,How to evaluate?TestDemonstrationPresentationDiscussionRole Play,14,Level Two:Learning,AdvantagesPressure to par
9、ticipantsPressure to trainerFirst step to change behavior,IssuesTensionReliabilityCreditabilityDifficultyDifferentiationNot the best indicator for on job change,15,Level Two:Learning,Tip 1:Fully utilize testTest is good to evaluate knowledge based trainingFunctional skillsNew Employee OrientationSup
10、ervisor ABCBe serious about test result of formal trainingInstant self scoring and symbolic incentive for informal trainingReliability,Creditability,Difficulty and DifferentiationSet up baselineFinal score vs.gain,16,17,Level Two:Learning,Tip 2:Set up rules in advance for demonstration and presentat
11、ionTopicTimeCriteria to evaluateEvaluators are key success factorTip 3:People dont speak might be best learnerTip 4:People good at role play might not be good learner,18,Example:Management Skills,Participants selected 3 topics from 11Topic requirementTime and assessorsPracticeRight before the stage.
12、Participants knew the topicAssessors interacted with and provided feedback to participants,19,Example:Leadership Style,Describe a situation when you used what you learned about leadership styles to improve the effectiveness of a relationship.Be sure to cover:What motivated you to examine the style d
13、ifferenceWhat did you find and howWhat did you do to flex your styleWhat were the results,20,Example:Performance Appraisal,21,Level Three:Behavior,How to evaluate?ObservationPerformance Appraisal InformationSupervisor feedback(oral or written)Customer feedback(oral or written)Employee feedback(oral
14、or written),22,Level Three:Behavior,AdvantagesDirect purpose of trainingRecognized by supervisor and management team,IssuesTime consumingExpertise scarcityCooperation from supervisor/customerMultiple“cause-effect”,23,Level Three:Behavior,Tip 1:Select program carefullyBehavior basedCompany behaviorPr
15、ofessional skillsManagerial skillsCustomer service(smile,response)Trainers cooperationTrainers expertise in evaluationDocuments ready before training,24,Level Three:Behavior,Tip 2:Evaluation time in accordance with skills practiceTip 3:Supervisors cooperation is key success factorCommitment when reg
16、isterMutual benefitBrief the key points,25,Level Three:Behavior,Tip 4:“Take advantage”of vendorKey behavior identificationQuestionnaires designTimeResult analysis,26,Example:Time Management,27,TOT:Transfer of Training,Only%of classroom learning was transferred to work!The transfer must be PLANNED!,2
17、8,TOT:Transfer of Training,A.Before taking,could you?B.Can you currently?C.How often are you applyingon your jobTOT occurred ifA is NB is YC is=1,YNYN0 1 2 3 4 5,29,TOT:Transfer of Training,A:“Y”/All-Prior Knowledge RateB:“N”/All-Incomprehension RateC:“0”/All-Disconnect RateTOT Rate,Acceptable Rate0
18、-66%0-33%0-33%,LowMidHigh0-33%34-66%67-100%,30,Level Four:Results,How to evaluate?QuantityQualitySafety Sales Costs Profits ROI,31,Level Four:Results,AdvantagesUltimate purpose,IssuesTime consumingExpertise scarcityCooperation from ManagementMultiple“cause-effect”,32,Level Four:Results,Tip 1:Select
19、programs that other causes are stableQuality training-error rateSafety training-accident rateSales training-revenue growth rate/order lose rate,33,Level Four:Results,Tip 2:Use a control group if practicalTip 3:Allow time for possible results to take place,34,Example:Retention Skills,35,Example:EMS Project,Shop ReengineeringCost ReductionImprove Customer Service ProcessOrder Entry via Configuration SystemChina CBU AR Improvement,36,ASTD 1997 Study,三茅活动平台 HR的借力成长通道：http:/,
