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The intangible nature of training coupled with the number oriented measure of ROI, makes 'Training ROI' a holy grail for learning and development professionals. Because of this, most organisations are reluctant to embark on an ambitious project to put in place a framework to measure the effectiveness of training. However, companies are now beginning to realise that ROI (in its usually accepted format) is not the only way of measuring the effectiveness of training. An effective framework for training starts with aligning all training activities to the business objectives of the organisation. This presentation shares some key insights based on the Kirkpatrick Model for evaluation of training effectiveness and shows the critical need for HR to play a strategic role in organisations today.
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2 Aug 2013PMG Meeting, Singapore
Measuring the effectiveness of training – myth or reality?
What is
EFFECTIVENESSof training?
What are some key
CHALLENGESin organization training?
Program design is not always linked to business objectives
Training may not be addressing the key needs of the organisation
Implication
Lack of effective post-training follow up, reinforcement and measurement
Training effectiveness
cannot be measured
Implications
Learning design cannot be
adjusted in real time
Performance gap not closed
in time
Participants are not clear about the business goals and strategic initiatives of
the company
Transfer of learning to the job may not happen
Implication
You cannot manage what you cannot measure!
”“
The
KIRPATRICKmodel for evaluation
The Kirkpatrick Model for training evaluation
Reaction
The Kirkpatrick Model for training evaluation
Smile sheetFeedback form
To what degree participants
react favourably to the learning
event
Level 1
LearningReaction
The Kirkpatrick Model for training evaluation
Pre/Post testPerformance
test
Smile sheetFeedback form
To what degree participants acquire the intended
knowledge, skills and attitudes based on their participation in
the learning event
To what degree participants
react favourably to the learning
event
Level 2Level 1
BehaviourLearningReaction
The Kirkpatrick Model for training evaluation
Superior f/backBehaviour obs.
Pre/Post testPerformance
test
Smile sheetFeedback form
To what degree participants apply what
they learned during training when they are back on the job
To what degree participants acquire the intended
knowledge, skills and attitudes based on their participation in
the learning event
To what degree participants
react favourably to the learning
event
Level 3Level 2Level 1
ResultsBehaviourLearningReaction
The Kirkpatrick Model for training evaluation
% increase in sales, profits
etc.
Superior f/backBehaviour obs.
Pre/Post testPerformance
test
Smile sheetFeedback form
To what degree targeted outcomes occur, as a
result of learning
event(s) and subsequent
reinforcement
To what degree participants apply what
they learned during training when they are back on the job
To what degree participants acquire the intended
knowledge, skills and attitudes based on their participation in
the learning event
To what degree participants
react favourably to the learning
event
Level 4Level 3Level 2Level 1
ResultsBehaviourLearningReaction
The Kirkpatrick Model for training evaluation
% increase in sales, profits
etc.
Superior f/backBehaviour obs.
Pre/Post testPerformance
test
Smile sheetFeedback form
To what degree targeted outcomes occur, as a
result of learning
event(s) and subsequent
reinforcement
To what degree participants apply what
they learned during training when they are back on the job
To what degree participants acquire the intended
knowledge, skills and attitudes based on their participation in
the learning event
To what degree participants
react favourably to the learning
event
Level 4Level 3Level 2Level 1
Easy to implementUsually done
ResultsBehaviourLearningReaction
The Kirkpatrick Model for training evaluation
% increase in sales, profits
etc.
Superior f/backBehaviour obs.
Pre/Post testPerformance
test
Smile sheetFeedback form
To what degree targeted outcomes occur, as a
result of learning
event(s) and subsequent
reinforcement
To what degree participants apply what
they learned during training when they are back on the job
To what degree participants acquire the intended
knowledge, skills and attitudes based on their participation in
the learning event
To what degree participants
react favourably to the learning
event
Level 4Level 3Level 2Level 1
Difficult to implementNot usually done
Easy to implementUsually done
How can this be
IMPLEMENTED
How can this be
IMPLEMENTED(easily)?
Start TNA with the end in mind – what are the organisation’s business
goals
1
Translate business goals into indicators or metrics for departments
and individuals
2
Identify the specific actions and behaviours that can positively impact
the business goals
3
Actions and behaviours
must be measurable
Write learning objectives that can be drivers for these actions and
behaviours
4
Build post-training activities during program design
5
Only 15% of what is learned during training will be applied on the job if it is not reinforced and monitored.
- Research by Robert Brinkerhoff
ResultsBehaviourLearningReaction
Starting with the end in mind
To what degree targeted outcomes occur, as a
result of learning
event(s) and subsequent
reinforcement
To what degree participants apply what
they learned during training when they are back on the job
To what degree participants acquire the intended
knowledge, skills and attitudes based on their participation in
the learning event
To what degree participants
react favourably to the learning
event
Level 4Level 3Level 2Level 1
ResultsBehaviourLearningReaction
Starting with the end in mind
To what degree targeted outcomes occur, as a
result of learning
event(s) and subsequent
reinforcement
To what degree participants apply what
they learned during training when they are back on the job
To what degree participants acquire the intended
knowledge, skills and attitudes based on their participation in
the learning event
To what degree participants
react favourably to the learning
event
Level 4Level 3Level 2Level 1
“Start with the end in mind”
“Identify indicators and behaviours”
“Design post training activities with program design and evaluation”
ResultsBehaviourLearningReaction
Starting with the end in mind
To what degree targeted outcomes occur, as a
result of learning
event(s) and subsequent
reinforcement
To what degree participants apply what
they learned during training when they are back on the job
To what degree participants acquire the intended
knowledge, skills and attitudes based on their participation in
the learning event
To what degree participants
react favourably to the learning
event
Level 4Level 3Level 2Level 1
1
“Start with the end in mind”
“Identify indicators and behaviours”
“Design post training activities with program design and evaluation”
ResultsBehaviourLearningReaction
Starting with the end in mind
To what degree targeted outcomes occur, as a
result of learning
event(s) and subsequent
reinforcement
To what degree participants apply what
they learned during training when they are back on the job
To what degree participants acquire the intended
knowledge, skills and attitudes based on their participation in
the learning event
To what degree participants
react favourably to the learning
event
Level 4Level 3Level 2Level 1
12 3
“Start with the end in mind”
“Identify indicators and behaviours”
“Design post training activities with program design and evaluation”
ResultsBehaviourLearningReaction
Starting with the end in mind
To what degree targeted outcomes occur, as a
result of learning
event(s) and subsequent
reinforcement
To what degree participants apply what
they learned during training when they are back on the job
To what degree participants acquire the intended
knowledge, skills and attitudes based on their participation in
the learning event
To what degree participants
react favourably to the learning
event
Level 4Level 3Level 2Level 1
12 34 5
“Start with the end in mind”
“Identify indicators and behaviours”
“Design post training activities with program design and evaluation”
What will this
ACHIEVE?
Framework for measurement of
effectiveness of training
Training aligned to business goals
Ability to make real time changes to help
meet the business goals
Measurable and Effective Training
What is needed for the
SUCCESSof this model?
Agreement on business measures is required even before the learning
intervention is designed
Other teams need to get involved in the entire learning process
Implication
Participants (and their supervisors) need to be aware of the business goals, the objectives of the program and how it links to their job and
KPIs
Communication between
HR/Training and other teams is
critical
ImplicationsParticipants and supervisors must understand what will be measured
after training
Supervisors may need to be included in the learning and evaluation design
process
Appropriate tools and processes for post training follow up and measurement need to be
put into place
Indicators and measures of behaviours and actions
need to be defined clearly and realistically
Implications
Process of measurement should be defined
Monitoring mechanism / tools need to be available to check in real time if performance gaps are being closed and business goals are
being met
Business dashboard for training / learning & development is required for monitoring and tracking
Implication
But the mostCRITICAL
NEEDis this…
HR has to STOP playing a support role in the organisation!
HR needs to start playing the role of a
strategic business partner in the organization
Accord Business Solutions Pte. Ltd.146 Robinson Road, #07-01, Singapore 068909
Phone: +65 9298 9590Singapore | India | UAE
www.accordsingapore.com.sg | [email protected]
A presentation by Saurabh Anand
