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Training Evaluation

Concept

• Dictionary defines evaluation as “ Getting to know the value of something ”. Evaluation literally means the assessment of value or worth.
• Hamblin (1970) define evaluation of training as: “ Any attempt to obtain information (feedback) on the effects of training programme and to assess the value of training in the light of information for improving further training.
• Brambley (1966) writes, : evaluation of training is a process of gathering information with which to make decisions about training activities.”

Need For Evaluation

Since evaluation is an integral part of the whole process of training and development, the details have to the convinced much before the actual training activity Rather than its ritualistic tagging at the end of training. The trainer should be fairly clear of:

• Why to evaluate?
• When to evaluate?
• What to evaluate.
• How to evaluate. Answers to questions above are dependent on ‘why’ we want to evaluate.

Principles of Evaluation

Once it is amply clear why we need to evaluate and are convinced of the need for evaluation it would be improper to hasten towards its methodology without understanding the principles of evaluation. Principles: For achieving the desired results evaluation has to be based sound principles such as:

Cont…….

• Reliability:

Subjective analysis of evaluation data cannot produce reliable results. For evaluation to be reliable the results should confirm:

• Irrespective of the method used to gather the data.
• When repeated by the same trainer again.
• When interpreted by any other person.

Process and not End Product

Evaluation has to be accepted as a process rather than a product of training. As a process it has to be continuous.

The CIRO Model

• It proposes that evaluation should focus on the content of the training activity, the type of outcomes are:
• Content evaluation
• Input evaluation
• Reaction evaluation
• Outcome evaluation

The CIRO Model

• Content evaluation
  • It is a process of deciding whether a particular problem has a learning solution; and if so what the learning objectives should be.
• Input evaluation
  • Can occur during training or when there is a review of the resources that were available to meet the learning requirements, the learning structure, and the media and methods used.

The Leatherman Model

• Leatherman suggests a simpler classification of how and when training evaluation can and should , be conducted. He distinguishes the stages as follows:
• Within-training evaluation
• Terminal evaluation
• Post-learning evaluation

The Leatherman Model

• Within-training evaluation
  • This means planning sufficient time to be able to discuss with the trainees how they view the learning programme.
• Terminal evaluation
  • This can be carried out by a discussion or through a standard evaluation form that the trainees complete.
• Post-learning evaluatio n
  • This measures the final outcomes of the training.

The Hamblin Model

• Level 1- Reaction
  • It measures the reactions of the trainees to the content and methods of the training, not the trainer, and to any other factors perceived as relevant. It determines what the trainee thought about the training.
• Level 2- Learning
  • It measures the learning attitude of the trainees during the learning period. It collects information that did the trainees learn what was intended

The Hamblin Model

• Level 3- Job Behavior
  • The job behavior of the trainees in the work environment at the end of the training period i.e. did the training got transferred to the job
• Level 4- Functioning
  • Has the training helped the trainees in improving the department’s performance?
• Level 5- ultimate value
  • It measures that has the training affected the ultimate well being of the organization in terms of the business objectives

The Kirkpatrick Model

• Reaction
  • To gather data on participants reactions at the end of a training program
• Learning
  • To assess whether the learning objectives for the program are met
• Behavior
  • To assess whether job performance changes as a result of training
• Result
  • To assess costs vs. benefits of training programs, i.e., organizational impact in terms of reduced costs, improved quality of work, increased quantity of work, etc.

Phillips Model: An ROI Model

• The Phillips model of evaluation adds one final level to Kirkpatrick's model of evaluation. Phillips adds level 5 called Return-on- Investment.

ROI (%) = Net Program Benefits/ Program costs * 100