What Is a Training Program Evaluation?

The broad evaluation of training refers to the evaluation of training programs, training processes and effects. The pre-training assessment is to inspect the trainees' knowledge, ability and working attitude before training, as the basis for the trainer to arrange the training plan; the pre-training assessment can ensure that the training project is organized and run smoothly, and the trainees are satisfied with the training project degree. The evaluation during training refers to the evaluation during the training implementation; the evaluation during training can control the effectiveness of the training implementation. Post-training evaluation is to evaluate the final effect of training, and it is the most important part of training evaluation; the purpose is to enable enterprise managers to clarify the advantages and disadvantages of training project selection, understand the degree of realization of the expected training objectives, and provide training plans and training for later Project development and implementation provide useful assistance.

Training evaluation

This entry lacks an overview map . Supplementing related content makes the entry more complete and can be upgraded quickly. Come on!

Chinese name: Training evaluation
Foreign name: Training Evaluation
Definition: Evaluation of the training program process and effect

Species: Pre-training, etc.
main content: Response assessment, etc.
adapting methods: Five parties involved

A good training evaluation feedback system can further improve the quality of training, improve the effectiveness of training, and reduce training costs.

Leadership, firm confidence. Provide informative and convincing survey data to let senior executives understand the costs and benefits of training, dispel the doubts of senior leaders about investing in training, obtain greater resource support, and use limited training costs to the best Create economic benefits for enterprises.

Participants, perfect management. Feedback the results to various support departments of the training project, precipitate the results, expose the shortcomings, and sum up the experience to further improve it in the future pre-stage and behind-the-scenes work.

Executor, keep improving. Promote the trainer to continuously upgrade the version of the course based on the training evaluation results, improve the quality of training, and improve the teaching effect.

Related parties to create the environment. The direct superior of the trainee understands the changes in the knowledge and skills of the trainee through training, and creates a learning environment for the trainee;

Trainees look at themselves. The training department feedbacks the evaluation results to the trainees, finds the shortages based on the results, and corrects the behavior.

If there is a good communication atmosphere between the senior management of an enterprise, the training department, the direct superior of the trainee, the trainer and the trainee, the training evaluation will be more effective due to the efforts of all parties, and the work of the training department and the human resources department will also be effective. It's effective and good for the entire business.

Concerns: What kind of objective impact training has; establish the causal relationship between training activities and impact; establish the mechanism of training; confirm the mechanism of project output and its final effect.

Common evaluation schemes are: experimental design, quasi-experimental design, and non-experimental design.

Non-experimental design: no reference group (including single-group pre-test and post-test design and simple time series design)

Quasi-experimental design: there are non-randomly generated reference groups (including pretest-posttest control group design, time series design control group design, single posttest control group design)

Experimental design: There are randomly generated reference groups (including the pre-test-post-test control group design,

A good training can bring great value to the enterprise in the following six dimensions, and it should also be the real focus of enterprises to measure the effectiveness of training:

1. Have employees learned some necessary skills through training? The three stages of employee growth that can measure the effectiveness of training are: no, yes, proficient.

2. Have employees mastered the system framework in certain fields through training, and has their professional level been improved? The three stages of employee growth that can measure the effectiveness of training are: do not understand, understand, and understand.

3. Has the staff improved their comprehensive level through a series of training? In other words, have employees become "useful"? The three stages of employee growth that can measure the effectiveness of training are: unavailable, available, and easy to use.

4. Did employees broaden their horizons and learn to integrate through training? The three stages of employee growth that can measure the effectiveness of training are: rigid execution, optimization, and innovation.

5. Are employees more loyal to the company through training, and is it easier for the company to retain people? The three stages of employee growth that can measure the effectiveness of training are: unreliable, reliable, and very reliable.

6. Have employees changed their attitudes and improved their work motivation through training? The three stages of employee growth that can measure the effectiveness of training are: non-combustible, combustible, and spontaneous.

If we focus on helping employees grow through training, we won't be entangled in the question of how much direct and quantitative returns our company spends on the company that no one can answer (if someone tells you he knows the answer, Especially the so-called scientific answers, please be careful). As employees grow, so will the company. This is the true meaning of training. The really important question is not "how to evaluate the effectiveness of training", but "how to improve the effectiveness of training to help employees grow", so that as many employees as possible can be promoted from a lower stage to a higher level as soon as possible.

How can we improve the effectiveness of training to help employees grow? I recommend that you follow these six principles:

1. The training must be aimed at the problems to be solved in the current development stage of your enterprise. Do not learn in a fanciful manner, and do not train for training.

2. For the problem to be solved, the training must be systematic, and without systematic learning staff cannot become professional.

3. Training must be continuous. Unexpected long-term effects cannot be obtained from surprise training, and long-term effects-change of people is the really important effect of training.

4. Training must have specific professional content for specific groups, not to save money for everyone to listen to the same class.

5. Training must be combined with the promotion of employees. Employees who have not undergone systematic training cannot be promoted or have to make up lessons first.

6. Training must have a fixed budget. Generally, companies should devote 0.5-1.5% of their turnover to continuous training every year. Do not have a "poor mindset" in training.

Training evaluation refers to the process of training results to measure the effectiveness of training, including pre- and post-evaluation. Ex-ante evaluation refers to the evaluation of improving the training process, that is, how to make the program more ideal information, to obtain qualitative data such as perceptions, trust, and feelings about the training program. Pre-assessment helps to ensure that the training plan is organized and runs smoothly, and that the trainees can learn and be satisfied with the training plan. Burt Consulting believes that ex-post evaluation refers to the evaluation used to measure the degree of change of the trainee after participating in the training program, that is, the trainee has mastered the knowledge, skills, attitudes, behaviors, etc. identified in the training goals. Post hoc evaluations are usually performed using objective evaluation criteria such as test behavior or performance.

1. Identify the strengths and weaknesses of the plan. Including judging whether the plan meets the needs of the learning purpose, the quality and quality of the learning environment, and whether the training has changed during work.

2. Plan content, organize and manage daily arrangements, venues, trainers, and materials used to determine whether they are helpful for learning and training content and re-application.

3. Identify which trainees benefit the most from the plan and who benefit the least.

4. By understanding whether the participant is willing to recommend the plan to others, why participate in the plan, and satisfaction with the plan.

5. Information that helps to sell the plan, so that the costs and benefits of the plan are clear.

6. Compare the costs and benefits of participating in training versus not training.

7. Compare the costs and benefits of different training programs to choose the best plan. ^[1]

1. Compare with the comparison group before and after training.

2. Test before training and test after training.

3. Test after training.

Senior consultants believe that the following problems exist in the field of corporate training evaluation:

Insufficient investment in training assessment

A large number of companies do not realize the important role of training evaluation, and even if they have recognized the role of training evaluation, their investment in it is still insufficient.

Training assessment is not comprehensive

Most training evaluations only assess the knowledge and skills granted in the training program, and do not go deep into the changes in trainees' work behaviors and attitudes, improvement of abilities, improvement of work performance, and benefits to the enterprise. That is, the evaluation work is only at the elementary level and is not comprehensive enough.

Single training assessment method

There are many methods for training evaluation, such as before and after testing, cost-benefit method, control experiment method, etc. However, the methods used in enterprise training evaluation are very single. For example, most companies only evaluate training items in the form of examination . Undoubtedly, the examination is an effective assessment method, but it has great limitations in application, and not all assessment contents are suitable for the examination form.

Lack of systematic records management for training assessment

There is no systematic record of the specific assessment of each training exercise. Records such as the methods used for the evaluation, the content of the evaluation, the completion of the trainees, and the results of the tests are mostly scattered and disorderly. A training evaluation information system has not been established, and therefore lacks systematic management. These are not convenient for scientific and effective analysis of the training effect, and are not conducive to the development of the next training work.

Evaluation of training

The vast majority of enterprises are only limited to evaluation at the end of the training project, and not in subsequent actual work, or are only limited to the evaluation of the training project itself, and ignore the link between the training project and enterprise performance. Evaluation, which makes the evaluation disconnected from the actual work of the enterprise, which in turn causes the training to be disconnected from the actual work.