Training Evaluation Strategies

Training Evaluation Strategies

Following the Assessment and Training and Development phases of the training plan is the Evaluation phase.  This phase provides feedback (to trainers and trainees), aids in decision making, and facilities marketing (Cascio, 2013, p.331).  Organizations evaluate their training programs to identify strengths and weaknesses, assess the program’s effectiveness, and track employee performance.  However, in light of Landslide’s tight financial situation—at least for the first couple years of operations—perhaps the most important reason to evaluate the training program is costs.  Evaluation measures the costs associated with training and can assist management in determining Return on Investment, or ROI.  Since the company is just starting up, this should be a focal point as it dives into the competitive limousine market in Austin, Texas.  Figure 1 below depicts the Training Evaluation process and its phases.  Note how feedback loops back to Needs Assessment.  The information derived from feedback provides new input to the assessment phase and initiates a new cycle (Cascio, 2013, p. 317).

Figure 1.

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Figure 1. Model of the training and development process. Retrieved from Managing Human Resources: Productivity, Quality of Work Life, Profits, 9th Edition, p.317.

Criteria

As shown in the model above, the objectives feed the criteria, which are the established measures that determine not just whether a trainee met the objective, but how well at what level the trainee performed.  The criteria should match the ratings used for the evaluations in the performance management plan; in this case, a five-point rating scale from unsatisfactory (lowest) to exceptional (highest).  According to Cascio (2013), “Measures of results are the bottom-line of training success” (p. 332), thus it is imperative that the measures align with the organization’s objectives.  The motivation for employees to not only meet but also exceed expectations are the incentives and bonuses based on appraisal ratings (which link to the criteria), as previously recommended in the compensation and benefits package.

Figure 2.

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Figure 2. Sample five-point rating scale. Retrieved from http://www.trakstar.com/support/admin-user-guides/processes/scoreformatting/#prettyPhoto

Pretest

Use pretests to determine how much employees learn from the training they received.  Pretests can establish a baseline of your workforce’s knowledge and skills and can identify skill gaps.  This information will show the type of training that employees will need, as well as show whether the current training program meets objectives.  Management can make decisions to keep continue the program as-is or make changes based on those results.  In addition to the pretests, conduct posttests to gauge how much an employee learned.  Recommend one posttest immediately after training, and a follow up six months later.  The follow up will help determine how much of the training the employee retained and whether the frequency should change.