CAT Preparation – HRTD

Section – 7
HOW TO EVALUATE THE EFFECTIVENESS OF
TRAINING PROGRAMS?

What is evaluation of T & D?

Evaluation is the way of measuring the effectiveness of programmes, consulting services or
training. The first stage of evaluation is usually completed at the end of the course, programme
or learning event. Here the purpose is to ensure that the training content met the stated
objectives and the content met the needs originally identified.
What effect did the training have on the individual? Does he or she do anything differently
from what he or she did before? Is it done by a variety of methods?
Qualitative methods in evaluation of training and development
T & D can be measured in both qualitatively and quantitatively.
The method that can’t be used to measure in numerical values is called qualitative method.
Qualitative methods are identified as follows.
1. Interviewing
Here generally the employee is interviewed by the immediate supervisor. This can be done
through a structured interview or in an informal manner as to find out whether the trainees have
achieved the set objectives.
2. Observation
According to this method the departmental manager or the immediate superior may observe
the employee to see whether he/she has achieved set goals of training. He expects a change in
performances after the training.
For instance a member of the staff may have attended a training programme in time
management and the manager will observe the way in which he or she priorities the work after
the course to see whether there is a change.
3. Focus Groups
These are some groups of trainees, which meet before and after the training. A trained
facilitator is required to assist the group. The change in the groups before and after training is
recorded in this method.
4. Self Reflection
Here, the trainee may keep a diary to reflect a make notes on how he or she is progressing with
the implementation of the action plan, which he or she made at the end of the course. At the
end of training course, a course member keeps a diary of what he/she learnt and review each
day’s activity and decides what could have been done differently.
Quantitative methods
There are the methods by which that the performance can be measured numerically. The
following are some examples of quantitative methods that can be used in the evaluation of
training.
1. Post-test evaluation
For example a group of manages at one location attended a series of seminars on „absenteeism‟.
The rate of absenteeism for their departments was monitored and compared with the group of
managers at another location who did not receive any kind of training. It was find that there
was a subsequent decrease in absenteeism in the trained managers „departments, when
compared with the untrained manages‟.
2. Pre-test and Post-test of a group of trainees
Let us take an example to clarify this method. A secretary had a test to see how fast she could
take down dictation. Following the test the attended and evening class to improve her
performance, and at the end of the course there was another test. The comparison of two tests
showed an improvement in the speed of taking down shorthand note and this was the
contribution made by the training course.
3. Quantifying the effects of training within as organization
After the training, absenteeism covers turnover of employees and increased performance can
be examined. For example, the rate of absenteeism for an organization was measured prior to
training of managers and supervisors in controlling absenteeism. The rate of absenteeism was
measured six months after the training and it was known that it has a significant impact. The
result was that the rate of absenteeism has been substantially reduced.
4. Cost benefit analysis
There are two separate times when a cost benefit analysis should be carried out. The first time
is when the training programme is being developed in order to ensure that the training provides
value for money. In the first analysis, the costs and benefits are estimated and in the second,
actual costs and benefits are analyzed according to recent surveys.
Kirkpatrick's Model of training evaluation

Reaction
To what degree participants react favorably to the training. Notify the learner’s immediate
reaction to the training.
Learning
To what degree participants acquire the intended knowledge, skills, attitudes, confidence and
commitment based on their participation in a training event. Use feedback devices, pre and post
tests to measure what learners have actually learnt.
Eg: Exams, interviews or assessments prior to and immediately after the training.
Behavior
To what degree participants apply what they learned during training when they are back on the
job. In consultation with the supervisor, observe the behavioral changes and how they apply
new skills and knowledge to their jobs
e.g., assign projects for team members to apply the skills they learned in the training
Results
To what degree targeted outcomes occur as a result of the training event and subsequent
reinforcement. What are the tangible results of the learning process in terms of reduced cost,
improved quality, increased production, efficiency etc.
Example
The company sell the coffee roasteries to many regions and offering follow-up training on how
to maintain and use the machines.

As an example, imagine a facilitator delivering a live workshop at a regional coffee roastery.

He teaches the staff how to clean the machine, showing each step of the cleaning process and
providing hands-on practice opportunities.
Level 1
Once the workshop is complete and the facilitator leaves, the manager at the roastery asks his
employees how satisfied they were with the training, whether they were engaged, and whether
they're confident that they can apply what they learned to their jobs. He records some of the
responses and follows up with the facilitator to provide feedback.
Level 2
The facilitator or supervisor would observe each participant as they cleaned the industrial
coffee roasting machine. Again, a written assessment can be used to assess the knowledge or
cognitive skills, but physical skills are best measured via observation.
Level 3
supervisors at the coffee roasteries check the machines every day to determine how clean they
are, and they send weekly reports to the training providers.
Level 4
managers at the regional roasteries are keeping a close eye on their yields from the new
machines. When the machines are clean, less coffee beans are burnt.
OR
Donald Kirkpatrick's four-level evaluation model is a framework for evaluating the
effectiveness of training programs. The four levels are:
Reaction: How well did the learners like the learning process? This level measures the learners'
satisfaction with the training program, such as their opinions about the instructor, the materials,
and the overall experience.
Learning: What did they learn? This level measures the learners' knowledge and skills gained
from the training program. This can be measured through tests, quizzes, or surveys.
Behavior: What changes in job performance resulted from the learning process? This level
measures the learners' ability to apply the knowledge and skills they learned in the training
program to their jobs. This can be measured through observations, performance reviews, or
self-assessments.
Results: What are the tangible results of the learning process in terms of reduced cost,
improved quality, increased production, efficiency, etc.? This level measures the impact of the
training program on the organization's bottom line. This can be measured through financial
data, such as sales figures or productivity metrics.
Here is an example of how Donald Kirkpatrick's four-level evaluation model can be used to
evaluate a training program for customer service representatives:
Reaction: The learners could be asked to complete a survey about their satisfaction with the
training program. The survey could ask questions about the instructor, the materials, and the
overall experience.
Learning: The learners could be given a test or quiz to measure their knowledge of customer
service skills.
Behavior: The learners could be observed on the job to see how they apply the customer service
skills they learned in the training program.
Results: The organization could track data such as customer satisfaction scores or customer
complaints to see if the training program has had a positive impact on the organization's bottom
line.
The Kirkpatrick model is a widely used framework for evaluating training programs. It is a
systematic approach that can help organizations to determine the effectiveness of their training
programs.