Photo by: Aymane Jdidi via Pixabay
Great news, everyone! We are NOT just a cost center or an expense. We CAN add value and show the impact of training. The big question is whether you know how to do it. Do you know how to measure the impact of improved employee performance because of training? If not, you’re in the right place. So, let’s get started.
Now, to do a proper evaluation, it’s imperative we have baseline measurements or data. We must be clear on the original situation. Only then can we begin to ask questions about the client’s expectations. Questions like:
- What are the expected results?
- What does success look like?
- How will the organization benefit from the training?
In a perfect world, we would use traditional instruments to collect this data. You see, all performance gets measured in four areas: Outputs, Costs, Time, and Quality. In outputs, do we want to sell more, make more, process more or handle more? With costs, do we want to save money with less fines or less turnover? For time, do we want to save time, have less overtime, absenteeism, or tardiness? Finally, with quality, do we want to improve quality with less accidents, less errors, or less complaints?
Unfortunately, we’re sometimes faced with constraints and we’re unable to get our hands on the data. Thankfully, you’ll be pleased to know you have options when this happens. This is where the alternative instruments become so beneficial.
These alternative instruments are all created in the training department and get distributed to employees who have attended the training. Here are three ways to prove the value of training:
1. Impact Survey asks employees and their managers to estimate the impact the training had on their work and on the results it was intended to produce. Prepare a series of questions for the learners and their managers to answer. Ideally, the impact survey would be completed before the training to determine baseline performance and after the training to determine actual performance.
2. Climate Diary allows learners to record their feelings, impressions, and opinions about the organization before the training and three to six months after the training. Include questions to help focus their thoughts and gather pertinent information. Pre- and post-training perceptions are then compared to determine the extent to which training impacted the organization.
3. Critical Incident asks learners to document any time something important happens on the job that was affected by the training. Design questions that ask about specific improvements and that are based on the objectives of the course. Learners can also estimate a dollar value associated with their improved performance. This is sent after the training to determine the impact on the organization.
For a more in-depth look at how to build and communicate a compelling case for the effectiveness of your training programs, check out our Evaluation of Training workshop. You’ll return to work with the most comprehensive process, tools, and best practices to get the job done.
Remember, these instruments are a great start to prove your value and show the impact of training. Try one out and share how it worked. We’d love to hear your testimonial!
