When investing in training, companies can sometimes assume that it will eat from their bottom line rather than add to it. Internally this attitude can be reinforced by a reactive culture which engages in training “for compliance sake”. However, learning and development can have a big impact through behavioural changes, sometimes even resulting in an organisational culture shift.
Elearning takes less than one third the time of classroom training
Strong examples of this can be seen when there is a greater awareness of hazards and risks due to safety training. According to the 2007 EU Labour Force Survey over 35% of employees reported that work affects their health with 22% reporting a work related health problem which resulted in considerable limitations to normal activity.
Why not encourage those involved in budgeting for training to prove a positive return on investment? By evaluating training and proving its effectiveness trainers will also identify improvements to keep the company ahead of the game.
The Kirkpatrick Evaluation Model is a good place to start.
Level 1: Reaction
How did the learner feel about the training? (Questionnaires, surveys and informal verbal reactions)
Level 2: Learning
Have they taken in the knowledge or skill? (Assess learners before and afterwards. Observation, interviews, role plays and projects.
Level 3: Behaviour
Has there been a change in related behaviour on-the-job? (Get buy-in from managers. Observation and information gathering from various sources, HR appraisals)
Level 4: Results
Has the training affected the performance of the business? (Evaluate impact on sales, costs, quality, frequency of accidents, profits, management styles and customer feedback)