Evaluation can be inspiration
Most of us find that positive feedback can be inspiring. Yet most performance improvement activity is not evaluated. At the end of a programme, neither the participants, the programme leaders nor the organisation really know what impact the programme has had. As managers and leaders, it is up to us to make sure that training evaluation is not a test.
Evaluation can be inspiration
It
still shocks me that organisations can spend millions of pounds
on training programmes with only the vaguest anecdotal ideas
of their impact. This doesn't just apply to training. Training
is an example that we know well, but you could substitute
any performance improvement programme in your function and
much the same process would apply.
Evaluation of training programmes is not a back-covering exercise
for those who have nothing better to do. At its best, it is
a pro-active operation that starts BEFORE any training has
happened and ends with well thought out reports that guide
future training investments and decisions.
Evaluation is a PROCESS not a NUMBER
Many people ask: "What is the ROI on my training programme?"
Our response is usually:
"whatever the number is, you get far more useful
information from the PROCESS of finding the answer, than from
the answer itself."
As with many things in life, the journey is as important as
the destination. So what does a good journey look like?
A great training evaluation process
This is closely linked to the initial business case for a
training programe. It:
- Estimates the impact of the programme BEFORE it occurs
- Identifies the metrics of measuring impact BEFORE the programme is designed, ensuring the design is closely aligned to outcomes rather than content
- Takes sample base line measures BEFORE a programme starts
- Takes sample measures DURING a programme where appropriate
- Takes sample impact measures at appropriate time intervals AFTER a programme is complete
- Enables senior management reporting on current and projected impact and value
- Enables training professionals to continuously improve the decision-making in their function, informing programme choice, design and delivery.
Use simple tools
Training evaluation can quickly be made very complicated – the main advice we offer to clients is to keep it straightforward and focus on the aspects of training evaluation that will add value to them. Use simple tools and concepts, and gradually build up a picture of the impact of your programme. If you try to do everything at once, you run a high risk of getting lost in all the data and systems you create. You can find some useful concepts to help you on our website at www.3c-performance-management.co.uk or join our next OPEN workshop 'How to Measure ROI in Training' on January 17th 2007 (details available here ).
Web
tools may help
Much of this process can be easily supported by simple web
tools that go way beyond the basic Happy Sheet. Call us for
a demo or to talk over your needs on 01491 411 544.
What happens if the training evaluation is worrying?
If your training evaluation suggests that your programme is not delivering
the results you want, try to treat this as good news. At least
you know, and can do something about it. Of course, you may
wish to be careful who you share this with.
Make sure YOU own your training evaluation system, not the
finance function.
Training evaluation is about helping you improve, not finding excuses
to cut budgets. Even when news is not so good, if it is presented
well and with strong support, we can be inspired to go out
and achieve more.
Start thinking about how you are going to evaluate your programmes
and I'm sure it'll be time well spent.
Have a good week.
Hedda
Hedda Bird
Managing Director of 3C Associates
To find out more about our January 17th 2007 Open
ROI workshop, please
click here .
